1. Creating Value Learning resources for managers to deliver efficiencies whilst improving effectiveness Iain Springate, Project Manager & Researcher

2. Introductions Welcome and introductions The project Activities at Exeter, Falmouth, Sussex and UCA Emerging findings Discussion

3. Re-Branding!

4. ‘Creating Value’ Aims to develop learning resources for managers in HE to aid them in generating efficiencies Funded by HEFCE (matched-funding) and led by the University of Exeter in partnership with the University of the Creative Arts, University College Falmouth and the University of Sussex

5. Project Activities Dissemination (e.g. conferences, training and information events) Learning resources (e.g. guidelines for delivering more with less, practical ‘toolkits’, case studies, examples of good practice) Interviews with managers across different sectors Evidence Literature review Projects at participating institutions

6. University of Sussex Strategic & operational efficiencies in relation to enhancing the student experience: Student Life Centre IT learning resources

7. University for the Creative Arts Structural & organisational change to deliver enhanced international support functions: Efficiencies in delivery of services currently dispersed across multiple depts Lower cost per head Best practice review Several scenarios.

8. The University of Exeter Drive out the efficiencies from the recent transition to colleges: Common Action Teams VfM Committee Staff suggestion scheme.

9. University College Falmouth Using Enterprise Architecture as part of a change management cycle to: Identify areas efficiencies could be made Design and communicate changes Estimate potential savings. Mapping core processes and architecture involved in Timetabling – CRM – Student Records System projects

10. UCF: Enterprise Architecture EA “… provides an evolving, dynamic way of describing and aligning the functional aspects of an organisation, its people, activities, tools, resources and data/information, so they work more effectively together to achieve its business goals.” JISC EA Early Adopters study

11. Duplication of effort Automation needs extending Some automation not utilised

14. UCF: Outcomes to date AD-hoc room bookings system: £14k pa Student withdrawal process: £13K over 5 yrs Retention: Mapping identifies issue re. key student contacts. Process maps will be available as part of the project.

15. Creating Value: Emerging Findings Based on literature review, interviews & early reports from institutional projects Organisations that thrive Challenges Key principles Some potential mechanisms

16. Who thrives when times are tough? Organisations that have a focus on core business; good cost control; and positive and committed managers. Organisations that focus on reducing costs through operational efficiencies, whilst investing in R&D, assets and marketing.

17. Challenges Enabling and sustaining culture change Resistance; poor performance higher profile than reduced cost; communication & involvement of managers key. Capacity Time; skills; training/consultants Trickle-down of complexity and ambiguity Need pragmatism, judgement, tolerance of ambiguity and flexibility/adaptability; communication by senior managers is key

18. Key principles: Management & leadership Commitment to changes Involvement in changes Fully understand the what and why

19. Key principles: Supporting staff Communication/training/information Specialist skills Ongoing feedback & incentives

20. Key principles: Planning change Data use ‘Fit’ of interventions with organisational culture Pilot projects Embedding for sustainability ( e.g. LDPs; performance management frameworks; strategic documents etc. ).

21. Key questions Do I understand clearly what is expected of me? Do I have the necessary skills and expertise to be able to behave in that way? Do the organisations systems, processes and ways of working reinforce and encourage that behaviour? Do I see other people in the organisation, particularly the more senior and key leaders, acting in that way?

22. Mechanisms: Business process review Savings evidenced in literature More applicable to processes needing complete overhaul Complexity of non-manufacturing environments Language use.

23. Mechanisms: Lean Lean: Customer-focused; identifying value; removing waste Need full implementation to draw full benefits Apply all Lean principles Staff focus on customer & understand have a role in improving performance

24. Mechanisms: Lean resources http://www.st-andrews.ac.uk/lean/ http://www.leanenterprise.org.uk/ http:// www.cardiff.ac.uk/lean/ http:// www.cardiff.ac.uk/lean/ ‘Lean Higher Education’ William Balzer ‘Analysis of Lean Implementation in UK Business Schools and Universities’ Radnor & Bucci

25. Mechanism: Idea capture schemes Evidence of significant savings and other benefits Different models Key success factors: Scope; process of evaluation; communication; reward; publicity.

26. Mechanism: Energy use Technical interventions Behaviour modification schemes Key success factors: feedback & visibility of use; incentives; tips for saving http://www.electro-magnates.com/

27. Summary: Considerations Investment required Difficulty of measurement Fitting interventions to organisations. ‘Simple’ things: Ensuring someone has an overview of processes Extracting value from what we have Communication with colleagues Language.

28. Two questions for discussion Is there successful experience you have been involved with/aware of that others could benefit from? Are there particular approaches or issues that you would like our research to investigate/cover in resources provided?

29. Keeping in touch www.twitter.com/morewithlessHE http://www.exeter.ac.uk/spc/stratplan/hefcecreatingvalue/ I.E.Springate@Exeter.ac.uk