1. Creating Value Learning resources for managers to deliver efficiencies whilst improving effectiveness Patrick Kennedy, Director of Strategic Planning and Change Iain Springate, Project Manager & Researcher

2. Introductions Welcome and project overview Discussion Emerging findings Activities at Exeter Discussion

3. Re-Branding!

4. ‘Creating Value’ Aims to develop learning resources for managers in HE to aid them in generating efficiencies, whilst boosting effectiveness Funded by HEFCE (matched-funding) and led by the University of Exeter in partnership with the University for 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. Discussion Have your institutions been implementing any changes to deliver efficiencies, and if so what are they? What are the main challenges that you have faced when doing this?

7. Partner activities Exeter: Drive out the efficiencies from the recent transition to colleges Falmouth: Using Enterprise Architecture as part of a change management cycle UCA: Structural & organisational change to deliver enhanced international support functions Sussex: Strategic and operational efficiencies in relation to enhancing the student experience

8. Creating Value: Emerging Findings Based on literature review, interviews & early reports from institutional projects Organisations that thrive Challenges Key principles for delivering efficiencies

9. 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.

10. 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 Challenge to HR? Delivering short-term measureable change in a long-term context

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

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

13. 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. ) Vertical/horizontal integration of processes.

14. 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?

15. Ripe for Lean?

16. Exeter initiatives Firstly the drivers, short & long-term Major re-organisation – transition from Schools to Colleges Creating Value Group – Value for Money Committee …Staff suggestion scheme Benchmarking ---> Data mining The support & messaging from the top

17. Two questions for discussion What would help managers at your institution deliver efficiencies (with effectiveness)? What would you like to see from our learning resources for managers? e.g. in terms of content and format

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