BV2013 Programme

A Brief Sketch of the Why, What, and How of the BV2013 Improvement Programme

12 June 2012

Why BV2013?

• Erasmus University Rotterdam wants to be among the top-notch universities.

• In several areas of science, EUR already matches the best universities in the world. We still have to make several major steps forward to be among that top.

• To realise this ambition, the support to our research and education must be of top quality. We currently cannot provide this top quality on all fronts.

• Since mid-2010, we have therefore thought about a more intelligent organisation of our work processes.

• This has resulted in setting up the 2013 Operational Management Programme (BV2013).

BV2013: Conditions for Delivering

Top-Notch Performances

What does BV2013 do for the EUR?

Research & Education Support

(Marieke Veenstra)

ICT & Business Process Integration

(Dominique Campman)

Marketing & Communication

(Pieter Kuijt)

Campus Services

(Kees Lansbergen)

Management and Steering Information & Finance

(Celia Taia Boneco)

Human Resources & Organisation

(Borg van Nijnatten)

The programme is realising improvement in 6 areas:

 Taking away the worries  &

Promoting developmentProfessional support for

researchers

• Partnership in projects• Well-monitored PhD process• More impact-oriented

publications• Presentation of top researchers

Smarter CooperationModern education support for students and

lecturers

• From admission to graduation accessible 24/7 in one Student Information System (SIS)

• Reports and management information can be developed in a flexible, reliable and proper manner

Research & Education Support

What are these improvements in concrete terms? (1/6)

Contributes to building an ‘intelligent’ university

Gets the foundation organised first:

• Architecture: agreements about how we will be dealing with ICT• Wireless campus• State-of-the-art student e-mail, storage, and collaboration system• 1 EUR-wide workstation for employees• Energy-saving and reliable server rooms• Modern server, storage, and back-up facilities• Integration of ICT organisations• An ICT-demand organisation

The ICT foundation on which we can build further

What are these improvements in concrete terms? (2/6)

ICT & Business Process Integration

What are these improvements in concrete terms? (3/6)Human Resources & Organisation

Arrange personnel matters quickly and easily

Time and leave registrationOptions model for terms and conditions for employmentTravel expense accountsChange address detailsResult and development cycleView salary slips

Good care and ‘a warm welcome’ for international colleagues and students

HousingArrival and commencement of employmentBilingualismHR servicesProcesses and proceduresInformation provision

A development programme for project leaders and employees (OBP)

Training policyTraining and Education BV2013Procurement and selection criteriaStructural framework for Training and EducationManagement Development ProgrammePE point system

Recognise, acknowledge, develop, and foster talent

Scouting & RecruitmentAwards & StimuliTalent known(still under development)

AV & Education Environment

Study & Library Environment

Safe campus

Buoyant campus

What are these improvements in concrete terms? (4/6)

Campus Services= Quality and Success Rate

= Sufficient number of good study places

= 24/7 Open & Safe

= International & Inviting

Purpose of the Management & Steering Information project is to make management and steering information available for:

• The Executive Board and the meeting of Executive Board and Deans

• The domains of Education, Research, HR, and Finance

Management & Steering Information

What are these improvements in concrete terms? (5/6)

Communal languageComparable figures

Unequivocal & clear steering

• Revitalizing the EUR brand• CRM/ lead management• Study choice center• Facilities international marketing• Upgrading alumni processes• Upgrading web functions• Publishing platform• Management bulletin• Media monitoring

What are these improvements in concrete terms? 6/6)

Marketing & Communication

ErasmusUniversity

ErasmusUniversity

alumni

high schools

students

employees

mediaRotterdam

prospects

scientists

ErasmusUniversity

ErasmusUniversity

alumnialumni

high schools

students

employeesemployees

mediamediaRotterdamRotterdam

prospectsprospects

scientistsscientists

Getting connected @marketing & communications

CooperativeYou will be open to contact and seek contact.

You will be open to others’ opinions.You will be happy about each other’s successes and celebrate them together.

PurposefulYou will translate objectives into tangibly measurable results.

You will achieve the objectives agreed with you and feel accountable.You will resolve any bottlenecks obstructing the objective.

ResponsibleYou will request and give feedback.

You will initiate improvements and be an inspiration to others.You will take responsibility for your own result as well as for the overall result.

Core values determine the way in which we work together

• Programme, projects, and line organisation collaborate on the development of solutions and reforms

• Experts and those concerned think along with project leaders in expert groups, working groups, focus groups, and large meetings

• Together we form a change organisation

Change is the result of collaboration

Promote understanding for change

Give time to build support for change

Help to see through the change and to integrate it in personal situation

Ensure that people can change

Make change rewarding

Programme and outline are necessary to ensure that changes are well received in the organisation

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Familiarize

Be the owner

13

For… winning is a team effort