improvement programme techniques
DESCRIPTION
Improvement Programme Techniques. Content. Context KPIs and Managing risk Understanding your cost base VfM Quick Benchmarking Lean and Rapid Process Design Timetabling and Space Management Options for Service Delivery. Context. Which University KPIs are you supporting? - PowerPoint PPT PresentationTRANSCRIPT
Improvement ProgrammeTechniques
Content
Context
KPIs and Managing risk
Understanding your cost base
VfM
Quick Benchmarking
Lean and Rapid Process Design
Timetabling and Space Management
Options for Service Delivery
Context
Which University KPIs are you supporting?
What are your PIs and how are you performing?
What are your strategic risks?
What do your services cost?
How good are customer satisfaction levels?
KPIs and managing risk
Include KPIs into corporate dashboards
Link KPIs to the risk register; this helps ensure an overall view of VFM and the impact of failure cover areas not explicitly mentioned in the Corporate Plan assists individuals in their decision making and prioritisation.
Risk awareness and mitigation
Strategic Risk Source: Business Case
Impact on Registry and Student Services
Implication for New Structure and Activities
Diversity in income Need to support income generating activities in appropriate areas in the centre and in academic areas
1. Market intelligence capacity required
2. Investment in Research opportunity sourcing required
3. Institutional CRM strategy required4. Support needed for Deans/HODs,
development of strategic plans
Diversity in student recruitment: study and domicile
Need to support a diverse student body which will require different skill mixes and resources
1. Planning/coordination in Recruitment and Admissions initiatives required
2. Good Market intelligence is required; specialist capability will need to be deployed centrally
3. Support needed for overseas students and WP
4. Need to complement new Internationalisation Strategy
Understanding your cost base
Methodology
ABC-type methodology Payroll report – ALL university staff Dept, name, employee no, grade, FTE Separate staff between academic and support Allocate support staff FTE across activities Add payroll costs – employee no key Prepare management reports
Template
1. Recruit/
Admissions 2. Records/ Registration
3. Assess/ Progress 4. Welfare 5. Finance 6. HR 7. Estates
8. IT/Library 9 - 14. Etc
15. Misc/ Other
Total Support
Faculty 1 xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Business School xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Politics xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Law xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Economics xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Etc xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Etc xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Faculty Office xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx
Faculty 2 xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Biological Sciences xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Chemistry xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Mathematics xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Physics xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Etc xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Etc xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Faculty Office xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx
Central Administration xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx HR xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Finance xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx IT xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Estates xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Central Secretariat xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Etc xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx Etc xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx
UNIVERSITY TOTAL xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx xxx
FTE/Cost Support Activity by Location
Opportunities Identified
Current Spend
Potential Savings
% of Activity
Comment
1. IT/Library 23.5 - N/a Out of scope 2. Management
and support 22.2 2.8 13% 20% reduction in non-
management support staff 3. Misc Other 15.7 - 0% Check vs robust Business Plans 4. Estates 15.1 0.8 5% 5% cost saving; Space Planning 5. Research Support 6.9 0.9 13% DeptX normalised to DeptY level 6. Finance 6.2 0.3 5% Merge with Research Support 7. Prog. Support 4.5 0.8 18% DeptX normalised to Faculty avg 8. Recruit/Admit 3.4 1.0 29% Scope for centralisation 9. HR 2.9 - 0% 10. Assess/Progress 2.3 - 0% 11. Marketing 2.3 0.4 17% DeptX normalised to Faculty avg 12. Careers/Alumni 1.9 - 0% 13. Welfare 1.6 - 0% Alternative service delivery 14. Records 1.1 0.2 18% Faculty normalised to other Facs 15. T&D 1.0 - 0% Increase levels of expenditure 16. Procurement 0.9 - 0% TOTAL £mn 111.5 7.3 7%
VfM
activity 01
activity 02
activity 03
activity 04
activity 05
activity 06
activity 07 activity 08
This example is for a professional services: an example for academic department should look very different!
Contribution to Objectives
Positive
0
Negative
Contribution GridCost Income0
Financial Contribution
Mission Strategy Reputation
INCREASE
INCREASE
CONTINUE
START
REDUCE
CONTINUE
STOP REDUCE
This example is for a professional services: an example for academic department should look very different!
Mission Strategy Reputation
0
Negative
Contribution GridFinancial Contribution
Cost 0 Income
Positive
Contribution to Objectives
VfM - Resource and Satisfaction Grids
FUNCTION [1 ... n]Must Should Could Would
FTE £ FTE £ FTE £ FTE £Direct
activity 1
activity 2
activity 3
activity 4
activity 5
activity 6 Indirect
activity 7
activity 8
activity 9
activity 10
activity 11
activity 12 Management
activity 13
activity 14
activity 15
activity 16
activity 17
activity 18 Compliance
activity 19
activity 20
activity 21
activity 22
activity 23
activity 24
FUNCTION [1 ... n]
Must Should Could Would
Satisfaction Satisfaction Satisfaction SatisfactionDirect
activity 1
activity 2
activity 3
activity 4
activity 5
activity 6 Indirect
activity 7
activity 8
activity 9
activity 10
activity 11
activity 12 Management
activity 13
activity 14
activity 15
activity 16
activity 17
activity 18 Compliance
activity 19
activity 20
activity 21
activity 22
activity 23
activity 24
Quick Benchmarking
Identify Customers & Specify Value
Identify & Mapthe
Value Stream
Create Flow by Eliminating Waste
Respondto
Customer Pull
PursuePerfection
MaximiseThe
Value
What is Lean?
Elements of the Lean Project
Strategy
End-to-End
ContinuousImprovement
Vision
Alignment
Prioritisation
Measures
Action Plans
Current StateFuture StateImplementation Plans
Specific Problem
Limited Area
University
OSHEU
HUMRS
PLANN
Purchase to PayCourse Approval
Research Funding
INTER
RACDV
Payroll
Process Review
Structured and managed framework
Participative or consultant led PR
Organisation, policy, resources
Approach documentation and ‘Toolkit’
Assist with planning for implementation
Complement internal offering
Guide change management.
Pointing to good practice
Challenging by benchmark
Additional flexible resource
Honest broker
Rapid Process Design
Current
University of Bath: Programme Lifecycle – Approval Process: Stage 2 Full 2.4
Oth
er a
nd E
xter
nal
Uni
vers
ityLT
EO
/SR
EO
Fac
ulty
Aca
dem
ic D
epar
tmen
t
Version: 1.0 Final Author: Agnes Gibson & Jack KenwardDate: 08 December 2009 Source: QA3 Approval of New Programmes of Study
© 2009 SUMS & University of Bath
No
Yes: To InitialApproval (Renewal)
From 7.5.1
7.5.2>18m since
initial approval? Yes
No No No
Yes Yes
No
Yes
To7.11.1
7.6.4Consistent with initial approval?
7.6.1Consider for full
approval(Faculty)
FT&QCMinute
7.6.2Fits with
AcademicFramework?
FT&QC
7.7.2Submit to Each
Relevant Faculty T&QC
7.7.1Cross
Faculty?
7.6.3Consistent
with Code of Practice?
Programme Proposal
(full accepted: FT&QC)
7.5.3Submit to Faculty
T&QC
(any exemptions approved by QAC)
(any variations set out and justified)
7.8.1Set Up
Programme Approval Panel
FEA
Rapid Process Design: Action Plan
Ref Cur
Action Tim
Scale Revised Priority / Status
Summary Benefit / Opportunity Summary Additional Cost / Risk
Board Decision Implementation Owner Resources Required Progress 1 [Date] Progress 2 [Date]
28Manage and monitor Points Based Immigration S
hoMedium
High Mandatory. Retain licence to recruit international students.
To be determined. Director SRS
4Improve source information for recruitment targets. Formalise process and timetable with
MeSmall
High Recruitment impact. Realistic targets based on market research and SOAS capacity.
Extension of UNIT-e. Head of Admissions and Recruitment
7Improve conversion of existing students to further study. Develop and implement strategy.
ShSmall
High Recruitment impact. Increased continuation rates. Internal advertising and extra events.
Head of Admissions and Recruitment
29Monitor planned PGT application fees. Identify decision point in calendar for any policy reversal.
ShSmall
High Recruitment impact. Quickly identify any negative impact on student numbers.
None. Head of Admissions and Recruitment
3Develop communication plan for applicants M
edi
MediumHigh Efficiency and student experience.Consistent
communication for all applicants.Plan development an correspondence review.
Head of Admissions and Recruitment
8Route and follow-up significant enquiries M
eMedium
High Efficiency and student experience. Appropriate and timely responses. MI available for enquiry reason
Extension of UNIT-e. Head of Admissions and Recruitment
9Redesign on-line PGT and PGR application forms M
eMedium
High Efficiency and student experience. Reduced supplementary information. Validation rules
Extension of UNIT-e. Director SRS
11Scan and store supplementary information on paper with application forms
MedMedium
High Efficiency. Immediate availability of information, reduced risk of loss.
Extension of UNIT-e, extra storage, scanning software.
Head of Admissions and Recruitment
20Maintain automatic post-offer contact M
edMedium
High Efficiency and student experience. Keep applicant engaged.
Extension of UNIT-e. Head of Admissions and Recruitment
32Transfer PGT admissions to Recruitment & Admissions
ShMedium
High Efficiency and student experience. Improve consistency and reduce Faculty effort.
None. Head of Admissions and Recruitment
18Support interviews only for PGR and non-standard PGT or UG
ShLarge
High Efficiency and student experience. Reduced effort in interview. Focus on appropriate applicants.
None. Head of Admissions and Recruitment
30Establish performance indicators S
hMedium
High Effective management. Demonstrate improved performance or identify areas for improvement.
None. Director SRS
15Admissions Tutors access UG UCAS application forms online
ShoMedium
Medium Immediate availability of application forms. Controlled distribution and access.
Extension of UNIT-e. Head of Admissions and Recruitment
2Route, monitor and action applications online L
oLarge
Low - due to cost implications
Processes to progress smoothly and actions to be timely.
Extension of UNIT-e. Director SRS
12Store supplementary information from e-mail with application forms
LonMedium
Low - due to cost implications
Immediate availability of information. Extension of UNIT-e. Head of Admissions and Recruitment
19Issue offer packs online M
eMedium
Low Ease of access. Reduced printing costs. Extension of UNIT-e. Director SRS
21Redesign Orientation Handbook - part postal distribution, most online
LoSmall
Low Applicants will get key information. Extension of UNIT-e. Director SRS
26Submit Digital Photos in advance of attendance L
oSmall
Low Timely production of ID/Library Cards. Part cost of School Identity database.
Director SRS
5Market SOAS brand and distinctive programmes L
oMedium
In progress. Increased awareness of SOAS - recruitment tool. None. Head of Admissions and Recruitment
10Online application for PGT and PGR M
eMedium
In progress Immediate access for applicants. Automatic validation of completeness.
Extension of UNIT-e. Head of Admissions and Recruitment
33Review organisational structures within Recruitment & Admissions and Registry
MeMedium
With EB. Consistent applicant-facing and Faculty-facing processes.
None. Director SRS
6Create web-designed publications S
hLarge
In progress for 2011 Immediate access to information by applicants. Focus on target growth areas.
Web design, Content and Document Management.
Head of Admissions and Recruitment
13Automatic chase up and online entry of references S
hLarge
In progress Reduced workload seeking and chasing references. Extension of UNIT-e. Head of Admissions and Recruitment
14Enable applicants to track the progress of their applications and view offers. Can currently view event log. Needs further enhancing.
ShoMedium
In-progress - partially supported.
Meets applicants expectations. Reduce enquiries. Extension of UNIT-e. Head of Admissions and Recruitment
16Admissions Tutors access PGT and PGR applications forms online
MeLarge
In progress Immediate availability of application forms. Controlled distribution and access.
Extension of UNIT-e. Head of Admissions and Recruitment
17Redefine the priority of English Language Assessments
ShLarge
In-progress Not rejecting good academic applicants. None. Head of Admissions and Recruitment
22Pre-sign-up for courses online, before attendance M
eMedium
In-progress - still require physical
Early confirmation of timetabling. Extension of UNIT-e. Head of Registry
23Pay fees online and online student account S
hLarge
In progress Ensure students have paid before starting course.Reduced queuing at sign-up.
Extension of UNIT-e and Agresso.
Director SRS
24
Pre-register to programme and pre-enrol tosession online, before attendance. Will stillrequire physical attendance.
Medi
Medium
In-progress Early identification of potential no-shows. Reducedqueuing at sign-up.
Extension of UNIT-e. Head of Registry
25Consider reducing course options for Year One students
MeLarge
In progress Reduced complexity of course management and timetabling.
None. Head of Registry
31Renegotiate contracts with accommodation agencies
LoLarge
In progress Control allocation of accommodation as recruitment tool.
None. Director SRS
27Automatically notify all other School information systems of student ID
MeLarge
Not owned by Student & Registry Services
Quick access to service prior to and on arrival. Part cost of School Identity database.
Director SRS
1Restructure Website to support on-line processes S
hoLarge
Not owned by Student & Registry Services
Consistent source of information. Increased access to more information. Decreased enquiry time.
Web design, Content and Document Management.
Head of Admissions and Recruitment (pilot) / Director SRS
School of Oriental and African Studies, Process Change: Team 2 Student Recruitment, Admissions and Registration, Appendix C Action Plan
Timetabling
POLICYCONSTRAINTS
TIMETABLINGROOM
ALLOCATION
CALENDAR SYSTEMS
DATAENTRY
PR
OC
ES
SE
NA
BL
ER
SP
LA
NN
ING
PUBLISHING
STUDENT CHOICE
SPACECONSTRAINTS
ORGANISATION
Timetabling and Space Planning
POLICY CONSTRAINTSContact hrs
Length of teaching dayClass size
etc
POLICY CONSTRAINTSContact hrs
Length of teaching dayClass size
etc
CORPORATE PLANStudent nos. Programmes
CORPORATE PLANStudent nos. Programmes
Required capacity * best utilisation
Required capacity * best utilisation
GAP
FINANCIAL FORECASTFINANCIAL FORECAST
OPTIONS APPRAISAL
ESTATES STRATEGYESTATES STRATEGYTIMETABLINGTIMETABLING
Actual capacity
* actual utilisation
Actual capacity
* actual utilisation
Communication strategy engaging stakeholders
SUMS with HEI HEI
Options for Service Delivery
Position of HEI
1 Strategy
22.1
2.2
2.4
2.5
2.6
ProcessTransaction volume
In-house specialism
Specific to HEI
Service standards
Costs by c/f to benchmark
high
Sufficient/sustainableunique
high
higher
medium
struggling
distinct featuresadequate
in-line
low
Inadequate/unsustainablecommon
poor
lower
3 Systems
4 Skills
5 Context
Assessment
