Business Process Change Programme by qws18475


									Business Process Change
Summary of Progress and Findings
       We are good at many things

• Popular university

• Very good teaching quality and research ratings

• Very capable staff at all levels

• Clear mission

• Strong regional identity

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But it is increasingly a competitive world
 • Growing numbers of clients
 • Expectation of good service
 • Demand for 24 x 7
 • Processes are not usually “reviewed from the end-
   user‟s perspective; frequently based on past
   practices or crisis management
 • No particular drive for efficiency

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      What are the needs of those who
                contact us?
• They want their dealings with us to be well managed,
  responsive and easy to pursue as well as with the best
  informed source.
• Enquirers with a developing relationship with us expect to
  be recognised by the University in the same way as they
  experience when using online or telephone services
  offered by other public or private sector organizations (e.g.
  airlines, online shops etc.)
• Students are paying customers and expect to be dealt with
  as such
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     Business Process Change Group
• To develop and foster a culture of working co-operatively
  across faculty and departmental boundaries to deliver cost
  effective and user-oriented services employing new
  technologies and processes as appropriate
• Reviewing the present decision-making and organisational
  structures with the aim of recommending improvements
  which ensure effective co-ordination and communication.
• Ensuring that funds and staff resources for projects
  affecting the business processes of the University are
  directed to achieve maximum gain for service and cost
  efficiency.        Business Process Change Programme     5
  Changing Our Business Processes
• The Group has investigated 2 priority areas for the new
• The rationale is to reform one or two areas thoroughly
  rather than dissipate effort over a wide range.
• The two areas are, respectively, the management of the
  student experience from initial contact through to
  registration and the management of the student‟s
  teaching and learning experience

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        Work Plan and action to date
Phase 1 June 2003 – June 2004
   • Business Process Change Group (BPCG) establishes Student projects
   • Student Process analysis leading to findings and recommendations
   • Review of Committee and organisational structure by BPCG

Phase 2 June 2004 – October 2005
   • Implementation of organisational and business process changes
     recommended in Phase 1 by BPCG
   • Procurement of new Student Information System
   • Introduction of student portal and new student admissions system
   • Development of staff portal

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      Work Plan and action to date
Phase 3 September 2005 – August 2006
      • First full year of new structures
      • Implementation of staff portal
      • Implementation of full student system

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             9 Guiding Principles
• Enquirers must be able to contact the University easily
  and gain the information or service required quickly
  without requiring a detailed knowledge of UU structures
• A “one-stop-shop” or “help-desk” approach should be the
  model for enquiry handling
• Technologies should support this service culture rather
  than dictate it
• Telephone, email and correspondence-based services as
  well as personal visits must be handled in the same way
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              9 Guiding Principles
• UU should be able to recognise quickly and efficiently
  through its ICT systems with whom it is dealing
• The bulk of information requests and formal procedures
  be handled electronically, especially through the Web.
• Business processes will be subject to continuous
 Standards for services will be clearly defined & tested.
 Business processes will be operated as efficiently as
  possible in the interest of both the enquirer and of
  controlling costs Business Process Change Programme   10
      Findings - Enquiries and Contacts

• Telephone contact poor - unanswered calls, voicemail etc.
• Lack of customer-friendly manner, “owning problems”
• Enquiries are rarely recorded and are not linked to
• Marketing fragmented
• Web does not sell the University; courses difficult to find on
• Current students have to walk their problem around UU; too
  many points of contact
• Web structured by department, information hidden in several
  layers; different authentication requirements
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             Findings - Admissions

• UCAS system paper-based; large numbers of forms passed
  between offices
• UCAS will move to paperless system in 2005
• No monitoring or tracking - P/T and other direct entry
  students want better response and to see what is happening
  via the Web
• Customers are dealing with three different departments –
  Schools Liaison, Registry and Faculties
• Research student admissions bureaucratic and paper-based

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     Findings - student records, course
• Module amendments not notified to UU database in timely
  fashion, with knock-on effects
• Course Directors heavily loaded with admin, affecting
  teaching, research
• Multiple student „systems‟
• Access to information by students and staff is limited and
  requires navigation through our web site
• No standard procedures for receipting coursework or
  recording attendance
• Multiplicity of student IT accounts
• Computer accounts not created fast enough in many cases
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             Findings – Examinations
• Current marks collection system is based on Access 97 and
  requires substantial support effort
• Module changes are not always recorded in a timely manner
• Exam Scheduler software is not dynamically linked to Student
  System, requiring manual intervention
• Examination Board processes for mark amendment can be time
  consuming and lead to delays

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             Findings – Graduations
• Processes involved in contacting students and in recording
  replies and lodging fees are time-consuming
• Processes for invited guests are through a locally-
  developed Access system which is unsupported by
  corporate IT resources

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           Findings – Student Fees
• Large numbers of queries on fees - many generated by
  inaccurate data or individual fee agreements
• Late production of invoices
• Difficulty in allocating cash
• Availability of on-line payments is limited
• Students cannot view consolidated debt statement

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    Findings – Student Email and Web
• No guarantee that students will access Netmail
• No alerts to student that they have new Netmail
• Students may prefer to use their personal email accounts
• No facility for staff to email students in bulk from student
• No facility to contact students via SMS texting
• Students have to remember faculty/course URLs and to
  navigate to these to obtain relevant information

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                 Findings – WebCT
•   Lacks penetration in a number of areas
•   Not embedded in mainstream culture of university
•   Module-based – lacks a „course‟ focus
•   Heavily reliant on accuracy of module enrolments
•   Students have to re-authenticate themselves
•   Additional email system
•   Due dates not included automatically in calendar

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     Findings – Links to Other Systems
• A number of systems hold student records independent of
  the corporate system - e.g. Room Service, Torex

• Growing demand for student system to feed others e.g.
  Progress Files , NIIMLE projects

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           Overview of main emerging
• Need for One Stop Shop approach for student-related
• Re-organisation of admissions and marketing
• Greater standardisation (e.g. fees)
• Changes to gain improvements in timeliness and accuracy
  of information in Student System
• More student self-service facilities for maintaining their
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       Overview of main emerging
• Enhance access to system by staff by providing web-
  based reporting and enabling electronic
• Replace Student Information System
• Introduce Student Portal
• Enhance support for WebCT

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                  Student Portal

• Personalised „front page‟ content
• Single or „simplified‟ sign-on
• Alerts – assignments, email, fees
• Appropriate links to information resources with
• Student Information System maintenance facilities
• Collaborative tools, including WebCT

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                       Next steps
• Consultation exercise with areas likely to be affected
  by organisational change proposals
• Further visits by teams of select staff to centres of good
  practice & innovation
• Final costed proposals
• Detailed recommendations for organisational change
• Establish student implementation project
• Establish portal project

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