3. Objective - 1
Identifying the key business processes and
system implications involved and analysing
the related coherence and efficiency of
these
4. Objective - 2
Producing case studies which illustrate
different models and degrees of business
integration for different approaches to BCE
5. Objective - 3
Devising change plans in each of the five cases
to enable BCE functions to be more effectively
embedded by identifying areas for process
improvement, actions, resources and change
agents needed in each of the five cases which
would result in better integrated strategic BCE
operations
6. Objective - 4
Producing an infoKit which distils the
learning from the above activities and
highlights recommended business process
improvement steps and methods for better
integration of BCE operations within
institutions
7. Objective - 5
Base-lining and developing the level and
nature of engagement between central
functions, (including libraries, administration
and information management/IT) and BCE
operations
8. Objective - 6
Producing a resource for managers of the
central functions within an institution, with
advice and guidance on BCE and how to
support it. This will demonstrates the benefits
for the institution and promote enhanced
internal engagement and better integrated
BCE
9. Project Partners
University of Glamorgan
Keele University
Newcastle University
Shrewsbury College of Art & Technology
University of Strathclyde
10. Partner Activity
Initial Start-Up Meeting, November 2008
Internal Launch Event
Interviews with key members of staff
Self-Evaluation Workshop
Development Plan
Dissemination Event
11. Structure
Policy and Strategy
Processes and Systems
Partnerships and Resources
Roles and Skills
Customer Perceptions
Key Performance Results
12. Findings – Policy and Strategy
Strategies exist or are being written
Lots of activity is taking place
Planning is undertaken at middle or lower
level, with an eye to strategic direction
Senior Management are given overall
responsibility
Not all areas perceive themselves involved
13. Findings – Processes & Systems
Central co-ordinating units
“I say – there’s noisy students here!”
Is embedded a good thing?
IP is a key issue
Inflexibility is a key issue
Speed of response is a key issue
Recognition of value is a key issue
14. Findings – Partnerships/Resources
Strategic partnerships
Commercial Partnerships
CPD Partnerships
Knowledge Transfer Partnerships
Third Party Partnerships
Supply Chains
15. Findings – Roles and Skills
Compronday vooz la lingo?
Marketing is 2-way
The Mighty CRM – or is it...?
Reality checks required
Need for development and internal
engagement
16. Findings – Customer Perceptions
Participation figures are only part of it...
Repeat Business
Surveys
17. Findings – Performance Results
Problems of measuring impact
External benchmarking and evaluation
Working to standards
Setting the targets
18. Findings – IT !!!!!
Academics did not mention IT until prompted
The IP issue
VPN (leading to VLE or external web site?)
Information Systems
Little or no use of Web2
Little or no differentiation between core and
BCE within IT teams (same as HR & Finance)
20. The IT Managers’ Views
Strategic Importance and Priority
Policy constraints
Likely (or actual) issues and barriers
Staff Development issues (for IT and others)
Access issues (internally and externally)
Ease of use
Resources – set-up & sustainability
Risk
