We work with over 30 UK Universities and 75 worldwide including Aston, Greenwich, Cardiff, Westminster, Brunel, Oxford Brookes, Motherwell, Coventry, Dublin, Queen Margaret, Royal Holloway, Bath, Sunderland, London Business School, Bradford, Kingston, Surrey, Cardiff Metropolitan, York, Chester, Northampton, Wolverhampton, Dublin Institute, Staffordshire, Liverpool Hope providing support for their MIS strategies. Universities praise CACI for the excellent level of support and major moves forward allowed with their MIS strategies and development.

1. We work with
over 30
UK Universities
& 75 worldwide

2. AstonGreenwich Cardiff Westminster
Brunel Oxford Brookes Motherwell
Coventry Dublin Queen Margaret
Royal Holloway Bath Sunderland
London Business School Bradford
Kingston Royal Holloway Surrey
Cardiff Metropolitan
York
Chester Northampton Wolverhampton
Dublin Institute Staffordshire Liverpool Hope

3. CACI was a great help throughout the project –
they provided an excellent level of support when
we needed it … and have allowed us to make a
major move forward with our MIS strategy and
development.
University of Greenwich

4. Planning,
budgeting
& reporting

5. Integrate student planning
with academic, strategic
and financial plans
Being able to access information easily, understand results and
analyse trends is critical for assessing performance and
planning more effectively.
Northampton University

6. Develop
fully Informed
strategic plans
• Where are we ?
• Where do we want to be ?
• How best can we get there ?

7. Collaborate
with:
UEB
Finance
& Academics

8. SAP Business Planning
and Consolidation is
recommended by Microsoft.

9. Model
scenarios,
contingencies & decisions

10. Monitor
performance
against plans & KPIs in real-time

11. Monitor intake
student
in real-time

12. Improve
reporting
for HESA & Funding
Council returns

13. The move to evidence based decision
making is now within reach (as are) many
more tangible benefits around key
initiatives to improve student experience.
Oxford Brookes University

14. Maximise surplus
operating
Drive
widening participation
Value
for money