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Embedding BCE - Good practice identified and emerging issues/barriers

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Embedding BCE - Good practice identified and emerging issues/barriers

  1. 1. John Burke and Clive Alderson Embedding BCE Project Findings
  2. 2. Structure <ul><li>Policy and Strategy </li></ul><ul><li>Processes and Systems </li></ul><ul><li>Partnerships and Resources </li></ul><ul><li>Roles and Skills </li></ul><ul><li>Customer Perceptions </li></ul><ul><li>Key Performance Results </li></ul>
  3. 3. Policy and Strategy <ul><li>Strategies exist or are being written </li></ul><ul><li>Lots of activity is taking place </li></ul><ul><li>Planning is undertaken at middle or lower level, with an eye to strategic direction </li></ul><ul><li>Senior Management are given overall responsibility </li></ul><ul><li>Not all areas perceive themselves involved </li></ul>
  4. 4. Processes & Systems <ul><li>Central co-ordinating units </li></ul><ul><li>Finance </li></ul><ul><li>HR </li></ul><ul><li>IT and Information Systems </li></ul><ul><li>Facilities Management </li></ul><ul><li>Libraries </li></ul>
  5. 5. Partnerships/Resources <ul><li>Funding Partnerships </li></ul><ul><li>Strategic Partnerships </li></ul><ul><li>Commercial Partnerships </li></ul><ul><li>Knowledge Exchange Partnerships </li></ul><ul><li>Knowledge Transfer Partnerships </li></ul><ul><li>CPD Partnerships </li></ul><ul><li>Collaborative Training Partnerships </li></ul><ul><li>The Public </li></ul>
  6. 6. Roles and Skills <ul><li>Language and The Fear Factor </li></ul><ul><li>Attitudes to Commercialism </li></ul><ul><li>Marketing is 2-way </li></ul><ul><li>Internal Communications and Engagement </li></ul><ul><li>Placing a Value on Knowledge </li></ul>
  7. 7. Customer Perceptions <ul><li>Measuring Participation Rates </li></ul><ul><li>Qualitative Measurement </li></ul><ul><li>Who did you say you were...? </li></ul>
  8. 8. Performance Results <ul><li>Statutory Returns </li></ul><ul><li>Problems of Measuring Impact </li></ul><ul><li>External Benchmarking and Evaluation </li></ul><ul><li>Working to Standards </li></ul><ul><li>Setting the Targets </li></ul>
  9. 9. Cross-Cutting Themes <ul><li>Vehicle for Change </li></ul><ul><li>Macro Drivers </li></ul><ul><li>Honing the Instincts </li></ul><ul><li>Alignment with External Demands </li></ul>

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