This document outlines the objectives and findings of a project aimed at improving business processes to better embed business, continuing and executive education (BCE) operations within institutions. The project involved partners from 5 institutions and had the objectives of identifying key processes, producing case studies of different integration models, devising change plans, and producing guidance on business process improvement and internal engagement. Key findings included the need for central coordination, issues around intellectual property and flexibility, and a lack of differentiation between core IT services and those for BCE. The document provides an overview of the project's structure and activities.

1. Embedding BCE
Through Business Process
Improvement and
Internal Engagement
John Burke

2. Project Staff
John Burke, Project Manager
Clive Alderson, Project Consultant
Slide 2

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)

19. John Burke
Senior Adviser, JISC infoNet
Tel: 07940 081165
Email: j.burke@northumbrian.ac.uk
Twitter: johnburke1
Blog: http://jbep.blogspot.com
JISC infoNet: http://www.jiscinfonet.ac.uk

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