Process Mapping Library at the University of Kent Melissa Bradley, Humanities Faculty Administration Manager

1. 5th January 2012 Process Mapping Library at the University of Kent Melissa Bradley, Humanities Faculty Administration Manager

2. Context • The Faculty Manager roles at Kent were created in 2009 as a consequence of a University wide administration review which recommended that all academic administration services should be brought together under one structure. • The purpose of the changes was to develop the efficiency, effectiveness, and consistency of the University’s administration and provide a professional support structure • Previously many of the administrative functions in the 18 academic Schools had developed in an ad hoc fashion according to local contexts. Creating Value. Delivering more with less 5th January 2012

3. Context (II) The Faculty Managers at Kent have outlined 4 key aspirations: Developing processes Developing people Developing connections Developing strategic awareness These link to the University’s vision of: • Operating in an efficient, effective, sustainable and professional manner, (Institutional Plan 2009-2012) i Creating Value. Delivering more with less 5th January 2012

4. To ensure equality across all the academic administration services by having a “one process” methodology To improve effectiveness, efficiency, consistency and communication across the academic administration To facilitate joined up thinking across all the University’s Professional Service departments e.g. breaking down silos Why Process Mapping? - Focus of Change Creating Value. Delivering more with less 5th January 2012

5. Process Mapping Project • Still at early stages, working to roll out across the University. Modular approach • Initial focus was engaging with Professional Service departments, emphasising efficiency, savings and process improvement • Triaster was chosen as the specialist software used to map and share processes through a single online library • Invested in training 40 staff to use the Triaster software Creating Value. Delivering more with less 5th January 2012

6. Process Mapping Project (II) • Currently in second phase of project as the lead Faculty manager and project champion left the University in May 2011 • Subsequent need to regroup and assess how to continue • New direction – more targeted approach with a stronger focus on communication • No-one full-time on the project – all have to fit around existing roles Creating Value. Delivering more with less 5th January 2012

7. Kent’s Process Library • Process Library went live in September 2011 • Architecture and search and reporting functionality design • Process Library administrator • Still only 15 – 20 maps – not huge, not many users yet • People tend to look because it’s a new system – not yet used as a “go-to” point of reference because it does not have sufficient information available • Improving staff engagement with the library and process mapping is the priority of the project Creating Value. Delivering more with less 5th January 2012

8. Kent’s Process Library (II) Creating Value. Delivering more with less 5th January 2012

9. Creating Value. Delivering more with less 5th January 2012

10. Reviewing a process Creating Value. Delivering more with less 5th January 2012

11. Examples of process maps: Creating Value. Delivering more with less 5th January 2012

12. Creating Value. Delivering more with less 5th January 2012

13. Process Mapping/Process Library Benefits • Developing a consistent and continuous improvement approach across the University • Enhanced documentation located in a single reference point • Improving accessibility, transparency, clarity, quality and understanding of University processes • Sharing best practice and staff know-how (rather than re-inventing the wheel) • Identifying and rectifying weaknesses/critical points of failure in processes • Avoiding repetition within processes, thus saving time Creating Value. Delivering more with less 5th January 2012

14. Key Learning Points/Challenges • Establishing a well-defined project brief and plan • Team approach rather than relying upon one individual • Ongoing and effective Communication • Measures of success - Before and After scenarios • Sustaining engagement with process mapping and the Library • Training and support for staff – focus on helping staff understand the processes and how to map them rather than the Process Navigator software • Embedding process mapping and library into everyday working practices Creating Value. Delivering more with less 5th January 2012

15. Contact details Melissa Bradley, Faculty Administration Manager, University of Kent 01227 823753 m.v.bradley@kent.ac.uk http://www.kent.ac.uk/academic/projects/process_improvement.html Creating Value. Delivering more with less 5th January 2012