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Destination of Leavers from Higher Education survey Rapid Improvement Event. Improvement Plan : Investigate/install new systems to support high volume processes:

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Presentation Transcript

  • Improvement Plan:

  • Investigate/install new systems to support high volume processes:

  • Calling – assesses caller rates/success, storingthe call sheets, records intelligence, links to survey form to fill in, calls internationally, records notes of call, when responses come in we can take call sheets out

  • Postcode checker – when graduates/callers fill in form it automatically validates post code, looking at whether it can also auto-fill the postcode box

  • Online survey – create our own version of the survey, branded, skips irrelevant questions, provides more information, validates as it goes along

  • Information request system – record how enquiries come in, how we deal with them

  • Survey system in SITs – automate the process and link easily to student records

  • System for live data –BI Cognos, live data system where we can track response rates and KPIs for disciplines and colleges

  • System for dissemination of DLHE data in BI Cognos – easy access to specified reports for all relevant stakeholders, enhancing the BI dashboard so all information is in one system

  • Improve access to DLHE data and information:

  • What do stakeholders want to know? Identify the level of analysis of the data, how they would like it presented

  • System for dissemination of DLHE data in BI Cognos – easy access to specified reports for all relevant stakeholders, enhancing the BI dashboard so all information is in one system

  • Reduce waste by cutting out unnecessary processes

  • Improve communications with key stakeholders:

  • Communications plan – identify who needs to be communicated with, how, what do they need to know and a plan for ensuring the dissemination of comms.

  • Investigate new methods for communicating with survey cohorts – Text messaging, videos, focus groups, DLHE ambassadors

  • Ensure HR issues are fixed and that the survey remains resilient

  • Ensure staff are working at the correct grade

  • Elicit support for supervising the calling to offer further resilience

  • Make sure the survey has full coverage by increasing and changing the weeks worked of staff already involved

  • Create a risk plan to mitigate against any consequences of something going wrong

  • Ensure clear lines of governance for the collection, analysis and dissemination of the survey with strategic and operational support:

  • DLHE Operations Group

  • Graduate Outcomes Group

  • Clear timeline of activities with dates in key staff’s diaries

  • Project plan

  • Ensure the survey is auditable and that recommendations actioned as a result of the Rapid Improvement Event

  • Theme: To enable more effective facilitation of the DLHE survey.

Background to problem or opportunity

The DLHE collection changed in 2011/12 with a more detailed questionnaire. The survey population expanded to include international students, which increased the number of students that needed to be contacted by 45% to 6,737. This translated into an increase in response rate of 14%.

We lost 0.2 FTE support. We were relying on staff overtime to fill the gap.

The lack of resilience leading to potential impact on University Top 10 strategy with graduate outcomes suffering.

  • Analysis of Current State

  • From Voice of the Customer and Root Cause Analysis exercises we identified the following key issues needed to be addressed:

  • Need to update our processes and introducenew systems to support these

  • Overview of theway we use the data and Information

  • A lack of targeted and planned communications

  • HR and resilience, accountability, governance

  • There were some additional ad hoc issues such as reducing some processes that were wasteful

  • Desired Future State

  • A resilient survey collection within a streamlined process

  • Data to be disseminatedmore effectively and widely

  • Staffknowing what data is available and how to access it, as appropriate

  • A higher response rate of from each of the targeted cohorts

  • Opportune strategic direction and senior management support

  • More operational staff taking ownership over their rolesin the survey

  • Systems to support the high volume activities leading to efficient processing

  • Review

  • Using BaseCamp to track progress and communicate with project team

  • Regular updates during DLHE Operations Group

  • All actions to be completed within a year.


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