BV2013 Programme. A Brief Sketch of the Why, What, and How of the BV2013 Improvement Programme 12 June 2012. Why BV2013?. Erasmus University Rotterdam wants to be among the top-notch universities.
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BV2013 Programme A Brief Sketch of the Why, What, and How of the BV2013 Improvement Programme 12 June 2012
Why BV2013? • Erasmus University Rotterdam wants to be among the top-notch universities. • In several areas of science, EUR already matches the best universities in the world. We still have to make several major steps forward to be among that top. • To realise this ambition, the support to our research and education must be of top quality. We currently cannot provide this top quality on all fronts. • Since mid-2010, we have therefore thought about a more intelligent organisation of our work processes. • This has resulted in setting up the 2013 Operational Management Programme (BV2013).
BV2013: Conditions for Delivering Top-Notch Performances
Campus Services (Kees Lansbergen) Research & Education Support (Marieke Veenstra) ICT & Business Process Integration (Dominique Campman) Management and Steering Information & Finance (Celia Taia Boneco) Human Resources & Organisation (Borg van Nijnatten) Marketing & Communication (Pieter Kuijt) What does BV2013 do for the EUR? The programme is realising improvement in 6 areas:
What are these improvements in concrete terms? (1/6) Research & Education Support • Smarter Cooperation • Modern education support for students and lecturers • From admission to graduation accessible 24/7 in one Student Information System (SIS) • Reports and management information can be developed in a flexible, reliable and proper manner • Taking away the worries & Promoting development • Professional support for researchers • Partnership in projects • Well-monitored PhD process • More impact-oriented publications • Presentation of top researchers
What are these improvements in concrete terms? (2/6) ICT & Business Process Integration • Contributes to building an ‘intelligent’ university • Gets the foundation organised first: • Architecture: agreements about how we will be dealing with ICT • Wireless campus • State-of-the-art student e-mail, storage, and collaboration system • 1 EUR-wide workstation for employees • Energy-saving and reliable server rooms • Modern server, storage, and back-up facilities • Integration of ICT organisations • An ICT-demand organisation • The ICT foundation on which we can build further
What are these improvements in concrete terms? (3/6) Human Resources & Organisation Scouting & Recruitment Awards & Stimuli Talent known (still under development) Recognise, acknowledge, develop, and foster talent Time and leave registration Options model for terms and conditions for employment Travel expense accounts Change address details Result and development cycle View salary slips Arrange personnel matters quickly and easily Housing Arrival and commencement of employment Bilingualism HR services Processes and procedures Information provision Good care and ‘a warm welcome’ for international colleagues and students Training policy Training and Education BV2013 Procurement and selection criteria Structural framework for Training and Education Management Development Programme PE point system A development programme for project leaders and employees (OBP)
What are these improvements in concrete terms? (4/6) Campus Services AV & Education Environment Study & Library Environment Safe campus Buoyant campus = Quality and Success Rate = Sufficient number of good study places = 24/7 Open & Safe = International & Inviting
What are these improvements in concrete terms? (5/6) Management & Steering Information Communal language Comparable figures Unequivocal & clear steering • Purpose of the Management & Steering Information project is to make management and steering information available for: • The Executive Board and the meeting of Executive Board and Deans • The domains of Education, Research, HR, and Finance
What are these improvements in concrete terms? 6/6) Marketing & Communication • Revitalizing the EUR brand • CRM/ lead management • Study choice center • Facilities international marketing • Upgrading alumni processes • Upgrading web functions • Publishing platform • Management bulletin • Media monitoring Getting connected @marketing & communications
Core values determine the way in which we work together Cooperative You will be open to contact and seek contact. You will be open to others’ opinions. You will be happy about each other’s successes and celebrate them together. Purposeful You will translate objectives into tangibly measurable results. You will achieve the objectives agreed with you and feel accountable. You will resolve any bottlenecks obstructing the objective. Responsible You will request and give feedback. You will initiate improvements and be an inspiration to others. You will take responsibility for your own result as well as for the overall result.
Change is the result of collaboration • Programme, projects, and line organisation collaborate on the development of solutions and reforms • Experts and those concerned think along with project leaders in expert groups, working groups, focus groups, and large meetings • Together we form a change organisation
Programme and outline are necessary to ensure that changes are well received in the organisation Make change rewarding Promote understanding for change Be the owner Conscious of necessity Ensure that people can change Give time to build support for change Familiarize Help to see through the change and to integrate it in personal situation 13