When I get the opportunity to get a deeper understanding of a business manager’s reporting requirements, a common theme emerges; there is always the need for a particular report that’s critical to how the business is run.
I’m a member of a management committee. We have all the usual roles: chairperson, secretary, treasurer, assets, operations, etc. Every meeting has a published agenda, we sign off the last meetings’ minutes. We have five strategic goals and each month we cycle through them.
Based on my discussions with administrators and managers within higher education, it is patently clear that student engagement, and retention, is of increasing importance to these educational institutions.
I read with interest a piece on the Jisc website called ‘Retaining students’. This piece reported that “according to a National Audit Office report, 20% of students in higher and 15% in further education do not complete their studies.”
I remember a friend at university. Sam* was a clever chap, studying astrophysics, and seemed to have some really interesting ideas about the nature of the Hubble Constant, the rate of expansion in the universe. Well beyond me, but impressive to his lecturers by all accounts.
We recently ran a business intelligence/reporting webinar aimed at ‘pain relief’ for users struggling with ad hoc reporting. Speaking with business users about the issues around reporting, we regularly hear about the issues that can make ad hoc reporting particularly painful.
This is part II in our series on business systems for membership and professional associations. Deciding whether to “buy” or whether to “build” your new business systems can be difficult, so here’s some guidelines to help you.