Service delivery Change management Process improvement System upgrades. The perfect storm?
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1 Service delivery Change management Process improvement System upgrades The perfect storm?
2 Elspet Garvey Manager Business Process Management Office Process, Change and Continuous Improvement Joanna Browne Director Academic Services Admissions,Enrolment, Student Records, Fees, Examinations, Graduation, Calendar and Regulations, Academic Timetabling
3 The University of Auckland Students 2011 Undergraduate 30,056 Postgraduate 10,323 Staff 2011 Academic, Professional 6000 New Zealand One of Auckland s biggest employers Turnover of about NZ$900 million Auckland, NZ Ranked 3 rd in the world for quality of living 2011 Mercer Survey NZ s leading university Research led
4 Drivers for Change upgrade system improve service quality and dli delivery improve our ability to standardise and manage processes.and be able to sustain and continuously improve the change across a number of services, systems and associated processes
5 Creating a repeatable model
6 Challenging the fundamentals Are we using the right service delivery model?
7 Process Design Service Delivery Model Strategy Linking strategy to what we do
8 Strategy What are your aims for the future? What are the strategic (and operational) goals of the University and the service?
9 Choose the way forward
10 DESIGN PROCESSES TO SUPPORT SERVICE DELIVERY
11 Incorporating Process Management Sustaining and extending thechange
12 Variable, reactive, ad hoc, no standard approach Technology driven Early use of structured change management approach on one or two large scale projects Killer App Adoption of standard change management approach for strategic t projects Benefits driven
13 Organisational Heatmap
14 Bringing it all together Aligning i systems, service, process and people Creating the link between project, process and change
15 Integration of Programme, Process and Change Management Life Cycles Pre Project Initiation Planning Execution Transition Close Realisation Discovery Analysis, Design & Validate Integrate Implement Control Improve Portfolio Change Impact Preparation for Change Manage Change Reinforce Change
16 Changing the Student Services service delivery model the theory reality gap 8T5kW6gy9I8 hd.jpg&imgrefurl= 8T5kW6gy9I8&usg= QYwqvLB1AFlYPDbqDvgHzFV_2Ng=&h=1080&w=1440&sz=434&hl=en&start=5&zoom=1&tbnid=CTTexkwduWMjjM:&tbnh=113&tbnw=150&ei=YevGT5X0Ca6OiAet5ay7Dg&prev=/se arch%3fq%3dmind%2bthe%2bgap%26hl%3den%26sa%3dn%26as_st%3dy%26tbs%3dsur:f%26tbm%3disch&itbs=1
17 New Student Management System New timetabling system New model dlfor managing student tinquiriesi i
18 Lessons learned Clarity of purpose Managing risk Demonstrating the benefits Underestimating the impact on people Embedding continuous improvement Never ee rest on your laurels
19 3 Cs and an R Commitment Communication Resilience Collaboration
20 Commitment to change: institutional leadership Staff capacity and capability Institutional buy in Accountability where does the buck stop? Communicate, communicate, communicate Change readiness assessment: you never quite get it right Another year fixing the problems
21 Rampant managerialism ili
22
23 Have we achieved what we set out to do? Fixed what was broken Implemented new process and service delivery models Created a platform for continuous improvement Significant service improvement % change Visits % Page views % Time on site 00:02:30 00:02: % Answers viewed % Searches % AskAuckland usage by students
24 PGrad SDM built on the base of original work (collaborative ways of working) Reporting next stage of maturity Platform for change Leadership much more visible Accountability Ownership still more to of process and achieve systems
25
26 Thank you! Elspet Garvey Joanna Browne Joanna Browne
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