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Understanding Continuous Service Improvement, Optimisation and Innovation
Dr Jodi Clyde-Smith Executive Director, Research Operations
Rationale
3/08/2016
FACULTIES &
INSTITUTES
SCHOOLS
CENTRAL DIVISIONS
RESEARCH CENTRES
(e.g. CODES)
ENTITIES (e.g. Foundation,
TUU)
UTAS
Strahan
Bicheno
Burnie
Queenstown Swansea
Smithton
Hobart
Launceston SLIMS
LMS
D2L
TALENT2
BI
VIDEO CONF
Development of Design Principles
Determination of Process
Business Case
Appointment (via RFT) of supporting consultant
Unanimous support by
SMT for Review
1. Duplication & Operating Silos 2. Geographic Separation 3. System Changes 4. Increasing Cost of Delivery
Based on the strategic plan the time was right for UTAS to investigate what our optimal professional services operating model might be
Rationale
3/08/2016
0%
20%
40%
60%
80%
100%
1.0
Und
erta
ke R
esea
rch
2.0
Pro
vide
Stu
dent
Ser
vice
s
3.0
Uni
vers
ity G
over
nanc
e
4.0
Pro
vide
Sta
ff S
ervi
ces
5.0
Man
age
Ext
erna
lR
elat
ions
hips
(all
exte
rnal
par
ties
othe
r…
6.0
Uni
vers
ity S
trate
gy
7.0
Man
age
Uni
vers
ityA
sset
s
8.0
Man
age
Uni
vers
ityIn
form
atio
n
9.0
Man
age
Tech
nolo
gy
10.0
Und
erta
ke M
arke
ting
and
Com
mun
icat
ion
11.0
Impr
ove
Per
form
ance
12.0
Man
age
onsi
tebu
sine
sses
13.0
Tec
nica
l Sta
ff
Of UTAS total cost base of $456m, about 41% relates to the provision of professional services, with salaries accounting for the majority this cost.
Professional Service Costs Total: $186m
Distribution of Professional Effort by Service Salaries: $123m*
$5.0 $36.3 $4.5 $9.8 $2.0 $1.0 $16.6 $1.9 $10.6 $3.2 $0.4 $1.0 $5.0
Source: PwC activity analysis of UTAS data Source: UTAS 2012 Financial Budget & PwC Analysis
Dis
trib
utio
n of
Effo
rt b
y Se
rvic
e
(% o
f tot
al e
ffort
p s
ervi
ce)
Cost of Professional Salaries per Professional Service*
Faculties & Institutes Divisions Central
Analysed professional salaries by
service provided
*NB: Not all areas covered by activity analysis (e.g. Gov&Legal, Fleet, Uniprint)
Proposed Model
3/08/2016
Sandy Bay
Newnham
Domain
Inveresk Burnie CRADLE
COAST • Campus • Rural Clinical
School • TIA
1 2
LAUNCESTON • AMC / AMC Search • Education • Transactional
Processing • Other Newnham • Inveresk
3 DOMAIN • Health Science • Menzies • IMAS SET
• SET 4
ABL • Arts • Law • Business • Other
5
Proposed model – geographic delivery • Business Partner teams & clusters embedded in and supporting Faculties and Institutes
• Service delivery geographically dependent • Clusters proportional to scale and complexity of site
Staffing and Due Diligence / QA critical
3/08/2016
Function Resp CC ABL Dom SET Ltn Div
Finance Services COO BP BP BP BP BP
HR Services COO BP BP BP BP BP BP
IT Services COO BP BP BP BP BP
Commercial Svces COO BP - BP - - -
Research Services DVC(R) BP BP BP BP -
Student Services DVC(S&E) BP BP BP BP BP -
Mkt & Comm Svces COO BP
Function Report to Number
Hub Managers COO & Dean One for each of the 6 hubs
Service Exec Directors Service Managers
Resp SENEX member Service Exec Directors
One for each of the 7 functions One for each of the 7 functions
Director Svce Delivery COO One for the overall model
Loca
l QA
Cent
ral Q
A
Current Institutional Status
3/08/2016
1. Implementation is substantially complete • 181 heads (155 FTE) reporting lines changed from >20 reporting strictures to 7
consistent reporting structures
2. Varying degrees of performance by function. Impacted by: • Resourcing (number of people – e.g. HR tried to avoid recruiting but did 12
mths later, service rose) • Capability of people (at all levels – ED, Manager, BP and team) • Pre-existing maturity (e.g. research ground up build, IT largely pre-existing) • Complexity of Hub • Geography of Hub (ABL all on campus, Domain across 3 CBD locations)
3. Some of the wins • Functional expertise delivered by local business partners/teams • Finance - Budget process and model • Research – PES, GRO’s and grant applications • Broader organisational focus on service delivery
Service Levels – Overall
3/08/2016
All Hubs Staff Sys Svce R/shp
CSD Fin HR ITS OMC Res StudSvc
Overall
Staffing – provision of adequate staff and resources; Systems – appropriate systems and processes in place; Service – level of overall service supplied; R/ship – effective r/ships built between central services, hub staff and customers
Comments – Improvement in last quarter. Research the standout
function again. Recent BP appointments likely to uplift next
quarter.
Mar 2015
Overall Trend
14 Jan May Aug Nov 15 Mar CSD Finance
HR
ITS OMC Research StudSvces Overall
Trend
3.4 4.3 3.9 3.8 4.0
3.7 3.3 4.1 3.9 4.0
4.3 3.8 3.2 3.2 3.7
5.0 4.3 4.1 4.2 4.1
2.2 3.2 3.7 3.3 3.6
4.6 4.4 4.7 4.8 4.9
3.8 4.0 4.1 3.8 3.6
3.9 3.9 4.0 3.8 4.0
3.9 3.9 4.0 3.8 4.0
2.0
3.0
4.0
5.0
1 2 3 4 5
4.1 3.9 3.9 4.2
3.8 3.8 3.8 4.6
3.6 2.7 3.9 4.4
4.0 3.9 4.4 4.2
3.3 3.6 3.5 4.0
4.7 5.0 4.9 4.8
3.5 3.0 3.7 4.0
3.9 3.7 4.0 4.3
Service Levels – by Function
3/08/2016
Staffing – provision of adequate staff and resources; Systems – appropriate systems and processes in place; Service – level of overall service supplied; R/ship – effective r/ships built between central services, hub staff and customers
Comments – Student Svces affected by SLIMS system and remediation
issues. Good improvement from HR and OMC. Research excellent.
Trend
Mar Rating
Research Funding
– ARC Success rates: now at or exceeding national success rates (2014 was the first time in 12 years)
– NHMRC Success rates: improving and now close to national success rates; $ value of grants has UTAS at equal 10th nationally
– UTAS now submitted HERDC returns in the >$90M bracket
– Cat 1 HERDC return broken the $40M barrier – Contract research rocketing (122% increase in 2015
HERDC return)
12
13 UNIVERSITY OF TASMANIA
Benefits 2 years on?
UNIVERSITY OF TASMANIA CREDIT JULIANNE O’REILLY-WAPSTRA 13
Metric % change across years 12/13 to 13/14
13/14 to 14/15
No. external grants submitted - 5.8 + 3.2
$ Value of grants + 46.3 + 17.3
No. Aust. Competitive submitted - 3.2 - 16.5
$ Value Aust. Competitive + 26.8 + 64.2
No. ARC submitted - 16.4 - 17.5
$ Value ARC + 78.3 + 122.1
Funding
ARC Linkage Projects 2011 2012 2013 2014 2015
Success rate 45% 40% 42% 56% 31% (50%) - HASS
Pre-Hub
Benefits 1 year on?
16
Hub % change
from ‘12/’14 % change
from ‘13/’14 All Publications + 59.2 + 40.9 Arts Business Law + 89.6 + 101.7 Launceston (Education AMC) + 10.2 + 4.8 Medical and Health + 37.9 - 0.5 Science Engineering Technology + 93.1 + 52.9 Data: January – August 2012, 2013, 2014
Indicative of benefits of ↑ publication capture by Hubs of academic outputs?
Credit – Julianne O’Reilly-Wapstra; Deputy Director (Research Development)
Benefits 2 years on
– UTAS broke through the 1,000 author points for refereed articles
– Improved data quality and timeliness – ERA 2015:
– Data quality – Preparation – Presentation of creative works
– >300 reports/analyses requests undertaken between
Hub and Central staff to inform org unit and institutional research strategies
17
19
Difficult to Tell…
Administrative relief for Graduate Research Coordinators Improved service delivery compounded by:
– Areas of accountability and responsibility that lie outside GR administration
– Introduction of a new student management system
– Introduction of a system that doesn’t support HDR candidature
12 months after the introduction of the system, going through LEAN and CPI to try to maximise efficiencies and pick up on improving service delivery
Introduced in 2014…
– >2,000 participants in first year
– Too early to quantify the longer-term benefits (e.g. increased funding and outputs).
– Formal, quantitative and qualitative participant feedback shows:
– 79%-100% of participants gave top assessment scores across
most programs) – The combination of different styles of sessions (seminars vs full
day workshops vs multi-day workshops, external speakers vs internal speakers, interactive, hands-on sessions vs information only sessions) offered diversity to suit different participant preferences.
21
Academic Research Development Framework
The aim of this Development Framework is to provide holistic personal, professional and career development to help academic staff and HDR candidates build their research careers – whatever their academic stage. Where possible, programs will be run across campuses and/or via videoconference to ensure the widest possible access by staff. However, this is not always feasible. Therefore, if there is a session not currently offered on your campus that you are interested in, please contact your relevant Research Hub.
Funding Development Publication Development Grant Writing with Tim Haydon Nature Masterclass
Research Career Development HDR Development High Impact Presentation Skills How to manage your supervisor
Pitching your project perfectly
Increase your research exposure, profile and citations
Go8 Future Leaders Program
How to recoup the money you spent on your PhD
Tips and Tricks for Winning Grants
Publishing in Humanities, Arts and Social Sciences (HASS)
Essential Research Guide to UTAS
How to build your online research profile
Philanthropic grant development workshop
How to write with impact and hook your reader
Laying the foundations for a successful research career
Travel makes your research stronger – getting the most from your conference and research travel during your PhD
How to form community partnerships for research projects
Writing with others: Collaboration and co- authorship
A strategic research career: creating your short- & long-term research niche
Making the transition: Research candidate to Research staff
Developing Grant Applications with External Collaborators: Ways to do it well
Energise your academic writing
Key ethical dilemmas and responsible conduct in research
Where should I publish? How to select a target journal
Crowdfunding
Writing Retreat
Resilience and mental health for researchers
Time management for the busy HDR candidate
How to make the most of your research funding
Breakfast Club
How to self-publish and develop a personal brand to build your research career
Life After Graduation: Explore International Teaching and School Administration Careers Tasmanian Community Fund
Information Session Forging new research Connections
Crowd Funding: How it works and how to develop your pitch
Powerful Presentations
Writing for publication Grad Cert unit Research data
management 3MT Heat 1 How to self-publish and develop a personal brand to build your research career
The Unexpected Benefits
– Some roles far exceeding expectations – Deployability and diversification – Adaptation and co-operation – Interdivisional objectives can be achieved – Institutional focus and refinement on institutional
performance
23
Monitoring for Improvement
3/08/2016
1. Governance and Oversight • Constant vigilance, annual review • Annual plans and review to see if deliverables met and what problems
have arise or impeded delivery. • LEAN review
2. Metrics indicators by function for ongoing reporting- health
Innovation
– High standards, well-functioning system is now allowing for innovation
– We are moving into: • Research development • Research extension • External collaboration
26