Support services

Support services

7. Improving those aspects of our support services to realise this aspiration and vision

As I note earlier, our systems and processes do not adequately prepare us to meet the challenges ahead. Accordingly, we will:

  • strengthen our approach to recruitment, development, retention and renewal of high performing staff
  • ensure our systems, infrastructure investments and resource allocation are deeply aligned with our academic mission, goals and priorities
  • seek at all times to simplify and clarify systems, processes and policies so as to free up academic and professional staff time and minimise unproductive duplication or lack of integration across support services.
  • invest in modernising our systems and processes through teams drawn together from across the University including the Faculties and Divisions
  • invest only in systems and processes which are both significantly effective and efficient
  • have greater regard to comprehensive identification and mitigation of risk within the University.

Priority 7 - Support Services

Name Description Executive Sponsor
Business Process Improvement
Improve the quality and speed of our support processes to deliver on the University's strategic vision Dr Paul Schreier, Chief Operating Officer
Deidre Anderson, Deputy Vice-Chancellor (Students and Registrar)
Re-design web
Rebuild the public website, reflect the University's brand and align with our strategic direction Professor David Wilkinson, Deputy Vice-Chancellor (Corporate Engagement & Advancement)
Dr Paul Schreier, Chief Operating Officer
Simplify PDR
Simplify the PDR system by reducing the number process steps, improving usability, flexibility and access to the review by staff and supervisors Director Human Resources
Simplify Procurement
Streamline the procurement process to reduce bureaucracy and align contracting with financial delegations Dr Paul Schreier, Chief Operating Officer
John Gorman, Chief Financial Officer
Travel Booking
Simplify the International Travel Booking process for improved management and increase ease of use John Gorman, Chief Financial Officer
Professor John Simons, Deputy Vice-Chancellor (Academic)
Simplify Budget Template
Create a standard, simple budget template for use across the University, to improve the linkage of planning and budgeting John Gorman, Chief Financial Officer
Dr Paul Schreier, Chief Operating Office
3 Year Budgeting
Introduce 3 year financial budgeting and forecasting to support longer term strategic planning John Gorman, Chief Financial Officer
Dr Paul Schreier, Chief Operating Officer
Pricing Refresh
Simplify pricing for improved market understanding of fees Professor Mark Gabbott, Executive Dean Faculty of Business & Economics
John Gorman, Chief Financial Officer
Delegation Review
Increase transparency, streamline approvals process and reduce bureaucracy through the establishment of a register of delegations of authority Professor Bruce Dowton, Vice-Chancellor
University Manual
Integration and simplification of the University manual Professor John Simons, Deputy Vice-Chancellor (Academic)
Deidre Anderson, Deputy Vice-Chancellor (Students and Registrar)
Budget Model Review
Review and update of the Budget process and faculty funding model to ensure that going forward resources are allocated in an optimal and efficient means Dr Paul Schreier, Chief Operating Officer
John Gorman, Chief Financial Officer
Academic Leadership Development 

Nicole Gower, Director, Human Resources
Professor John Simons, Deputy Vice-Chancellor (Academic)
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