Ways of working

Ways of working

Enhancing processes, support and technology to achieve efficiencies in the way we deliver services to staff and students.


We accept our responsibility to ensure the University’s academic, organisational and financial sustainability for generations to come. To achieve this, we will adjust our operating models on multiple fronts to better respond to the needs of our students, staff and stakeholders. We acknowledge the crucial partnership between academic and professional staff in achieving our strategic goals and ambitions, and the importance of effective and efficient professional services in enabling the mission of the University.

Key themes from University engagement

  • Technology, systems and processes

    Technology replacement (including technology infrastructure and major systems work), consolidation and integration of systems and data, business process improvement, efficiency and simplification

  • Staff development, workforce profile & capability building

    Significant uplift in staff development, workforce profile, capability and performance

  • Simplify structures

    Simplify organisational structures to significantly improve staff development, align workforce profile and uplift capabilities

  • Flexible work processes, continuous improvement, empowered people

    Engaging and empowering staff in improving ways of working and driving continuous improvement

  • People, culture and communications

    People and culture program with improvement to internal communications

  • Grow and diversify our income and partnerships

    Strategic approach to growth and diversification of income and partnerships

2020 program elements

  • Business model and Operating model renewal
  • Professional services transformation, informed by user experience
  • Digital transformation and post COVID-19 whole of enterprise operations including technology replacement and renewal and business process transformation

Post Covid-19 capabilities

  • Renewed business model, operating model and market strategy
  • Improved business continuity and resilience
  • Technology, systems and processes to support a digitally enabled organisation
  • MQ approach to move  quickly to novel opportunities

By 2024 we will have

2024 results


Scorecard KPIs

  • A sustainable and mature model and method for measuring the quality of our service delivery to students and staff
  • More consistent and standard processes across key professional services
  • A more efficient professional staff support structure, allowing reinvestment in the academic mission of the University
  • Effective use of technology to support process and service delivery, allowing our staff to focus their time and effort on areas of greater interest and value-add
  • Effective and adaptable operating models that enable the University to effectively and efficiently deliver on our shared ambition and commitments
  • UniForum Benchmarking
  • Staff engagement and retention, specifically in career development
  • Service quality measures (when methodology is established)
  • Financial results/operating surplus
  • Academic/professional staff ratios


  • # Staff Headcount
  • # Staff FTE
  • % Employees > 40 days Annual Leave
  • $ Employment Cost
  • Cost to Income Ratio
  • # Student to Staff Ratio
  • % of Managers < 3 Direct Reports
  • % of Academic Staff (eg Research only, Teaching and Research, Teaching and Leadership, Technical/ Industry/ Commercial Academic)
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