Divisional Services and Processes Assessment
Thematic/Functional Centralisation
February 2015
Discussion Paper
Purpose and scope
This paper presents the rationale and principles of the Divisional and Services Processes Assessment
(DSPA) that will underpin changes to the Divisional Offices over the next 12 months. These changes
aim to support the University in achieving its strategic goals and responding to the changing higher
education environment. The paper outlines the service delivery model proposed for Divisional
Offices only.
Background
Higher education is undergoing a fundamental transformation driven by globalisation, advances in
technology and increasing competition. These changes, in combination with the Federal
Government’s proposed higher education reforms, have led to many universities reviewing their
current operating models.
The DSPA project commenced in 2013, with the aim of responding to the changes impacting the
higher education sector and improving operational efficiencies. In 2014, the University engaged Nous
Group to develop a structural model for the Divisional services. Focusing on areas where there are
overlaps in service activity, Nous Group identified a number of opportunities to improve the
effectiveness and efficiency of Divisional services. These opportunities include centralising some
functions that are currently duplicated across the University. It is intended that the DSPA will
continue throughout 2015.
Alongside the review of the Divisional Offices, a restructure of the University’s Executive came into
effect in January 2015 following the retirement of a number of Executive and senior staff.
Rationale
The Draft Securing Success 2015-2020 Strategic Plan focuses the University’s efforts on being
distinctively student-centred, offering flexible and innovative learning, expanding internationalisation
and developing research with regional impact and relevance. To support the achievement of these
goals, the University requires a Divisional service model that aligns with best practice, prioritises the
student experience and places the University in a strong position to achieve its goals and respond to
the changing higher education environment.
Functional centralisation
A key principle of the DSPA is that Divisional services can be better coordinated and delivered
through a ‘Hub and Spoke’ model whereby staff are functionally centralised but operationally
deployed. For instance, staff may be employed by a Central Office but provide a client service to
other Offices, Schools or Institutes.
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This model is already in operation in some areas such as the Office of Financial Operations via the
Management Accounting team, and the Office of People and Culture via the HR Partnership teams. It
is intended to adopt this model across the University as the standard service delivery model.
The benefits of this approach include:
 It supports greater efficiency and consistency in service delivery across the University
 It creates ‘centres of excellence’ by grouping staff with similar knowledge and skills, and
supports best practice approaches to service delivery
 It provides more professional development and career enhancement opportunities for staff
 It allows for more effective and efficient governance and risk management, and provides
more flexibility for managing staff workload and absences.
While there are no direct financial savings resulting from functional centralisation, it is expected that
there will be savings through process optimisation and position efficiencies.
Hub and Spoke model
The key components of the Hub and Spoke model are:
1. Central Office (Hub)
2. Client service from the Central Office (Spoke)
3. Client Office (recipient of the services).
The Central Office is responsible for professional staff employment, and the costs and additional
resources associated with the delivery of the service to various client groups within the University
(Figure 1).
For instance, the Office of People and Culture is a Central Office (Hub). The Senior HR Partner (Spoke)
provides a dedicated client service to specific Offices/Schools/Institutes (Client Office or recipient of
the services).
Offices
Central
Office
'Hub'
Schools
Institutes
Figure 1. Service delivery from the Central Office or Hub.
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The table below provides some examples of the types of functions that would be performed centrally
by the Central Office (Hub) or through a dedicated service (Spoke) to a specific
Office/School/Institute (End User).
Examples of functions performed centrally
‘Hub’
This Central Office function
supports UWS overall
Description





Type of function or
activity

Define frameworks for
system use
Develop systems/processes,
policies and procedures
Undertake
infrastructure/systems
maintenance
Undertake systems/process
development
Define inquiry/issue
escalation mechanisms
Track and manage major
incidents and problems.
‘Spoke’
This Central Office function
supports a specific
Office/School/Institute via a
dedicated client service staff
member (e.g. HR Business
Partner)






Examples of functions
performed in Client Office
‘End User’
Recipient of the services and
support functions deployed by
the Central Office
Usage of systems and
Linking and liaising
processes deployed:
between Central Office
and the Client Office
 Input data and manage
data records
Understand high-level
business requirements of
 Extract, analyse and
the client’s Divisional
report on data
Office, School or Institute
 Report issues with system
Understand and respond
performance
to Client Divisional Office
 Propose improvements to
requirements
systems/processes that
Provide strategic advice
would create efficiencies
regarding the key support
 Office-specific workflow
functions
or requirement definition
Facilitate and help
 Specific requests to assist
Divisional Offices, Schools
staff members to
or Institutes respond to
appropriately utilise the
and provide input into
systems/processes.
Core Office processes
Monitor ongoing problems
to identify issues requiring
corrective action.
Operations being considered for functional centralisation
Some of the functions that are currently being delivered outside the Central Office include:
 Information technology
 Finance
 Procurement
 Human resources
 Commercialisation
 Marketing and communications.
It is proposed that staff in Offices that are outside of their professional function will be transferred to
their functional area as a central service provider. Reporting lines may be changed for some
positions. Some staff may still be operationally deployed and located at the Client Office.
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The Division of Finance and Resources
The Board of Trustees recently approved the creation of the Division of Finance and Resources led by
the Vice-President (Finance and Resources). This Division will have overall accountability for Financial
Operations, Information Technology and Digital Services, Capital Works and Facilities, Commercial
and Estate Development, and Procurement.
Offices within this Division that are to be considered for centralisation include:
 Information Technology and Digital Services
 Financial Operations
 Procurement.
The Division of People and Advancement
The Board of Trustees recently approved the creation of the Division of People and Advancement led
by the Vice-President (People and Advancement). This Division will have overall accountability for the
Pro Vice-Chancellor (Students), Marketing and Communication, People and Culture, Advancement
and Alumni, and the University Secretary and General Counsel.
Offices within this Division that are to be considered for centralisation include:
 Marketing and Communication
 People and Culture.
Timelines
The Vice-President (Finance and Resources) and Vice-President (People and Advancement) will
ensure that relevant staff within their Division are aware of proposed changes, have the opportunity
to provide comment and are made aware of the timelines envisaged for consultation and
implementation.
Phase 1: Functional centralisation and process optimisation
In accordance with Clause 44.8 of the Professional Staff Agreement (2014), the University will engage
with all staff directly affected by functional centralisation in order to discuss issues that might lead to
change before developing a Change Proposal. This will include feedback received from staff on this
Discussion Paper via [email protected].
The reporting line changes identified using the functional centralisation model are proposed to be
included in the first phase of the implementation, in addition to any process optimisation
opportunities. Where the reporting line changes are considered significant changes, they will be
included in a Change Proposal for the relevant Office. There may be position efficiencies as part of
this first phase and this will be included in the Change Proposal for the relevant Office.
Central service providers may draft Change Proposals and consult with directly affected staff within
the following Divisional Offices and Units:
1. Financial Operations
2. Procurement
3. Information Technology and Digital Services (IT&DS)
4. People and Culture
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5. Marketing and Communication
6. Commercial and Estate Development.
It is anticipated that the Change Proposals outlining any proposed changes in relation to the above
Divisional Offices will be progressed during the first quarter of 2015, in accordance with the
University’s organisational change and consultation processes outlined in the University's
Professional Staff Agreement 2014.
Change processes that are not linked to the functional centralisation principle are considered
separate to the DSPA and will operate as usual in accordance with the University’s obligations
outlined in the relevant Staff Agreement.
Phase 2: Position efficiency
Following functional centralisation, a review of the services provided and staff allocated will be
undertaken by the Central Office to ensure that appropriate service levels are being maintained.
Although minimal position efficiencies may be identified during the functional centralisation, it is
intended that position efficiencies will be determined following the review by the Central Office. This
will form part of a second phase of work.
This phase will commence from April 2015 in accordance with the University’s organisational change
and consultation processes, with implementation expected to be completed by October 2015.
Feedback
Staff are invited to submit feedback in relation to this paper by emailing
[email protected].
The closing date for submissions is 20 February 2015.
Professor Barney Glover
Vice-Chancellor and President
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Appendix A:
Divisional Offices
Office of the Vice-Chancellor and President
Deputy Vice-Chancellor and Vice-President (Research and Development) (excl. Institutes)
PVC (Research and Innovation)
Office of Research Services
Research, Engagement, Development and Innovation (REDI)
eResearch
Graduate Research School
Hawkesbury Institute for the Environment
Institute for Culture and Society
Institute for Infrastructure Engineering
MARCS Institute
Deputy Vice-Chancellor and Vice-President (Academic)
PVC Strategy and Performance (incl. Higher Education Policy and Projects, etc)
PVC International
Library
Office of University Engagement
UWSCollege
Whitlam Institute
Vice-President (People and Advancement)
Office of People and Culture
University Secretary and General Counsel (incl. Legal Counsel, Audit and Risk, etc.)
Equity and Diversity
Marketing and Communication
PVC Students (including ARO, Student Support Services, etc.)
Office of Advancement and Alumni
The Academy
Vice-President (Finance and Resources)
Financial Operations (incl. Treasury, Finance, Accounting, etc.)
Capital Works and Facilities
Information Technology and Digital Services
Office of Commercial and Estate Planning
Procurement
Project Management Office
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