2007 Annual report (PDF 8.1 Mb) - University of Melbourne

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Melbourne Model remained high with staff, although concern was regularly expressed over workloads. Improving Effectiveness and Efficiency In 2007, the role of the Deputy Vice- Chancellor was recreated as Provost as the University restructured its management and administration. The role of the Provost is discussed further in the Learning and Teaching section of the Report on page 34. The Senior Vice-Principal remains responsible for the administration of the University, and a new role of Head of University Services was created with the objective of improving efficiency and effectiveness of the following support services across the University – Human Resources; Information Services; Property and Campus Services, Marketing, Research; and Finance – using where appropriate the processes and methodology applied for during the re-conceptualisation of student service provision. In 2007, the Planning and Budget Committee determined that the University should move $15 million in costs from administration to research activity over a three-year period. Three projects were established to execute this activity; the first is designed to make savings through rationalisation of purchasing arrangements. A purchasing manager was appointed and new contracts sought for major items of expenditure, in particular telephony and stationery. The second extends the shared services initiatives and involves a client-focussed review of the provision of human resource and financial management services across the University. The third project was aimed at improving the performance and efficiency of the University’s administrative enterprise system, Themis. The programs are the successor to the shared services initiatives introduced in 2005. In a year of constant change, the outcomes of the 2007 Quality of University Management and Administration survey saw the first decline in many years in the perception of quality of service delivery, although all services offered were rated as important or very important to the recipients. Feedback from the QUMA also informed the administrative reform process. IT Services Strategic Priorities > Implement faculty IT services reform including aggregation of faculty IT service units and transition of selected services to shared and federal delivery model > Engage consultants to evaluate the implementation of Themis > Establish service framework for IT support services Achievements Information technology is the backbone of the University’s knowledge management capability, critical to developing closer links between Research and Research Training, Learning and Teaching, and Knowledge Transfer. Key IT issues for the University Administration in 2007 were improving the efficiency and effectiveness of the IT Shared Services project, the completion of the Academic Administration project, including the implementation of the new student system, overall improvements to the Themis system, the introduction of the Themis Research Profile and the successful integration of the VCA into the University as a faculty. During 2007 the information technology shared services initiatives concentrated on improving IT infrastructure across the University, which included the rollout of a common email and calendaring system (essential for the successful operations of the Student Centres), upgrade and renewal of the University’s network, and consolidation of storage and servers. As part of the overall strategy, two faculties consolidated their information technology support and provision into a single service group. During 2007, improved coordination between marketing and recruitment groups was established through regular meetings and information exchange, adoption of a common approach to branding and the introduction of detailed branding procedures. Though service agreements have been established with faculties for some services (e.g. enrichment services) full rollout of the service framework was suspended pending development of the new service delivery models by the Melbourne Model Implementation Committee. As part of the reconfiguring of student services and support, a Student Portal was developed, the new Learning Management System became fully operational, and the University increased wireless access to cover the whole campus. Further information on these initiatives is provided on page 41 in the Learning and Teaching section of this report. Implementation of the new student system purchased from Technology One continued during the year under the stewardship of a steering group and major implementation team. This $22 million project is due for implementation in 2008. A review of the University’s information system, Themis, was completed by IBM during the year. A number of recommendations have been implemented, with a subsequent internal consultation process due for completion by early 2008. Planning Consolidate and adjust planning and BUdget processes which support the University’s strategic direction Taskforces Strategic Priority > Ensure that transitional committees and taskforces, including MM08 Implementation and RQF Taskforce, are in place to provide efficient and effective decision making Achievements The Melbourne Model 08 Taskforce operated effectively during 2007 as the complicated process of transition to the Melbourne Model took shape. The MM08 Taskforce acted as the steering committee for the BCG project reviewing the model for delivery of student services. On acceptance of the recommendations of the BCG Report, the Taskforce was superceded by the Melbourne Model Implementation Taskforce (MMIT), and charged with establishing the process for bringing the recommendations into effect. Though the MMIT has now completed much of its work it will continue to meet for at least part of 2008 to review remaining implementation issues and monitor progress. Responsibility for student services is now consolidated under the Provost. The activities of the RQF Taskforce are detailed in the Research section of this Report on page 25-26. New Planning Processes Strategic Priorites > Implement a simplified Planning Framework as set out in the Ensuring Accountability 2007-2008 document > Complete the faculty business planning and Growing Esteem transition fund processes Achievements The planning and budget process has been crucial to implementing Growing Esteem, a strategy which poses significant planning challenges to the University. The large scale of change inherent in the introduction of the
BINDING THE stRANDS TOGETHER Melbourne Model and Knowledge Transfer, or in responding strategically to the highly competitive landscape of research and in reforming administration has created new pressure points and issues. These changes have called for greater integration between planning and budgeting and have made it necessary for the University to look much further ahead. In response, the University released the University Plan early in the previous year to inform the detailed work of faculty business planning and other processes. 2007 saw an overhaul of the University’s planning processes and requirement for the first time for each budget division to produce a major business plan aligning strategy and funding over the next three years. The University has instituted annual business planning in all divisions as a means of addressing strategic and more operational issues. Planning and forecasting tools have been developed to support faculties in this process, and significant progress has been made in building a University management information system which can provide a timely and consistent set of data on which planning and budgeting can proceed. The revised framework has been rolled out, to ensure stronger sequencing and linkage between University and divisional levels, and between planning, budgeting, risk management, quality assurance and reporting. Full implementation will occur over 2008-2009. Risk Strategic Priority > Improve management of risk, including compliance with the new ACRCR, revised SafetyMap, EHS and ESOS Act obligations and Crisis Management and Business Continuity Planning. Achievements A Strategic Risk Framework and Program, focussing on identification, rating, mitigation and reporting has been established. The Program embeds risk management in business planning and review. The Risk Management Committee was re-constituted in December 2007 in order to provide greater strategic focus on risk management. A Crisis Management Plan, designed to establish a framework for business operations continuity during a sustained emergency, was developed in 2007, complementing the Emergency Management Plan. The Emergency Management Plan was tested when a gas leak forced the successful evacuation of a quarter of the Parkville campus. An exercise testing the Crisis Management Plan while overall successful, highlighted need for modification of the Plan and further training. Service Agreements Strategic Priority > Expand service agreements to all faculties Achievements Development of templates for service agreements was postponed pending completion of various change programs underway including planning for the new student services model. The framework may be incorporated into the University’s administrative business plan at a later date to describe how the University conducts its support services for students, staff and external stakeholders. Challenges for 2008 will be to improve management reporting, quality assurance around introduction of the Melbourne Model, deliver the first significant functionality from the University MIS and to more tightly integrate the business planning process as between faculties, University Services the new Office of the Provost. Outlook The focus in 2008 will continue to be rationalisation of the provision of information services, cost containment, the reshaping of the service delivery model for administrative services in general and finance and human resources in particular and the development of a revised planning and budget framework as part of a major overhaul of the University’s governance and management processes and structures. PROFILE Professor KEN Hinchcliff The newly appointed Dean of the Faculty of Veterinary Science, Professor Ken Hinchcliff, is internationally recognised as a scholar of veterinary internal medicine and exercise physiology. In 2007 he was presented with the Charles Capen Award for excellence in graduate education from the College of Veterinary Medicine at the Ohio State University. He has been a driving force in research on exercise-related conditions with horses, which has provided critical information for policy-makers in the horse racing industry throughout the world. It has also been beneficial in helping veterinarians and horsemen to make prudent and informed decisions. Professor Hinchcliff has an extensive publication record including over 150 scientific publications in professional journals. He is also the co-editor of the recently published book Equine Exercise Physiology: The Science of Exercise in the Athletic Horse and of one of the world’s leading veterinary publications – the Journal of Veterinary Internal Medicine. The University of Melbourne Annual Report 2007 69
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ANNUAL REPORT07 A TRADITION OF INNO
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Chancellor’s Letter Chancellor’
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COUNCIL Members of Council and the
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HIGHLIGHTS Knowledge Transfer > Ina
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INTRODUCTION And OVERVIEW Introduct
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INTRODUCTION And OVERVIEW Lady Sout
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FINANCIAL STATEMENTS THE UNIVERSITY
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USEFUL WEBSITES Vice-Chancellor’s
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WWW.UNIMELB.EDU.AU THE UNIVERSITY O
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2007 Annual report (PDF 8.1 Mb) - University of Melbourne

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