The EEP Management Plan summarises the key elements of the Programme including the purpose, key areas of focus, timeframes and current priorities.
The Programme is being delivered via 6 concurrent (and sometimes overlapping) streams of activity requiring collaboration between each stream, the programme team, senior management, and the broader University community.
Service delivery / process improvements
Space and relocation
Key Programme milestones
|Oct 2017||SSR business case approved|
|2018||Implementation of new organisational structure|
|2019||Enabling Excellence Programme launched|
|Dec 2019||Stream 1 ends|
|Mar 2020||Stream 6 ends|
|May 2021||Stream 2 ends|
|Dec 2021||Streams 3, 4, and 5 end|
Structure and governance
The Enabling Excellence Programme is governed by:
- A programme steering group that provides oversight of the entire programme and has decision-making authority and accountability. Membership of this committee is the Vice-Chancellor's Advisory Group
- A project control group that assists with directing operational matters associated with the project (e.g. determining the priority for reviewing processes)
- A project reference group (consisting of staff with experience in the development of the SSR business case) that contributes to the resolution of issues and to ensure the ‘thinking’ related to the SSR business case is not lost during the implementation of the streams
- Project steering groups will be established as required to oversee the individual projects delivered as part of the Enabling Excellence Programme. The establishment of project steering groups for these projects will be in accordance with the University’s project management framework
- The Shared Services Steering committees (Professional Services Steering Group and Student Operations Steering Group) and other ad hoc groups will be used as required to inform the direction of the project and to ‘test’ project proposals
The Programme provides implementation support to deliver on the recommendations stemming from the Support Services Review business case.
The Support Services Review
The Review was a comprehensive examination of the administrative and operational processes that support academic staff that was undertaken between 2015–2017.
The objectives of the Review were to support:
- Increased resources for teaching and research
- Better and clearer career pathways for support staff
- Standardised processes and roles
- Greater efficiency/reduced duplication
- Sustained support for HoDs
- Ability to grasp strategic opportunities as they arise
- Better student experience as it relates to University processes
- Sharing best practice within the University
As a result of the Review, a business case recommending changes to the structure and delivery of the University’s administrative functions was approved. A steering group of Vice-Chancellor's Advisory Group members oversaw the Review and approved the business case. Between 2017–2018 the University implemented the structural changes in the business case.
Research, consultation and feedback
The Review project team undertook nearly 2 years of research and consultation with staff, students, external experts, and other universities across New Zealand, Australia and beyond. Hundreds of workshops were conducted and thousands of staff contributed to this process.