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See how the programme is progressing

The latest updates across all projects are listed below, or you can follow project progress on the relevant streams' webpage.

Stream 1

Quick wins

Stream 2

Service delivery / process improvements

Stream 3

IT enhancements

Stream 4

IT projects

Stream 5

Supply chain

Stream 6

Space and relocation

17 September 2019

Stream 2: Service delivery / process improvements

Applicable deliverable: EE2.6 Process improvement

The roll out of the OurDrive solution for travel and conference approval process continues. This has been initially focussed on Health Sciences. This new approach saves around one hour of administrative time per application.

We plan to have the new process in place across all Academic Divisions by the end of the year.

6 September 2019

Stream2: Service delivery/process improvements

Roles and responsibilities for producing a Costings and Consents Worksheet

The Costings and Consents Worksheet (CCW) is an Excel spreadsheet used to determine the costs and develop the budget for a research funding application or contract. Completed CCWs must be checked by a Research Advisor or Business Development Manager before being signed off by the applicant and Head of Department.

The tabs in the CCW spreadsheet relate to various types of costs (e.g. staff salaries, student stipends, operating expenses), ethics and regulatory requirements, and aspects of a project’s financial administration (e.g. indirect salary recovery, multi-departmental teams, and foreign exchange rates).

The first three tabs provide a summary of expenses. Research Advisors or Business Development Managers can assist researchers and departmental administrators with filling out CCWs, particularly the tabs concerning aspects of financial administration.

Before beginning a CCW, make sure you are using the most recent version:

  • CCW Information – July 2019
  • For competitive research funding proposals, be sure to read the funder’s guidelines and instructions for applicants carefully. These guidelines may contain specific inclusions and exclusions (for example, no travel costs or pieces of equipment over NZ$2000).

Please follow these guidelines to best complete the CCW:

  • The Principal Investigators (PI) are responsible and accountable for having their CCWs completed
  • The PIs can and should seek out support and advice from their Divisional Finance Associate on the budget aspects of the CCW (notably staff costs)
  • The PIs can and should seek out support and advice from the Research Advisors and/or Business Development Managers on how to fill CCWs, eligibility of expenses, ethics and consents, and any questions they might have about CCWs
  • The Research Advisors and/or Business Development Managers will make sure the CCW is compliant and circulate for required approvals

Stream 4 IT Projects

Applicable Deliverable: EE4.1 Service Management

Service delivery management
Improving the delivery of the University’s internal services is the focus of a new project.
Instead of having different systems in different areas of the University, we want to have a single tool that collates progress on all service requests, while providing quality data so performance can be measured and improved. A by-product will be saving money by eliminating some systems.

We also want to enhance service delivery management more by:

  • Moving away from paper-based forms to online forms
  • Having online workflows to manage the progression of activities/tasks and ensure progress is visible
  • Introducing electronic signatures, to prevent printing documents, signing them, then scanning them. That system would be replaced with a faster, more efficient, completely digital process

University-wide it will be easier to prioritise requests, identify problems with services, and monitor demand. Our University will also gather information more easily to inform decision-making, so we can evolve to meet future needs.

Implementation will be over three phases and is starting now with phase one’s enhancements to AskOtago’s services, to get people faster answers to their queries. Phase one involves:

Changing the searchable knowledgebase:

  • Dividing searchers into staff and students so the most relevant information appears more immediately, pushed up the queue by previous searches
  • Reviewing key words and taking any other available steps to help ensure common searches return the expected results
  • Ensuring the student knowledgebase homepage rotates its displays of information to reflect the stages of the academic year
  • Ensuring refreshing the information in the knowledgebase is a regular administration task

Changing the request system:

  • Creating more online request forms – to automate more processes, speed up directing queries to specialised expertise, streamline the prioritisation of requests, ensure data can be collected to inform decision-making about everything from rostering staff to future enhancements, and reduce then eliminate reliance on email
  • Improve requesters’ ability to see the progress of their request
  • Expanding AskOtago chat to include specialists as first points of contact, especially for urgent requests, and questions about IT
  • Ensuring the ‘send your enquiry’ option is simplified by replacing a list of categories that need to be browsed with a few simplified, concise questions
  • Enabling AskOtago staff to use more mobile devices
  • Ensuring AskOtago staff can log all their interactions with people wanting help

Phase one should be completed this year.

Phases two and three have to be investigated and costed.

Phase two would consolidate systems on one platform. Phase three would involve integrating the service delivery management system and the customer relationship management system to ensure that areas such as AskOtago don’t need to enter information into multiple systems.


Stream 5: Supply Chain

Applicable Deliverable: EE5.1 Purchase to Pay, EE5.2 Inventory Management, EE5.3 Hubs, Stores and Logistics

Supply chain update
We are working on an initiative to help ensure our University consistently buys goods at the right time and for the right price, transports them properly internally, keeps track of them, stores them correctly, knows when they need replaced and disposes appropriately.
The first stage of our supply chain transition involved establishing our new staff structure, which has already produced positive results. Previously one person used to do a task in a department and now teams do the work across the University, removing the threat of the sole person with the knowledge being on holiday, sick or leaving the job.

Moving to the new structure has also highlighted more opportunities for improvements.
All our supply chain changes need to be considered and planned together because they will all affect each other, so a programme of change would have to run projects simultaneously and sequentially.
We are recruiting a programme manager and once that person starts in the next month or so, we will start an in-depth examination of the supply chain while also looking for any quick wins that can be introduced easily within existing budgets.

Once the investigation has been completed, recommendations for changes outside existing budgets will be presented to the University Council for consideration.

  • Our investigation into the supply chain and subsequent recommendations will be based on customers’ needs and will consider:
  • Specialised staff buying special goods and services (e.g. chemicals)
  • Centralising interactions with suppliers to create active, more influential relationships to negotiate prices, agreements and contracts that cover the whole University
  • Where possible, standardising procurement, delivery, receipting, payment, labelling assets, transporting goods internally, tracking, storage and disposal
  • The location of goods stores
  • Software that is as automated as possible, which:
    - makes purchasing easy
    - keeps track of goods’ shelf-life
    ˗ automatically orders frequently used goods when supplies are low
    ˗ tracks goods
    ˗ helps manage non-building assets (e.g. furniture, computers etc.), including hazardous/controlled substances
  • Creating consistent, University-wide, simplified, clear, consistent and efficient policies, processes, procedures, guidelines and systems – including for approvals
  • Sustainability
  • Recycling and waste management

The initial phase of this initiative will exclude the following areas:

  • Fleet management
  • Non-supply chain mail delivery
  • Gifted (e.g. antibodies, cell lines, etc.)
  • Union catering, including its inventory software
  • Specialist animal activities

29 August 2019

Stream 6: Space and Relocation

Applicable Deliverables EE6.1 Relocations and EE6.6 Minor space adaptions
Agreement has been reached to locate the southern campus IT Support Services hub in the Marples Building (Zoology). Shared Services IT staff will be based there as it’s close to the areas they support, and will mean they can easily reach areas when they need in person support.
Department of Zoology – Marples building

13 August 2019

Stream 2: Service delivery/process improvements

How do I update the University website?

The process for making website changes has come a long way in the past year. Website-related services and advice are now jointly provided by the Marketing Content and Publications Unit, the Web Design team, and the ITS Applications team.

To request changes to your website, email web@otago.ac.nz. In your email, include the applicable URL for the page(s) that need updating, as well as a description of what needs to be updated, deleted or added.

Your request will be triaged by a team of content assistants within the Content team, who will either take care of the request themselves or assign it to a content developer, web designer or an ITS developer. Most general maintenance requests are addressed within two business days. Complex requests, such as those involving changes to site structure or major overhauls of existing sites, do take longer.

If there’s any confusion about what needs to be updated, a team member will be in touch with any questions and will let you know when the work is complete.


Stream 5: Supply Chain

Applicable deliverables: EE5.1 Purchase to pay, EE5.2 Inventory management, EE5.3 Hubs, stores and logistics
Sandra Wheeler is the Business Analyst for the Supply Chain Programme. Sandra is responsible for understanding and documenting high-level requirements for the multiple streams of work in this Programme. Workshops are being set up across these streams shortly.


Stream 6: Space and Relocation

Applicable Deliverables EE6.1 Relocations and EE6.6 Minor space adaptions
Most Divisions, Schools and Departments now have staff that support them however now report via other divisions e.g. Finance, Shared Services, Marketing, Communications, ITS etc.

To ensure a consistent approach across the university with respect to the accommodation of these staff, teams or the new service hubs guidelines have been developed.
Please refer to the following guidelines on OurDrive. (PDF)

7 August 2019

Stream 2: Service delivery / process improvements

Applicable deliverable: EE2.6 Process improvement
Enabling Excellence is working with the Student Experience team to improve processes. At the moment these teams are focused on integrating the various categories of admission. Workshops have been completed relating to doctoral, masters by thesis and limited entry programmes.

Enabling Excellence is also working with the Client Services team to improve processes. At the moment these teams are working on several areas of focus that impact on the Client Services team, these include but are not limited to; how tests under examination conditions are managed, sensitive expenditure approvals, and how Client Services support activities related to the Academic Misconduct Process. We are also looking at joint clinical recruitment processes and rolling out an OurDrive solution that supports travel and conference approvals.

6 August 2019

Stream 3: IT Enhancements

Applicable deliverable: EE3.1 eVision enhancements
Major eVision enhancements underway
Read the Otago Bulletin article outlining the latest eVision planned enhancements.

18 July 2019

Stream 5: Supply chain

Applicable deliverable: EE5.3 Hubs, stores and logistics
We are working towards the goal of locating supply chain staff within a hub (e.g. co-located with the supply chain teams), rather than having these staff embedded in a department, and linking back to a hub. There are six teams of supply chain staff and there are expected to be hubs in the south, central and north campus as well as other smaller hubs. Given the scale of activity it is clear that co-locating these teams is required to achieve the level of service and benefits to the University as outlined in the SSR Business Case.

15 July 2019

Stream 6: Space and relocation

Applicable deliverable: EE6.3 Clocktower Refurbishment
The Clocktower refurbishment is progressing and the first phase of work has been completed. This work involved the Strategy, Analytics and Reporting Office team moving into the southwest corner of the first floor. AskOtago have four hubs in development; work is almost complete on the St David II hub and we are expecting the Hunter Centre and Otago School of Business hubs to be completed in August. Work on the College of Education hub will start later this year. We are finalising details about the IT hubs and supply chain hub options.

8 July 2019

Stream 2: Service delivery / process improvements

Applicable deliverable: EE2.6 Process improvement
We are reviewing the P-Card and Reimbursement processes. Once these processes are confirmed we will identify any IT changes needed and then start planning the implementation of the new processes based on this.


Stream 5: Supply chain

Applicable deliverables: EE5.1 Purchase to pay, EE5.2 Inventory management, EE5.3 Hubs, stores and logistics
VCAG have approved the creation of a programme business case to support the supply chain project. The next step is the appointment of the project team. This will be followed by information gathering (that will include workshops with key stakeholders) that will inform the business case. It will cover aspects of supply chain including how we purchase and pay for goods, how goods are stored, how inventories are managed (hazardous goods are tracked) and how goods are moved around the University.


Stream 6: Space and relocation

Applicable deliverable: EE6.2 AskOtago Hubs
AskOtago has fours hubs in development; work is almost complete on the St David II hub and we are expecting the Hunter Centre and Otago School of Business hubs to be completed in August. Work on the College of Education hub will start later in 2019. These hubs will enhance the service AskOtago offers and provide more opportunities to provide face-to-face support to students.

Applicable deliverable: EE6.3 Clocktower Refurbishment
The Clocktower refurbishment is progressing and the first phase of work has been completed. This involved the SAR team moving into the South West corner of the first floor.

19 June 2019

Stream 2: Process improvement / service delivery

Applicable deliverable: EE2.6 Process improvement
Workshops have been completed to document the process related to recruitment of casual staff. These workshops involved staff from Shared Services, HR and other related areas. We are currently looking at the processes related to Direct To Offer recruitment and this will be followed by a review of the Advertised Vacancy recruitment processes. We are planning to implement all 3 recruitment processes at the same time. The exact timing will depend on any IT changes that may be required.


Stream 3: IT enhancements

Applicable deliverable: EE3.1 eVision enhancements
VCAG have approved a business case covering 20 enhancements to the eVision system. These are intended to improve the experience of students using eVision and address a number of common issues that have been raised by staff regarding eVision. This will include improving how eVision supports research students (i.e. making use of online forms and approvals as much as possible) and providing improved functionality to support the Student Experience. As the project progresses, the project team will working with key stakeholders to inform the exact shape of the enhancements. It is expected to take up to 2½ years to complete all of the enhancements and this work will be delivered by the ITS Information Systems Group. Once the priorities for the next 6 months have been confirmed, we will post a further update.


Stream 5: Supply chain

Applicable deliverables: EE5.1 Purchase to pay, EE5.2 Inventory management, EE5.3 Hubs, stores and logistics
VCAG have approved the creation of a programme business case that will outline the next steps with regard to the supply chain programme of work. The intention of the business case is to outline the best approach to deliver all aspects of the supply chain at the University. This will include how we purchase goods and subsequently pay for these goods, how goods are delivered to the University and where they are stored, and how we manage inventory (particularly our hazardous goods inventory). We are currently in the process of appointing a project manager to lead this stream of work. Once we have filled this role, we will then establish working groups covering each of the streams of the supply chain programme.