LEADERSHIP STRUCTURAL REVIEW DECEMBER 2016

Transcription

1 LEADERSHIP STRUCTURAL REVIEW DECEMBER

2 CURRENT STRUCTURE CE Director, People & Culture Director, Academic Operations Faculties Director, Strategy Director, External Relationships Director, Sales & Marketing Chief Financial Officer/Director, Corporate Services Kaiakau Business & IT Education & Social Sciences Engineering & Trades Nursing & Health Studies Consumer Services Creative Arts Maritime & Logistics

3 PROPOSED FUTURE EXEC STRUCTURE CE Deputy CE People & Culture Deputy CE Core Services Deputy CE Academic Deputy CE Student Experience Deputy CE Maori and Community Engagement Deputy CE Pasifika Maori and Internatioanl Community Partners aligned with faculties (like Business Partners) Existing infrastructure New/changed role/activity 4

4 DEPUTY CE, P&C ACTIVITIES (TO BE CONFIRMED AFTER CONSULTATION) DCE, P&C Business Partners Sourcing H&S, Wellness Internal comms OD Performance Culture and Engagement Inclusion and Diversity Development Talent New/changed role/activity 5

5 DEPUTY CE, CORE SERVICES AREAS OF ACTIVITY (TO BE CONFIRMED AFTER CONSULTATION) Funding (Wellington relationship) Tax Investment Finance Lead Business reporting Compliance CIO PMO (Programme management office) IT team (John s current team) Deputy CE, Core Services Operational Shared Services Lead Finance Payroll (and other P&C transactional services) Operations admin (drive consistency across faculties) Facilities Manager Facilities team Strategic property project 1 year external consultant Need to better understand the opportunity to centralise the operations administration into shared services; what exactly is moving out of the Faculties? Need to understand how Finance and Shared Services Finance might be different? The CIO role is a contract role for 12 months to establish a strategic direction for MIT and establish an operational plan that will also inform structure. Legal, contracts & Procurement New/changed role/activity 6

6 DEPUTY CE, ACADEMIC AREAS OF ACTIVITY (TO BE CONFIRMED AFTER CONSULTATION) DCE, Academic Faculties Academic Centre Academic Innovation (Product development) Dean Health, Wellness and Lifestyle Dean Business, Design & IT Dean Maritime, Engineering, Trades & Shipping Dean Education Risk & assurance International academic innovation Nursing Horticulture Design process Supply chain Maritime Tertiary high school Child education Pathways and transitions Futures project Hairdressing & Beauty Sports Tourism Call Centre Engineering Education Partnership school NEETS Academic strategy Nutrition Mental health Creative Arts (hold until after review) Trades External Ministry Relationships Feeder School engagement Catering Social Services Shipping (Logistics) Floristry New/changed role/activity Special responsibilities 7

7 DEPUTY CE, STUDENT EXPERIENCE AREAS OF ACTIVITY (TO BE CONFIRMED AFTER CONSULTATION) DCE, Student Experience Lead Lead Services Leader revenue generation Marketing Lead Academic Registry Lead Non Academic Student Services Lead Industry Engagement Lead Events Lead Alumni Restaurant Spa Research analytics Business Insights (student and programme data) Student operations admin Library Career Centre Key Account Management and centralized CRM Industry Schools Florist Hairdressing and beauty salon External Communications Lead generation Catering International Guardianship Industry Engagement Partners aligned to each faculty (business partners) Internal Students Landscaping business Trades businesses International attraction Learning Centre Print Centre Short courses Ministry Health and Nutrition consultancy Student accommodation Student Association relationship Crèche Health Centre New/changed role/activity 8

8 Timing Message Transition Role BEYOND PERFORMANCE + MIT IMPLICATIONS PQ TW AB ML MT JW BO PHo WF CF GT PHa SM Ku Role removed Role removed Role changes: - Remove transactional activity - Change focus Role removed Role removed Role changes Larger faculty Existing secondment reviewed Role changes Larger faculty Role changes New reporting line Role changes New reporting line Role removed Faculty combined Role removed Faculty combined Role removed Role changed Special projects None Activities move to new DCE Core Services team when new DCE appointed Stay in role until new appointment made Stay in role until new appointment made Work with Grant to transition faculty Stay in role until new appointment made Work with Paul Harper to transition Maritime & Logistics into faculty Establish greater sense of shipping focus rather than logistics Stay in role until new appointment made Stay in role until new appointment made?? Lead the MIT commercial businesses (services leader) Remove Performing Arts cohort immediately Work with John to transition other areas to Business, Design and IT faculty Work with Paul to transition faculty to Maritime, Engineering, Trades and Shipping faculty Special projects Special projects Language, ceremonial and community role? Retirement Apply for new DCE Student Experience role Apply for new DCE Core Services role Support offered Leadership team will change and centralisation of many current areas of focus Apply for new Dean, Education Possible role in Academic Innovation team Support offered Leadership team will change and centralisation of many current areas of focus Apply for Dean, Health, Lifestyle and Wellness Apply for Dean, Health, Lifestyle and Wellness Apply for the Services Leader role Possible role in Academic Innovation team? Retirement Report to new role 6-12 months Immediate 3-6 months Immediate Immediate 3-6 months 3-6 months 3-6 months 6-12 months 6-12 months 3-6 months Over 3 months 12 months 6 months

9 ACTIONS Activity Input Output Implications Clarify roles & responsibilities across leadership team & faculties Optimise efficiency Outputs from Leadership structural review Consistent faculty management structure Remove performing arts Review core business processes Establish plan for resources, opportunities for improvement, budget needs and timing Individual, group and institution-wide impact Need to build resilience and tolerance for change across organisation Create Programme management office Optimise business partnering Identify purpose of matrix approach Identify roles and responsibilities Service level agreements in place Clarity of roles and responsibilities Need to communicate ways of working within matrix structure Need to create processes and service level agreements to ensure expectations are managed Centralise events Review of all events across institute Identify resources and calendar Create culture framework Identify culture traits and icons Establish leadership principles Optimise assets Identify resource to undertake strategic review Review use of all assets Centralised structure and strategy to resource and manage events across the institute Strong leadership Clear engagement with tier 3 Asset management strategy Relocation plans Increased efficiencies Reduced costs Better experience and brand alignment More alignment in behaviours and outputs Stronger leadership Change required from all staff Change management of removal/update of rituals and icons Co-location of student services Executives merged with business Co-location of new faculty structures Create strong technology infrastructure Review of needs now and future Futures project Establish IT strategy Upgrade existing systems Investment strategy Better able to deliver a future proofed academic curriculum Change in approach to delivery of curriculum Financial stretch Need to build resilience and tolerance for change across organisation Establish strong EVP My Voice New structural implications Leadership principles Existing processes, systems and insights Career Pathways identified and communicated Development programme in place Strong coaching and clear expectations across the institute Clear reward and recognition strategy that supports achievement of success Potential for greater engagement, reward, recruitment and development of workforce which will create greater opportunities for productivity improvements High performing team, organisation and culture Create strong internal brand connections External brand guidelines Existing intranet processes Review of needs from faculties Overarching communications strategy aligning internal and external brand Best practice guidance on use of intranet and internal comms resources Identification of internal comms structure Staff are informed, expectations are understood and greater level of engagement with the business May need to invest in resources, systems and tools to create structure Create strong alumni experience Business/student insight data Research of best practice alumni strategies Student experience, industry engagement and faculty strategies Alumni strategy and structure identified Opportunity to leverage alumni connections Students have access to role models, mentors and case studies to motivate their learning activities Establish core versus noncore activity Review impact of all academic and non-academic activity consider options for example: Horticulture/ landscaping Maritime Being a landlord (student accommodation) Restaurant Clear strategy formed with associated revenue targets and student opportunities identified Resources identified and leadership structure formed Potential centralisation of leadership which could lead to greater efficiency and aligned strategic approach 10

10 Potential supporting structures 11

11 PROPOSED FACULTY MANAGEMENT STRUCTURE (TO BE CONFIRMED AFTER CONSULTATION) Academic Leaders Dean Rostering Administrative Leaders Liaison with Academic Registry Finance?? Finance Marketing (incl PR) Events Facilities Business Partners (from central teams) P&C (incl internal comms) Industry engagement IT Student Services The Dean will be responsible for the quality of Academic delivery in their faculty, and be supported by the different business partners elsewhere in the organisation to deliver against the student and organisational goals. Their peers will work across the faculties to ensure the delivery of operational activities is done so in an aligned and cohesive manner. Need to better understand the opportunity for operational efficiency between core services and faculty Maori and community engagement

12 BUSINESS PARTNERING APPROACH Existing functions operating a business partnering approach: - P&C - Marketing - Finance New to business partnering: - Maori, community and Pasifika teams - IT - Industry Engagement - Student services - Facilities Actions to be taken: Establish over-arching purpose and rules of engagement for business partners Consult on and agree service level agreements, gain agreement and engagement from faculties Build capability Implement 13

13 PROPOSED INDUSTRY ENGAGEMENT STRUCTURE (TO BE CONFIRMED AFTER CONSULTATION) Key Account Manager Short Courses Co-ordinator Industry Engagement Lead Industry Engagement Co-ordinator Business Development Execs for each faculty The Industry Engagement team reporting into the Student Experience function will be centralised so key accounts can be managed efficiently, core strategy can be determined and an aligned approach can be taken. The Business Development Execs will operate in a matrix structure as business partners to the faculties connecting industry needs with faculty expertise. From consulting to job placements, research to connecting teachers to MIT, the team will identify business opportunities and build revenue across the organisation. They will work closely with their peer team in events to bring industry, schools and students together. Business, Design and IT Maritime, Engineering, Trades and Shipping Health, Lifestyle and Wellness Education 14

14 POTENTIAL SERVICES TEAM Restaurant Services Leader Landscaping business Creating opportunities for revenue, jobs for students, and to learn on the job in real commercial environments, the Services Leader manage all businesses that create this option for MIT students. Health Centre Crèche Catering Services Student Accommodation Florist Spa Hairdressing and beauty salon Trades businesses Health & Nutrition consultancy Other 15