Conference Day Two: Wednesday, 27th November 2019

8:30 am - 9:00 am Coffee And Registration


Connie Mogg

Director of Research and Revenue Accounting Services
Monash University

9:10 am - 9:40 am How TAFE Queensland Are Consolidating Shared Services Across 6 Regions To Dramatically Increase Savings, Improve Career Prospects & Experiences For All Stakeholders

Susan Kinobe - Executive Director of Corporate Services, TAFE Queensland
TAFE Queensland are on a journey to centralize their shared services across the six regions they service. One region containing 18 campuses means this is no small undertaking. In this session they will outline the work they have done to bring standardized practices to the service model across such a huge organisation and the centralized model they have already established for the procurement sector of the business. They will demonstrate what is possible when transforming shared services.

- The shared services model in operation across 3 institutions and 18 campuses in just one region
- A centralized procurement model for the whole of the state
- Strategic direction across a state-wide network of services and the communication involved
- Results and benefits of the transformation:
  • Financial opportunities afforded with centralization: how we doubled the financial savings target in 12 months
  • Reduction of duplicated work through a standardized model
  • Improved career opportunities for staff

Susan Kinobe

Executive Director of Corporate Services
TAFE Queensland

9:40 am - 10:10 am How Benchmarking, Automation, Integration And Culture Are The Foundations For Shared Service Transformative Work At Victoria University of Wellington

Aaron Mills - Manager of HR Planning & Reporting, Victoria University of Wellington
While there is a heavy focus on centralizing services throughout the education sector, VUW are focusing on the question of integration of new systems as critical to the process of improving shared services. The opportunities offered to the sector by data driven benchmarking and automation are significant and this session VUW will talk of their work to improve both student and staff experiences through leveraging this new technology. They will also share their fundamental work in embedding the associated cultural change.

- Workforce analytics through data driven benchmarking and reporting
- Leveraging automation to change the way we provide services:
  • improve efficiencies & effectiveness of services
  • invest in the staff experiences: identification, up-skilling and developing specialist roles
  • ensure improved business unit alignment
- From centralization of shared services to systems integration as a priority
- Collaborating with the Strategic Projects Office & ITS to embed cultural change

Aaron Mills

Manager of HR Planning & Reporting
Victoria University of Wellington

10:10 am - 10:40 am Morning Tea

10:40 am - 11:10 am How The University Of Auckland Are Delivering A Transformation Agenda Across 3 Divisions To Introduce Efficiencies and Improve The Staff Experience

Sharmaine Naidoo - Head of Financial Operations, The University of Auckland
The University Of Auckland are undergoing transformations across multiple areas of their shared services. The finance division are centralizing their service and investing in automation to do so. This transformation agenda which will provide increased opportunities to staff as well as a more seamless service.

  • Transforming financial operations through standardizing staff, systems and technology
  • Moving officers from faculty to function to improve career development
  • Supporting and guiding faculty spending through partnerships
  • Investing in data analytics and RPA
  • Addressing cultural challenges – the academic resistance!

Sharmaine Naidoo

Head of Financial Operations
The University of Auckland

11:10 am - 11:40 am The University Of Tasmania: The Five Year Transformation Program Driving Lean And Simplified Front Line Shared Services

Lee Hanson - Director of Shared Services, University of Tasmania
In order to transform their shared services model, the University Of Tasmania have drawn up a 5 year plan which will see them introduce standardization across front line services to increase savings and better customer experiences. In this session, they will share the essential starting points to this journey and the relationship to university services to drive the change.

- A five year plan: centralizing front line services to introduce efficiencies and consistencies
- The foundations for transformation of front line service provision:
  • breaking down silos
  • continuous improvement
  • empowering change leaders
- Changing ways of working: lean, simplification & transformation
- Engagement strategies and change resistance

Lee Hanson

Director of Shared Services
University of Tasmania

11:40 am - 12:10 pm Panel: The Key Challenges of Introducing Transformations To Shared Services in Higher Education

Kydie Rex - Head of Shared Services, UTS
Felicity Barnes - Head of Student Hub Management, UNSW
Implementing change within any shared service division or model brings with it a multiplicity of challenges.
This is not only due to large, complex and fragmented operational structures, but also the issue of traditional thinking which has prevailed within the legacy sector for decades.

  • The unique complexities of reporting lines and operational models in higher ed ecosystems
  • The top 5 challenges of centralizing services or introducing change and solutions
  • Factors that have helped the success of shared services operations in different institutions

Kydie Rex

Head of Shared Services


Felicity Barnes

Head of Student Hub Management

12:10 pm - 1:10 pm Lunch Break

1:10 pm - 1:40 pm Services By Design: How The University Of Canberra’s Have Tailored Their Approach To Shared Services To Suit The Institutional Model and Ensure Successful Implementation of Change

Melissa Hankinson - Deputy Director Quality & Service Improvement, University of Canberraa
In this session you will hear about the University of Canberra’s shared services model and why they chose to go down a different path to centralization of services. Tailoring their approach to their university’s needs, Melissa will share how Canberra are prioritizing their customer and building out from that point.

  • A different approach to shared services through a hub and spoke model
  • Building a community of practice – clarifying ownership and university principles
  • Improving cross-unit collaboration & customer satisfaction
  • Ensuring delivery is focused on people as the first priority

Melissa Hankinson

Deputy Director Quality & Service Improvement
University of Canberraa

1:40 pm - 2:10 pm The University of Otago : Introducing Efficiencies And Improving Career Progression By Restructuring A 149 Year Old Decentralized Shared Services Model

Jared Hayes - Program Manager, University of Otago
Having articulated their future state, Otago are delivering a blended shared services model which is evolving their shared services provision and changing the traditions of 149 years. Here they will talk of strategies for achieving their strategic priorities and challenges they have encountered on their journey over the passed 18 months.

  • From a devolved system to a centralised system of operations for shared services
  • Why organisational change preceded any change to processes & systems when redefining shared services
  • Process mapping, standardization and change management
  • The redefinition of roles, reporting lines and career paths for staff

Jared Hayes

Program Manager
University of Otago

2:10 pm - 2:40 pm Afternoon Tea

2:40 pm - 3:10 pm Flinders University: Transforming Student Services And Staff Culture Through A Matrix Model

Mark Drechsler - Associate Director of Service Delivery & Innovation, Flinders
Flinders university has significantly decreased the amount of time and resources being wasted across their professional services. In this session, they will demonstrate how they are implementing a ‘matrix model’ for service provision, allowing for increased consistency across skills and services.

  • Streamlining and standardizing services - moving from 18 schools and faculties to 6
  • The shared services matrix model for service provision
  • Efficiencies, process improvement, collaboration, transferable teams and skills consistency
  • Changes to culture and digital capability

Mark Drechsler

Associate Director of Service Delivery & Innovation

3:10 pm - 3:40 pm How Queensland University of Technology Have Drastically Improved Staff Satisfaction By Centralizing Financial Services

Then current enterprise model at QUT sees each shared service function operate independently. Finance as a shared service however, has looked to introduce efficiencies, improve service provision and offer increased opportunities to its staff by centralizing the finance services area into one location. In this session they will demonstrate the positive results of centralization on culture and staff and the steps taken to get there.

- An enterprise model of tiered service provision at QUT
- Finance centralization to streamline and standardize processes
- Creating economies of scale and staff career opportunities & training
- An action plan for clarifying service pathways and easing customer experience
- Results:
  • Positive strides in culture
  • Reduction of processing from days to hours
  • Customer satisfaction sky rocketing

3:40 pm - 3:40 pm Conference Closing