Operations Group 2019 - 2021 Priority Action Plan - University of Otago
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Operations Group 2019 – 2021 Priority Action Plan
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Introduction ............................................................... 4 – 6
Strategic Alignment.................................................... 8 - 9
Operations Group Plan on a Page .............................. 11
Operations Group Plan Detail .................................... 13 - 40
Divisional/Offices Plans (to be finalised)
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3 of 41
VISION 2. Transforming Technology
Technology is a critical enabler of nearly all University-related
My vision is the University’s vision. Everything my group activity and fundamental to achieving excellence in teaching,
does must focus on that vision, which includes enabling the research and an outstanding student experience. Behind the
University’s strategic imperatives of: scenes, technology can also enable the transformation of
business-related processes, creating efficiencies and cost savings.
• Excellence in research On the flip side, continuing with legacy technology platforms and
• Excellence in teaching widespread duplication of systems and services is expensive.
• Outstanding student experiences
• Outstanding campus environments The remodelled Information Technology Services Division will
INTRODUCTION • Strong external engagement enable us to remain contemporary and respond to major trends,
• Commitment as a local, national and global citizen such as:
Kia ora. Thank you for taking the time to read this plan
• Sustaining capability. • The internet of things
developed by my Senior Leadership team and their
• Rapidly rising demand for data storage
respective teams.
I also have a clear vision for the Operations Group. I • Cloud services
The University of Otago’s Operations Group 2019-2021 strongly believe our University will flourish the most when • Increasing student expectations
Priority Action Plan provides the clear focus and academic and support services divisions stand shoulder- to- • Infrastructure as a service (IaaS).
deliverables critical to enabling Otago to achieve its shoulder as leaders in their fields and our core University
vision of being a research-led University with an values are lived so well people know our us for our values – 3. Transforming Service and Support
international reputation for excellence. including ‘excellence’, ‘partnership’, ‘collegiality’, We want to provide exceptional service to students and staff –
‘collaboration’ and ‘stewardship’. strategically, tactically and operationally.
This plan is grounded in the University of Otago’s
Strategic Directions to 2020 and the achievement of its One key to transformation of our services has been the Support
measurable targets as well as other core documents FOCUS AREAS Services Review (SSR) and the subsequent recommendations now
such as the Māori, Pacific, Sustainability, Health and being implemented. They have brought significant change to
Safety, and Equity and Diversity frameworks. Our group will focus on six critical areas for the next three University operations and the people we support. During 2019-21,
years. we will focus on achieving operational stability within the new
The Operations Group is made up of very diverse
divisions and offices that represent a significant call on 1. Campus planning structure and assessing the changes to ensure we are enabling
the University of Otago’s budget and employs the most 2. Transforming technology and achieving excellence in our services.
full-time equivalent staff – more than 1000 – so having 3. Transforming services and support
We will carry on pursuing project and portfolio management
a united focus over several years is critical. 4. Transforming our built environment
maturity to ensure the University is choosing the right projects,
5. Sustainable operations – Leading by example
We provide a wide range of support for students and and then delivering them well.
6. Optimising all assets.
staff across our multiple campuses; long term strategy, Our group will continue to support the University in the event of
tactical actions and operational work on the ground. 1. Campus Planning emergencies by working with academic and non-academic
Our divisions and offices include: divisions to fully develop operational continuity plans – to ensure
• Campus and Collegiate Life Services Proactively planning our campuses and responding to
research and other critical activities are protected and we all
• Campus Development change is vital to the University’s long-term sustainability.
return to normal operations as quickly as possible post-
• Health, Safety and Compliance Driving this is forecast growth in student numbers, rising
emergency.
• Information Technology Services demand for student accommodation and hospital
• Property Services developments in Dunedin and Christchurch. We will help 4. Transforming our Built Environment
academic divisions to create programme business cases for
• Project Management Office The University has significant deferred maintenance and buildings
their future that form part of the University’s wider
• Risk, Assurance and Compliance near the end of their useful lives, while continually tightening
strategy. This reflects our belief that the University strategy
• Shared Services regulatory standards (fire, seismic) and new Health and Safety
should drive campus plans and not vice-versa.
• Sustainability Legislation are driving several building transformations and
• Enabling Excellence Program investments. of 41
4A range of strategic projects already underway or being Our people are the greatest enablers of everything we do –
planned means the University is also currently delivering one which involves us recruiting the best, and retaining and 6. Partnership and Collaboration
of the largest building programmes in the country. developing our staff while keeping them safe. During 2019- We will keep strengthening our partnership with academic
2021, we will invest about $2 million in external training and and support service divisions through our Operations Group
5. Sustainable Operations education for our staff, while also investing thousands of Executive Ambassadors Programme. We will also keep
The Operations Group will play a key role in sustainability at hours in developing our people through University-wide and rolling out our ‘rounding Initiative’ to ensure we are
our University in coming years in two main ways: in-service training programmes. frequently in touch with the people we support.
We also aim to increase our health and safety culture, and
• The Office of Sustainability is in the Operations 7. Business Intelligence and Data
Group and is responsible for the University’s implement the Worker Participation Framework.
Management
sustainability strategic framework, along with 2. Effective Operational Governance Our ability to access useful, accurate and timely data is
scaling up University-wide sustainability efforts and Given the Operations Group’s complexity, sound internal critical, to inform our decision-making and actions. While
coordinating them controls are vital to ensure effective management systems using our existing data better, we will also help units tasked
• A key theme in the framework is leading by and monitoring are in place. We will continue to strengthen with developing business intelligence.
example in the way the University operates, our project governance, and fully implement our shared
including pursuing a low carbon future and services and information technology governance and steering 8. Technology, Systems and Tools
becoming a zero waste University groups. Our delivery of information technology services to the rest
of the University is a key enabler, while effective
6. Optimise all Assets 3. Efficient and Effective Systems
technology, systems and tools also enable our group’s daily
We will maximise the performance, suitability, longevity and Achieving the efficiencies we seek will rely heavily on mapping
activities. During 2019-21, we will deliver a range of
benefits of our buildings, land and equipment in a cost- and modifying processes to make them more user-friendly
enablers and enhancements identified in the SSR Business
effective way to ensure our University’s long-term and remove wasted effort. We will build this capability as
Case.
sustainability. part of the Enabling Excellence Programme and progressively
transition it to business-as-usual, making it available to the
We will keep building on our industry-leading progress made wider University. HOW TO READ THIS PLAN
during the past two years, as we continue to pursue strategic I encourage you to review the following plans-on-a-page.
asset management maturity. 4. Sponsorship and Project Owner Capability
For each activity, the coloured border indicates the year of
and Capacity delivery: yellow = 2019, orange = 2019-2020 and green =
Initially, our focus will be on buildings, land and information Active and visible leadership from project sponsors and 2020-2021. If a particular activity interests you, note its
and communications technology. We also aim to incorporate project owners is key to a project’s success. Given the number unique reference number and refer to section 3 for more
major divisional assets into our University-wide asset and value of the University’s projects, building this capability detail e.g. who is responsible for the activity, why the focus
management plans – including boats, vehicles, scanners, across the organisation will enable our collective success. on it is so important and key performance indicators for our
microscopes etc.
success.
5. Effective Stakeholder Engagement and
Optimising the use of teaching facilities, carparks and land
will be focuses as well, so will room bookings and
Communications On behalf of my Senior Leadership Team and I, thank you
timetabling. Involving and communicating with students and staff about for taking the time to read our plan. We look forward to
everything we do is central to achieving our ambitions. We working with, and serving you in the coming years.
will strengthen formal and informal communication by
ENABLERS increasing/seeking collaboration. Nāku iti noa, nā
We cannot lose sight of the enablers that make our work
and ambitions possible. 6. Strategic Leadership
Our University’s ambitions and future challenges mean we StephenW.Willis
1. Our People need leaders who can think and act strategically while
He aha te mea nui o te ao. He tāngata, he tāngata, he effectively leading their teams on a daily basis. We will Stephen Willis BN, M.HlthSc. (HSM), MPRM, MAIPM, MInstD.
tāngata. What is the most important thing in the world? It is continue to develop our current and future senior leaders Chief Operating Officer | Te Poumatua
people, it is people it is people. through our bespoke Strategic Leadership Programme. 5 of 41Operations Group Senior Leadership Team
From Left: David Tapp – Director Shared Services, Dr. Hillary Phipps – Head of Sustainability, Dr. Jared Hayes – Programme Director, Enabling Excellence, Andy Jenkins – Head of Enterprise Project Management
Office, Mike Harte – Director Information and Technology Services, Andrea McMillan – Head of Health Safety and Compliance, Stephen Willis – Chief Operating Officer, James Lindsay – Director Campus and
Collegiate Life Services, Tracy Huntleigh-Smith – Director Risk, Assurance and Compliance, David Perry – Director Campus Development, Dean Macaulay – Director Property Services.
6 of 417 of 41
University of Otago Operations Group
Building strategic alignment throughout the service
Strategic Frameworks that
The University of Otago will create, advance, preserve, promote and apply
knowledge, critical thinking and intellectual independence to enhance the
influence the way we do
things
Vision A research-led University with an international reputation Mission understanding, development and well-being of individuals, society and the
Ko Te Aronga for excellence Ko Te Uaratanga environment. It will achieve these goals by building on foundations of broad research
and teaching capabilities, unique campus learning environments, its nationwide
presence and mana, and international links.
OUR VISION/PURPOSE
Māori Strategic
Framework
The Operations Group Strategic Imperatives
aspires to be an industry
leader within the
Australasian Region and
amongst our Matariki
partners. We support the
University’s achievement of Outstanding Student Outstanding Campus Sustaining Capability Strong External Commitment as a local,
its strategic imperatives by Excellence in Excellence in Engagement National and Global
Experiences Environments
Research Teaching Citizen
providing an outstanding Pacific Strategic Framework
campus and student
experience as well as
enabling our students,
academic, research and
service partner divisions to Operations Group Plan
achieve their strategic goals. Page 11
THE WAY WE DO THINGS
Sustainability Strategic
Framework
Enable – To Make Possible
We enable the university to
achieve its vision and mission Shared
Campus & Campus Property Information
by making things possible
Collegiate Life Development Services Technology Services
Engage – To Involve
We engage with our students,
each other and our service
users. Risk, Project Sustainability Health Safety Enabling
Assurance & Management & Compliance Excellence Health & Safety Framework
Experience – To be Compliance Office
outstanding
The Experience of our
students, our service users
and our service partners with
us will be outstanding
OUR VALUES Excellence. Knowledge. Leadership. Partnership. Treaty Based Partnerships. Collegiality & Collaboration. Ethical standards. Equity & Social Justice. Steward s h i p 8 of 41
Equity& Diversity FrameworkUniversity of Otago Operations Group
Building strategic alignment throughout the service
Objective Strategic Directions to 2020 Key Performance Indicators Plan ref # Contributing Activity in Operations Group Plan Strategic Frameworks that
No. influence the way we do
1.1 20 Year College and Accommodation Master Plan things
2.1 Increasing the proportion of post-graduate EFTS within University EFTS 1.2, 1.3 & 1.6 Health Sciences, Sciences and Humanities Division future development needs
4.3 Christchurch Campus redevelopment final business case
1.1 20 Year College and Accommodation Master Plan
1.5 Solution for University District Energy and Heating infrastructure
2.3 Smart buildings and ICT future proofing of buildings
2.7 Future State Network
OUR VISION/PURPOSE At least 90% of residential colleges respondents to the annual College Resident Survey
3.5 Property Services Transformation
4.1 Complete and commission Hayward College
3.1 providing a
4.4 & 4.8 Tier 1 project business cases Māori Strategic
positive assessment of their colleges
4.7 Complete and commission new College Framework
The Operations Group 5.2 Green Impact Program
aspires to be an industry 5.3 Healthy University
leader within the 5.5 Green Building Design
Australasian Region and 6.1 -6.2 Strategic Asset Management Maturity and aligning with 20 year capital plan
amongst our Matariki
2.1 Student app
partners. We support the At least 90% of respondents to the annual student opinion survey providing a positive 3.1 Operational Stability in Shared Services and ITS
University’s achievement of assessment of: 3.2 Service Partnership Agreements and Service Catalogues
its strategic imperatives by 3.2 • Administrative services and support services 3.6 Performance Monitoring and reporting
providing an outstanding • Ask Otago 3.8 Complete Enabling Excellence Programme Pacific Strategic Framework
campus and student • Student Health and Counselling Services 5.3 Healthy University
experience as well as E3 Efficient and Effective Systems and Processes
enabling our students, 1.1 20 Year College and Accommodation Master Plan
academic, research and 1.5 Solution for University District Energy and Heating infrastructure
service partner divisions to 1.7 Major update of Campus Master Plan
achieve their strategic goals. 2.1 Student app
At least 90% of respondents to the annual student opinion survey or College Resident Survey 2.3 Smart buildings and ICT future proofing of buildings
THE WAY WE DO THINGS providing positive assessment of: 2.6 Porotype Teaching and research environments
• General campus environment 2.7 Future State Network
4.1 • University Information Technology and teaching facilities 3.5 Property Services Transformation Sustainability Strategic
• Quality of sport and recreational facilities 3.6 Performance monitoring and reporting Framework
Enable – To Make Possible • University Union, including food and beverage services 4.1 -4.8 Transforming Built Environment
We enable the university to • Living accommodation provided by University 5.1 Improve waste and recycling
achieve its vision and mission 5.2 Green Impact Program
by making things possible 5.3 Health University
5.5 Green Building Design
6.1 - 6.2 Strategic Asset Management Maturity and 20 year Capital Plan
Engage – To Involve
We engage with our students, Focus areas Campus Planning
each other and our service 1-6 Transforming Technology
users. 7.1 Achieving or exceeding University and University Group EFTS enrolment targets Transforming Service and Support
Transforming our Built Environment Health & Safety Framework
Sustainable Operations
Experience – To be
outstanding 1.5 Solution for District Energy and Heating Infrastructure
The Experience of our 1.8 Campus Services and Infrastructure Masterplan
students, our service users 2.3 Smart Buildings
and our service partners with 5.2 Green Impact Program
us will be outstanding 7.7 Reducing energy use per m2 of floor space as measured by a three year rolling average 5.5 Green Building Design Standards
5.6 Zero Carbon 2030 Plan
5.7 Living Lab Initiative
6.1 Strategic Asset Management Maturity
OUR VALUES 6.5 Time-tabling systems enhancement
5.1 Improve Waste & Recycling systems 9 of 41 Equity& Diversity Framework
7.8 Increasing the percentage of waste recycled
5.5 Green Building Design Standards10 of 41
University of Otago Operations Group What we want to achieve
High quality college places and flats support
What we want to do over the next three years intended growth to 2040.
Academic Division’s objectives enabled by the
2019 18 month priorities 2-3 year priorities Strategic Asset Management Plan, Capital
Development Plan and Maintenance Plans.
1.8 The university health precinct integrates with and
1.1 1.2 1.3 1.4 1.5 1.6 1.7
leverages off the new Dunedin Hospital
Health Sciences Sciences Division Dunedin Solution for Humanities Campus
redevelopment.
FOCUS AREA ①
20 Year College & Major update of
Division future future Health University Division future Services and
Campus Master
Accommodation
development development Precinct District Energy development Infrastructure Campus energy and heating infrastructure based on
Campus Planning Master Plan
needs needs Master Plan and Heating needs
Plan
Master Plan a long term sustainable solution.
Infrastructure
University direction to 2040 is supported by a sound
campus master plan.
Students value an effective mobile application.
2.1 2.3 2.4 2.5 2.6 2.7 2.8 University data, hardware and software are secure.
2.2 2.9
Smart
3 Year ICT
Prototype New or redeveloped buildings are smart and future-
FOCUS AREA ②
Cyber
OUR VISION/PURPOSE Student Security
buildings and
ICT future
Project
University
Digital
teaching and
research
Future State ICT Road
Standard
Digital
proofed.
Transforming Technology App Framework proofing in
Portfolio Strategy environments
Network Maps
Workspaces
Research & teaching facilities are fit for purpose.
Defined
The Operations Group new builds & technologies ICT projects are prioritised, funded and scheduled
aspires to be an industry on 3 year cycles. Departments know where their
project is in the program.
leader within the
New technologies and new digital capabilities are
Australasian Region and fully explored and exploited to enable the
amongst our Matariki 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9
University’s future direction.
FOCUS AREA ③ Operational Service Performance
partners. We support the Stability in Partnership UOPMO & Property monitoring
Organisational Complete
New teaching technologies and environments
Emergency Resilience post Enabling Automation
Universities achievement of Transforming Service and Shared Agreements
Alerts
3PM Services and reporting
emergency / Excellence opportunities inform our building program so that we are building
Services & & Service Framework Transformation for all our
its strategic imperatives by Support ITS post SSR Catalogues services
critical event Program future proofed and fit for purpose teaching facilities.
providing an outstanding Robust future state network and wireless facilities
campus and student are in place.
experience as well as Strategic road maps support ICT development.
4.1 4.2 4.3 4.4 4.5 4.6 4.7 80% of devices use a standard desktop
enabling our students, ISB Complete & Complete &
4.8
Complete & Christchurch Tier 1 configuration.
academic, research and FOCUS AREA ④ Commission:
Redevelopment
/ Food,
Campus – (HS&C)
Apply Post
Project
Commission:
- Dental Walsh Building
Commission:
CAPS & Gregory
All Tier 1
SSR Business Case Objectives and Benefits are
Project
service partner divisions to
•
- Hayward College; Final Project
Transforming our Built - Dental Clinical
Beverage and
Business Business
Lessons - RSF • PE Buildings Business Cases achieved.
achieve their strategic goals. Environment Services Building
Retail Strategy
Case Cases
Learned - Music & Theatre • Adams Building approved
Sound and relevant communications in
Business Case Building • New College
- Clocktower
- Auckland Dental • Arts Building emergencies.
Sound project, program and portfolio management
processes.
THE WAY WE DO THINGS 5.3 5.4 5.5 5.6 5.7 5.8 Organisational Project Management Maturity level 3
5.1 5.2
FOCUS AREA ⑤ Improve Worker Green Building Zero Carbon
Chemical Inventory, by 2019 and UOPMO of the year in 2020.
Green
Sustainable Operations – waste and
Impact
Healthy Participation Design 2030 Plan for
Living Lab Central Fieldwork A new way of delivering property related services to
Initiative and Student
Enable – To Make Possible Leading by example
recycling
systems
Program
University Framework Standards the University
Placement Systems the university.
We enable the university to Demonstrable value clearly derived from Ops
achieve its vision and mission services.
by making things possible Normal operations rapidly resumed after disasters
or emergencies.
6.1 6.2 6.3 6.4 6.5 6.6 6.7 Priority health, safety and compliance building issues
Engage – To Involve Strategic Asset Align Strategic are addressed.
FOCUS AREA ⑥
20 Year Time-tabling and
We engage with our students, Strategic Asset New Carpark Time-tabling
Management
Capital Plan room booking
Operating systems
Management Asset Successes and failures inform future building design.
each other and our service Optimise all Assets Maturity
aligned with processes and
Model enhancements
plan includes Management with
Zero carbon campuses by 2030.
SAMP systems Divisional Assets ISO 55001
users.
Halving waste to landfill by 2021 compared to 2012
baseline.
Opportunities for staff and students to engage in
Experience – To be
sustainable initiatives.
outstanding The use of the University as a living lab.
E.1 E.2 E.3 E.4 E.5 E.6 E.7 E.8 E.9
The Experience of our
Sponsorship A high intermediate asset management TEC audit
students, our service users Efficient and Effective Operations Business
ENABLERS Effective
Effective
and Project
Stakeholder Group Strategic
Partnership
Intelligence
Technology, maturity score.
and our service partners with Our People Operational Owner and Systems
us will be outstanding Governance
Systems &
Capability
Engagement and Leadership
Collaboration and data
and Tools A stronger health and safety culture.
Process Communications Program management
Development
and Student, staff , contractor and visitors are safe on
Capacity
campus.
More effective and efficient use of limited carpark
spaces.
OUR VALUES Excellence. Knowledge. Leadership. Partnership. Treaty Partnerships. Collegiality & Collaboration. Ethical standards. Equity & Social Justice. Stewardship
Greater utilisation of existing teaching facilities.
11 of 4112 of 41
FOCUS AREA ① Campus Planning
Plan Activity Objective Why we are focusing on it Year Owner from Responsible KPI
Ref # Delivered Operations Divisions / Offices
1.1 A 20-year college To deliver a University Nearly all non-Dunedin school leavers only come to 2019 Director of Campus and Council approved plan.
and Council-approved 20- the University of Otago if they can stay in a Campus and Collegiate Life Long-range capital
accommodation year residential college residential college and many Dunedin school leavers Collegiate Life Campus expenditure plan
master plan and University Flats want a college experience as well. Development reflects approved plan.
master plan by the end Property
of 2019, to outline The combination of expected growth in demand, the Services
options for meeting potential loss of Te Rangi Hiroa College for the Sustainability
predicted growth in Dunedin Hospital development and ageing Office
demand. bedrooms indicate the potential need for nearly
1000 new bedrooms during the next 20 years – in a
possible mix of refurbishments, extensions and new
colleges.
1.2 Division of Health To deliver – with the The University Capital Expenditure Plan (CEP) lists 14 2019 Director of Campus Health Sciences Pro-
Sciences future Division of Health major projects associated with the Division of Health Campus Development Vice-Chancellor (PVC)
development Sciences – a Vice- Sciences estimated at about $500 million. Development Property approval.
needs Chancellors’ Advisory Services Strategic Asset
Group (VCAG) – Like all the University’s academic divisions, health Health Sciences Management
approved building and sciences needs new investment to keep pace with Committee approval.
refurbishment modern learning environments, researchers’ needs VCAG approval.
programme business and students’ expectations. The main drivers are:
case by the end of
2019. • Ageing buildings and deferred maintenance
• The new Dunedin Hospital development
project
Having a programme business case will help the
division and University prioritise investment
decisions across competing demands, while also
informing the development of updated versions of
the University’s Campus Master Plan and Strategic
Asset Management Plan.
13 of 411.3 Division of To deliver – with the Refer to 1.2 above. The University Capital 2019 Director of Campus Sciences PVC approval.
Sciences future Division of Sciences – a Expenditure Plan (CEP) lists seven major projects Campus Development Strategic Asset
development VCAG-approved associated with the Division of Sciences estimated at Development Property Management
needs programme business about $75 million. Services Committee approval.
case by end of 2019. Sciences VCAG approval.
Division
1.4 The Dunedin To update the current The University’s current Campus Master Plan – 2020 Director of Campus Strategic Asset
health precinct Dunedin south central developed in 2010 – includes plans for eight Campus Development Management
master plan and south precinct in precincts on the campuses in Dunedin, Wellington Development Property Committee approval.
the 2010 University of and Christchurch. The south and south central Services VCAG approval.
Otago Campus Master precincts are the Dunedin campus’s health precinct Health Sciences Capital Development
Plan, to reflect the new and their plans need to be reconsidered because of Sciences Committee (CDC)
Dunedin Hospital the: approval.
Campus Master Plan • Dunedin Hospital development moving all University Council
and programme hospital facilities south approval.
business cases for the • State highway s-bends being unlikely to be
divisions of health reconfigured
sciences and sciences. • Dunedin city council district plan being
renewed
• Refined strategic directions for the divisions
of health sciences and sciences
14 of 411.5 Solution for To deliver a VCAG- A significant heating source for the Dunedin campus 2020 Campus Campus Strategic Asset
district energy approved solution by is the medium temperature hot water from the Development Development Management
and heating the end of 2020. Pioneer Energy boiler plant that also supplies Property Committee approval of
infrastructure Dunedin Hospital. While run by a third party Services solution.
If the solution needs provider, the Sothern District Health Board (SDHB) Sustainability VCAG approval.
major University owns that plant and the operate-transfer agreement Office CDC approval of
investment, a Capital ends about 2027. When this agreement ends, the Strategic Business Case
Development plant could be is at the end of its useful life, which (if capex).
Committee-approved raises two main risks:
strategic business case • Failure of infrastructure causing widespread
will be delivered by the
heating issues for the University
end of 2020.
• Loss of a third party provider. When the
agreement ends, the plant will return to the
SDHB
Options could be, the:
• Third party district heating infrastructure
arrangement continues with a private provider
• Ministry of Health and the SDHB choose to build
new shared infrastructure and seek to share the
cost and use with other parties
• University has to provide its own infrastructure.
The possible capital cost of these scenarios for the
University ranges from $0-$150 million.
1.6 Division of To deliver – with the Refer to 1.2 and 1.3 above. 2021 Director of Campus Humanities PVC
Humanities Division of Humanities – Campus Development approval.
future a VCAG-approved Development Property Strategic Asset
development building and Services Management
needs refurbishment Humanities Committee approval.
programme business Division VCAG approval.
case by the end of
2021.
15 of 411.7 Major update of To deliver a University The current campus master plan – developed in 2021 Director of Campus Campus Masterplan
the 2010 Council-approved major 2010 – sought to guide the University campuses’ Campus Development reflects Colleges and
University of revision of the 2010 development for 20-25 years. Development Property Accommodation Plans.
Otago Campus University of Otago Services Campus Masterplan
Master Plan Campus Master Plan, by This is an ideal time to revise the plan because of Campus and reflects Health Precinct
the end of 2021 several initiatives and changes to assumptions Collegiate Life master plan.
underpinning it, including: Campus Masterplan
• Developing programme business cases for reflects retail and Food
health sciences, sciences and potentially and Beverage Strategy.
humanities Strategic Asset
• Refining the University’s Strategic Asset Management
Management Plan Committee approval.
• Up-dating University health precinct plans VCAG approval.
• A new college and accommodation master CDC approval.
plan University Council
• A retail food and beverage strategy approval.
• Developing a new University of Otago
vision, to 2040
• The Dunedin Hospital development
• The Christchurch campus development
• A pending new district plan for Dunedin city
1.8 Campus services To deliver a University The new campus master plan will include how major 2021- Director of Campus Strategic Asset
and Council-approved infrastructure and utilities will be strategically 2022 Campus Development Management
infrastructure campus services and developed or replaced over time – to achieve the Development Property Committee approval.
master plan infrastructure master University’s building and refurbishment plans in a Services VCAG approval.
plan, by the end of way that addresses capacity, reliability, efficiency Campus and CDC approval.
2022, that reflects how and emissions. Collegiate Life University Council
buildings and Office of approval.
information and Issues that this plan will address include Sustainability
communications centralisation of plant vs decentralisation, electricity,
technology will support gas, steam, water, chilled water, fibre and
campus development infrastructure (service tunnels etc.).
into the future.
Significant inputs to this plan will include the
updated campus master plan (1.7), the district
energy and heating infrastructure solution (1.5) and
the zero carbon 2030 plan (5.6).
16 of 41FOCUS AREA ② Transforming Technology
Plan Activity Objective Why we are focusing on it Year Owner from Responsible KPI
Ref # Delivered Operations Divisions / Offices
2.1 Student app To make students' lives Otago’s web presence is constantly evolving and 2019 Director ITS Information App available in the
easier by providing a developing. While students can now interact with Technology Apple and Google app
mobile app for enrolled services more easily than ever before, they still need Services (ITS) stores for 2019 Student
students at all to know what they want and how to access particular Orientation.
University of Otago services, such as eVision, Blackboard, or maps on the Version 1 includes study
campuses by mid-2019. University’s website. timetable, grades, map,
events, contacts,
A mobile app will provide a user-friendly tool that emergency information.
delivers key information and services to students’
mobile devices anywhere, anytime, e.g. a Dunedin
campus map, study timetables, and emergency
information and alerts..
The app will be available for students free, to install
on their iOS and Android mobile devices.
17 of 412.2 Cyber security To deliver a VCAG- The University operates in a cybersecurity world with 2019 Director ITS ITS Cybersecurity principles
framework approved cybersecurity unprecedented threats, posing significant risks to developed.
framework and policy University functions and data security. Moving Framework developed,
by the end of 2019. beyond the traditional view of cybersecurity as an approved and
information technology (IT) problem to tackling risks published.
at governance level is paramount. Cybersecurity Cybersecurity
breaches can cause loss of research and privacy, and awareness programme
significant financial, legal, reputational and in place.
operational issues.
With an Information Security Framework:
• The University’s ways of implementing and
maintaining a secure environment will be clear
to all stakeholders
• Efforts to improve security will be focused in the
right direction
• Efforts to manage security will be coordinated,
preventing insufficient management of risks and
undue costs
2.3 Smart buildings, To deliver an ICT design A smart building uses a combination of technologies 2019 Director ITS Information Horizon scans.
and information brief to ensure ICT use to automate building management: Technology Research the
and is considered early in • Software manages the variables, including Services opportunities and
communications design processes – this temperature and lighting Campus present back.
technology (ICT) includes building • Building data is tracked over time so the Development Regular think-tank
future-proofing in management systems, software can adjust to suit changes in Property sessions.
new builds communications (data occupancy or the seasons Services ICT design guidelines
and voice), and audio completed.
visual. Building management used to be designed and ICT design guidelines
operated in isolation to central ICT services but they adopted as standard
need to be integrated to exploit benefits and reduce briefs for all new
risks. building works.
18 of 412.4 Define three-year To deliver a 2020 – Every organisation has constraints, including funding 2019 Head of Information IT projects identified.
information 2022 enterprise ICT and resources. For the University to deliver the most University of Technology IT project portfolio
communications project portfolio plan beneficial ICT projects and enhancements, it needs Otago Project Services created in Sentient.
technology (ICT) before the end of 2019. to fully identify, prioritise and justify projects, so Management UOPMO Portfolio prioritised.
project portfolio limited resources are focused on doing the projects Office (UOPMO) Portfolio visible and
plan that are right for the whole University. Once projects communicated widely.
are prioritised and time-frames are understood, the Percentage of
University can plan the resources needed to deliver investment aligned to IT
those projects. strategy.
2.5 University digital To collaborate with To ensure the University uses current and new digital 2019 Director ITS Information Digital strategy
strategy divisions by facilitating technologies and services to its advantage. Technology developed, approved
the development of a Services and published.
University-wide digital Division of
strategy, completing it External
by the end of 2019. Engagement
2.6 Prototype To research and Research and teaching environments can affect 2020 Director Information A space dedicated to
teaching and develop proto-type excellence in teaching, research and outstanding Campus Technology innovating with new
research rooms that will be student experiences. Informing the design of new Development Services technologies for our
environments available for use by buildings and refurbishments involves being clear Shared Services core teaching and
and technologies mid-2020 about the built and technological environments our research activities.
University wants to provide in the future. This will
involve exploring innovative, practical and efficient
solutions for flexible teaching and research spaces.
2.7 Future State To complete the A modern and high-functioning network is a 2020 Director ITS Information Project completed on
Network implementation of the fundamental requirement for most University Technology time and on budget.
Future State Network activities so this project needs to be completed, to: Services Old network
and wireless coverage • Eliminate the risk of the remaining ageing decommissioned.
across all campuses infrastructure failing Satisfied users.
• Eliminate costs linked to running two networks
• Improve the network service to residential
colleges, the College of Education, the Southern
District Health Board, Dunedin Hospital and a
group of smaller buildings
• Support research needs.
19 of 412.8 Information To develop and Each roadmap will address a specific IT domain – 2020 Director ITS Information Roadmaps developed,
communications maintain a set of storage, identity management or research IT etc – to Technology approved and
technology road roadmaps that will provide a description of current IT services and Services published.
maps guide information proposed changes over several years. These maps Forums to present
technology (IT) will help identify and implement future IT roadmaps.
investment and effort. architecture, services and capabilities – that are Workshops to gain
aligned with the University’s strategic direction, feedback to help us plan
research and teaching requirements, and industry for the future.
best-practice. These road maps enable focusing on Formal review process
priorities. in place.
The roadmaps that will be developed, published,
reviewed and maintained are:
1. University network
2. Data storage
3. Hybrid cloud compute and high-performance
computing (HPC)
4. Research IT
5. Data analytics and business intelligence
6. Information systems
7. Identity management
8. Cybersecurity
9. Digital workspaces
10. Teaching technologies
2.9 Standard digital To implement a set of Without a standard approach to digital workspaces 2021 Director ITS Information One method per
workspaces standard digital (e.g. standard desktop), support costs are higher and Technology platform (windows or
workspaces that are being able to swap-out devices with something Services mac) to provide and
available anytime from similar is difficult. Standard digital workspaces offer Shared Services maintain a standard
anywhere by end of opportunities for: desktop.
2021. • Consistent service across the University Office365 implemented
• Reducing the cost and complexity of across the University.
support Data stored centrally
• Reducing risks rather than on end-user
Standard digital workspaces also provide devices.
collaboration tools and unified communications e.g. Unified communication
the blending of voice, email and direct messaging services.
(softphones via laptop etc.).
20 of 41FOCUS AREA ③ Transforming Service and Support
Plan Activity Objective Why we are focusing on it Year Owner from Responsible KPI
Ref # Delivered Operations Divisions / Offices
3.1 Operational To ensure the divisions The Support Services Review decisions now being 2019 Director All Operations Organisational structure
stability in the of Shared Services and implemented have brought significant change to Shared and recruitment
divisions of ITS are delivering core University operations, including a major ITS Services finalised.
Shared Services services in a way that restructure and the creation of a new and large Director ITS Staff are engaged,
and Information meets or exceeds division (Shared Services). positive and have the
Technology customers’ and required competencies.
Services (ITS) stakeholders’ current During 2019-21, the Operations Group will focus on [ITS] Client
needs. achieving operational stability within the new engagement.
structure, and assessing the changes to ensure the Feedback mechanisms
group is enabling and achieving excellence in its implemented.
services. At least 90% of
respondents to annual
student survey provide
positive assessment of
Administrative and
Support services, Ask
Otago and Helpfulness
of Staff.
3.2 Service To successfully deliver Developing service catalogues for the major support 2019 Director Shared Shared Services SPA and SC templates
Partnership Service Partnership services in the Operations Group will give staff and Services ITS develop.
Agreements and Agreements (SPA) and students clarity about who provides the services Property SPA and SC
Service Service Catalogues (SC) they are seeking. Services implemented for Shared
Catalogues for the divisions of Services by August
Shared Services, Developing agreements will build on the service 2019.
Information catalogues by articulating how services will be SPA and SC
Technology Services provided and the levels of service to be expected. implemented by end of
and Property Services These agreements will also set clear expectations 2019.
by the end of 2019 about both the “clients’’ and service providers’
responsibilities.
21 of 413.3 Emergency alerts To create a system to Senior staff will be aware of critical incidents 2019 Director Risk, Risk, Assurance System in place by
alert the senior team affecting the campus, so they can help to resolve Assurance and and Compliance November 2019.
and other key people issues and respond to media enquiries or questions Compliance ITS VGAG and direct reports
of critical incidents on from stakeholders. Property advised of any critical
campus, by the end of Services incidents after the
2019. Health and process is in place.
Safety Staff critical incident
Compliance policy approved.
3.4 University of To implement and Project-related frameworks will enhance University 2020 Head of UOPMO UOPMO Project Governance
Otago Project embed the University’s project practices. The UOPMO began developing a Campus Framework V3 available
Management 3PM methodology and framework series in 2018 that reflects modern Development and consistently applied
Office (UOPMO) associated project project management best practice. These ITS to new projects.
and 3PM management frameworks are tied together via a University 3PM Enabling Benefits realisation
Framework frameworks. methodology (project, programme and portfolio). Excellence framework adopted.
The frameworks are: Project Governance Programme Business case
Framework, Benefits Realisation Management Office framework adopted.
Framework, Stakeholder Engagement Framework, Project management
Business Case Framework, and Project Management competency framework
Competency Framework. adopted.
Stakeholder
engagement framework
adopted.
3.5 Property Services To review, propose, The Support Services Review (SSR) Business Case 2019 -20 Director Property Business case for
Division (PSD) consult, then decisions involved non-facilities-related tasks – such Property Services proposed
transformation implement a new as helpdesk, administration, finance and IT – moving Services Shared Services transformation.
Property Services from Property Services to the Shared Services Consultation as
structure and Division or other relevant divisions. The SSR required.
operating model by decisions also included the Chief Operating Officer Business case approved.
mid-2020. and delegates working to ensure services provided Transformation project
by the PSD could meet the University’s future needs. plan and team
established.
Re-structure and
recruitment complete.
22 of 413.6 Performance To implement service The Operations Group is a key service provider to 2019-20 Director Shared Shared Services Services metrics for high
monitoring and metrics and reporting the University, so it is vital performance data can Services ITS priority services (e.g.
reporting for all mechanisms for the demonstrate value for money and identify any Property Ask Otago)
services Operations Group by service shortfall or areas that require intervention. Services implemented by August
mid-2020. Campus and 2019.
Collegiate Life Service metrics
Health Safety developed for ITS and
and Compliance Property Services by the
Sustainability end of 2019.
Office Operations Group
Risk, Assurance performance service
and Compliance metrics dashboards
UOPMO developed and
implemented
2019/2020.
3.7 Organisational To help ensure The University has strong disaster recovery and 2020 Director Risk, Risk, Assurance Audits show that all
resilience post- University business continuity planning at a campus level. By Assurance and and Compliance departments have
emergency/ departments, schools 2020, this preparedness will have deepened to a Compliance ITS business continuity
critical event and divisions are well- department level. Property plans.
positioned to thrive Services
despite unexpected Campus and
events. This will include Collegiate Life
detailed consideration Health Safety
of risks to their and Compliance
activities, and back-up Shared Services
systems and services.
3.8 Complete To deliver tasks The Enabling Excellence Programme is the 2021 Programme Enabling The tasks are delivered
Enabling outlined in the implementation phase of the Support Services Director – Excellence to the agreed
Excellence programme's business Review Business Case. While implementation has Enabling Programme programme schedule.
Programme case to ensure the full started, it will take several years to complete. Most Excellence Office Ongoing benefits are
benefits of enabling reporting line changes have been completed, but Programme ITS realised as per the
excellence are realised. realising the programme's full benefits involves Shared Services benefit schedule.
delivering identified tasks to support the new UOPMO
operating model.
23 of 413.9 Automation To identify automation The technology-enabled automation of complex 2021 Director Shared Shared Services SSD Automation quick-
opportunities opportunities in the processes can create simplicity, increase service Services ITS win opportunities
Operations Group and quality and boost efficiency. developed and agreed
a preferred platform by by the end of 2019.
2020, with quick-win As mapping and standardisation of processes Automation themes
automation processes advance across the University, automation will be included in Shared
implemented by the the next logical step for several activities. Services 2023 strategy.
end of 2021. SSD automation quick-
wins implemented in
2021.
24 of 41FOCUS AREA ④ Transforming our Built Environment
Plan Activity Objective Why we are focusing on it Year Owner from Responsible KPI
Ref # Delivered Operations Divisions / Offices
4.1 Complete and To successfully These projects are in construction and were initiated 2019 Director Campus Successful
commission the refurbish and construct to address growth, the implementation of the Campus Development commissioning and
Hayward College these buildings. In Shared Services Review or to meet modern Development Campus and occupation of the
refurbishment, partnership with the standards. Collegiate Life dentistry CSB and
the new Dental project owners, Property Hayward College in
Clinical Services successfully Services 2019.
Building (CSB) commission and Health and Clocktower
where patients occupy the buildings in Safety refurbishment complete
are treated, and a way that realises the Compliance and building occupied
the Clocktower original objectives and by the end of 2019.
refurbishment intended benefits. Post-project review and
sharing of lessons
learned.
4.2 Redevelopment To deliver an approved To continue achieving the University’s strategic goals 2019 Director Campus Strategic case approved
of the business case that of having outstanding campus environments and Campus and Development by VCAG in first quarter
Information secures funding to student experiences, the food and retail outlets Collegiate Life Campus and of 2019.
Services Building redevelop the ISB Link need to be maintained and enhanced. Collegiate Life Full business case
(ISB) Link and and Union Hall – Property approved by VCAG by
Union Hall, and consistent with the The development of a draft campus-wide food, Services the end of 2019.
the Retail Food, Beverage and beverage and retail strategy in 2018 aimed to UOPMO
Strategy Business Retail Strategy – by the maximise the relevance of services, customer service
Case end of 2019. and surpluses – while creating long-term vibrancy on
the Dunedin campus.
The aim is to meet students’ needs by providing
more variety and quality, engaging spaces and
enhanced amenity (including self-service), along
with lower prices and a safe place for students to
consume alcohol.
25 of 414.3 Christchurch To deliver an approved In September 2018, the University Council 2019 Director Campus Project Steering
campus final preliminary design for the approved in principle a business case for the Campus Development Committee approval of
business case new building in Oxford development of the Christchurch campus – a Development Property preliminary design.
Street in Christchurch and new building on Oxford Street and a major Services Financial model
a University Council- refurbishment of the Riccarton Street building. UOPMO updated to reflect opex
approved final business and capex changes.
case by the end of 2019. The approval in principle provided $3 million to Opportunities for
progress the preliminary redevelopment design growth fully explored
and further investigate opportunities for growth and articulated.
with other academic divisions. VCAG approval.
CDC approval.
Once the preliminary design is approved and re- University Council
costed, the business case needs to be updated approval.
to reflect any change, then re-submitted for
approval, to proceed to the final design stages
and construction.
That final approval is also subject to funding
being available.
4.4 Tier 1 Project To scope project options The current Capital Expenditure Plan categorises 2019-20 Director Campus UOPMO resource
Business Cases and start the business projects into five tiers. Campus Development allocated.
cases by the end of the • Tier 1(High Priority) – Health and Development Campus and Project sponsor and
second quarter of 2020, safety/compliance Collegiate Life owner identified.
for: • Tier 2 – Asset Preservation Property Business cases started
Food Sciences building • Tier 3 – Service/Asset expansion/Additions Services by UOPMO.
and Consumer and • Tier 4 – Pipeline projects UOPMO
Applied Sciences • Software and Systems
(CAPs) building
Physical Education Starting and delivering these business cases is
Building (55 Union essential because of the nature of these
Street West) projects, the impacts on the rest of the capital
Adams Building programme and escalating costs in the
Property Services construction market.
Building
Union Court
Botany buildings
Cumberland, Arana
and Studholme
colleges
Science 3
Arts Building
26 of 414.5 Apply post- To have comprehensive Simply finishing a project does not ensure the 2019- Director Campus Standard post-project
project lessons project post- University benefits from the outcome. 2020 Campus Development review process agreed.
learned implementation, review Development UOPMO Lessons learned
processes in place, reviews Conducting Post-Implementation Reviews (PIR) Property captured and processes
conducted for all required enables the University to measure a project’s Services put in place to ensure
projects, and actions taken success and work towards continuous issues will not be
to improve future improvement. PIR’s help determine: repeated.
outcomes, by mid-2019. • If the project achieved everything it Design Standards
was intended to achieve amended to reflect
• If the design was right design-related lessons.
• If some things could have done better Benefits realised.
• What lessons were learned along the
way
4.6 Complete and To successfully complete These projects are in the construction phase and 2020 Director Campus Successful
commission the the construction of these were started to meet modern standards or the Campus Development commissioning and
Faculty of buildings and – in University’s strategic objectives. Development Property occupation of the Walsh
Dentistry Walsh partnership with the Services Building, RSF, music
Building, the project owners – studios and Auckland
Research Support successfully commission building.
Facility (RSF), and occupy the buildings in Post- project review and
music studios a way that achieves the lessons learned
building and the original objectives and conducted.
dentistry building intended benefits.
in Auckland
4.7 Complete and To successfully complete All these projects are aimed at meeting modern 2021 Director Campus Successful
commission the refurbishment or standards, or addressing the potential loss of Te Campus Development commissioning and
refurbished/new construction of these Rangi Hiroa College because of the new Dunedin Development Property occupation of the
buildings: buildings and – in Hospital location. Services buildings.
Consumer and partnership with the Campus and Post-project review and
Applied Sciences, project owners – Collegiate Life lessons learned
Gregory, successfully commission Services conducted.
Physical and occupy the buildings in
Education, a way that achieves the
Adams, original objectives and
Arts, intended benefits.
College
27 of 414.8 All Tier 1 project To have all Tier 1 As of January 2019, the Capital Expenditure Plan has 2021 Director Campus Oct 2018 baseline Tier 1
business cases project business cases several Tier 1 projects – driven by health, safety and Campus Development projects have business
approved completed and compliance – forecast in the next 10 years. Because Development UOPMO cases complete and
decisions made by of complex interrelationships and outcomes, the Health and decisions made.
relevant delegated University needs to consider a range of possible Safety
authorities by the end options for those projects. These options may Compliance
of 2021 – except the include refurbishments, new builds, building closures
Scott Building business etc.
case scheduled to start
in 2022.
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