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Flinders University – Quick Facts

Explore the evolution and challenges faced by Flinders University amidst global transformations in higher education. Learn about implementing innovative changes, restructuring, and enhancing research support systems. Witness the strategic shift towards a dynamic academic environment for the future.

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Flinders University – Quick Facts

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  1. Not just a tag lineJodieann DaweDirector, Research Development and SupportFlinders University of South Australia

  2. Flinders University – Quick Facts

  3. Shanghai’s 2018 Global • 12th Global Ranking of Academic Subjects • for Water Resources Water Resources

  4. The Flinders University Change Journey

  5. DRIVERS OF CHANGE Unprecedented global and national challenges for Australian Universities • UNIVERSITIES’ DUAL ROLE: PUBLIC TEACHNG AND RESEARCH INSTITUTION VS COMMERCIAL BUSINESS ENTITY* • CHANGES TO GOVERNMENT POLICY , FUNDING MODELS AND REQUIREMENTS FOR REPORTING ON RESEARCH INVESTMENT • TECHNOLOGY IS CHANGING THE WAY IN WHICH UNIVERSITIES OPERATE • GLOBAL MARKETS FOR RESEARCH FUNDING: INCREASED OPPORTUNITY BUT INCREASED COMPEITION • CHANGES TO STUDENT FEE STRUCTURES and Government FUNDING MODELS CONSTANTLY SHIFTING REVENUE STREAMS • INCREASED COMPETITION IN TERTIARY SECTOR • Non-UNVERSITY HE PROVDERS • GLOBAL COMPETITION FOR OFFSHORE AND ONLINE TEACHING • THE SHIFTING ROLE OF THE VOCATIONAL EDUCATION FOR SKILLING AUSTRALIA

  6. DRIVERS OFCHANGE “As a result of recent changes, universities in the UK and Australia must ‘self-disrupt’ in order to remain competitive.” Ref: “Higher Education in the UK and Australia: A cross cultural discussion” Simon Lancaster, Nous Group, UK. www.nousgroup.com/insights/transforming-connecting/

  7. Vision • To be internationally recognised as a world leader in research, an innovator in contemporary education and the source of Australia’s most enterprising graduates • Vision • Mission Mission Changing lives and changing the world

  8. FOUR PILLARS FOR SUCCESS

  9. IMPLEMENTING CHANGE • To realise the 2025 Vision the Flinders’ Community realised we needed to undertake transformational change to: • Revitalise our organisational structures • Foster a culture of innovation and customer service • Achieve a more empowered and accountable work environment • Modernise our business systems and processes • Implement more agile and responsive decision making protocols But Change can be confronting and difficult

  10. A NEW ACADEMICSTRUCTURE Replacing Two- Tiered Structure: Single Tiered Structure: 14 Schools 6 Colleges Faculties

  11. RESTRUCTURINGPROFESSIONAL SUPPORT The Professional Services Project focussed on: • Optimising service delivery • Fostering a culture of innovation and customer service • Reducing system inefficiencies, duplication of effort and fragmentation of services • Providing greater consistency in research management and administration • Decreasing bureaucracy • Enable streamlining and integration of business systems and greater data sharing opportunities • Provide staff greater opportunities for professional development and cross skilling

  12. MATRIX MODEL APPROACH Functional Teams Colleges and Portfolios

  13. “The challenge is not so much to build a matrix structure as it is to build a matrix in the minds of our managers” Ref: Matrix Management: Not a structure, a frame of Mind, hbr.org/1990/07/matrix-management-not-a-structure-a-frame-of-mind

  14. THE IMPACT ONRESEARCH SUPPORT Broadened remit of the research office with new functions: • Research Development and Strategic Partnerships • Researcher Training and Development • Commercialisation • Improved customer engagement and service offerings • Focus was on providing end-to-end support for researchers • Embedded College staff with centralised subject matter experts • Very flat management structure – provided big challenges • Name changed to reflect change in business objectives

  15. RESEARCH DEVELOPMENT AND SUPPORTSTRUCTURE SUBECT MATTER EXPERTS

  16. MORE THANAN ORG RESTRUCTURE Challenges: • Ingrained ‘old’ culture • Change fatigue and grieving staff • Fear of the unknown work expectations • Lack of clarity regarding the matrix model, roles ad responsibilities • Lost corporate knowledge • Resistance to change • Communication within the RDS • Communication with our researchers and other professional staff • Culture change to focus on the customer • Changing the perception of the researches away from policeman or postbox value adding • Focus on how we provide end-to-end support for researchers

  17. THE CHANGE APPROACH

  18. IMPLEMENTING CHANGE • Key approach: Communicate; communicate; communicate

  19. IMPLEMENTINGCHANGE • Established a new name – Research Development and Support • Defined the new identity – brand, logo, marketing collateral, tag line • Delivered RDS Roadshow • Developed and distributed new RDS Brochure • 1:1 meeting with College Executives • Key senior business partner approach introduced

  20. IMPLEMENTINGCHANGE • Two planning days (Mar and Sept) • RDS Matters – Internal Newsletter • Implemented regular team meetings; - RDS team meetings • Functional team • Cross functional (eg College support and Grants • Established the Strategic Leadership Team • Regular Professional Development for RDS (eg Design thinking and ARMS accred) • Re-implemented Performance Assessment and quarterly discussions • Provided opportunities for staff to provide constructive input and feedback

  21. 12 MONTHS ON • Tweaked the RDS Org chart and line reporting in response to staff and customer feedback • Consolidated team approaches to provide a greater focus on the research customer • RDS team members present on College Research Committees • Learned from Service Review Forums/Surveys about customer needs and implementing new approaches • Enhanced end to end service delivery through increased clarity of roles and responsibilities of RDS staff • Increased awareness by researchers of service and support offerings • Implementation of Research Activate; Researcher Induction and other Training and Development courses – >58 training courses to be held in 2019 • Productive relationships with all portfolios involved in research support and services

  22. 12 MONTHS ON • Developed an RDS Annual Operating Plan for guidance about goals and objectives • Based on a balanced scorecard approach • A productive RDS team with a greater sense of purpose inproactively providing research services and support which are valued

  23. WHATS NEXT? • Reimaging the Research Ecosystem at Flinders University • Implementation of new tools including: 1. Research management system – ResearchNow (Pure by Elesevier) 2. ResearchNow – Ethics (Infonetica) • Process redesign for ethics; grants; contracts; data reporting ect • Refine the value proposition for service and support for the research community • Prepare for the next phase of continuous improvement……

  24. Thankyou and Questions

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