Tertiary Education Management Conference 2006

Cultural change in a time-poor environment

A Hanlon

Cultural change in a time poor environment

Cultural change in a time poor environment

Tertiary Education Management Conference

August 2006

Tertiary Education Management Conference

August 2006

Audit is a gap analysisAudit is a gap analysis

Responding to audit recommendations within the context of developing a pro-active management framework to guide continual department-wide performance improvements

Our focus is ISO9000 accreditation Continual improvement ensures that

procedures will not fall behind acceptable standards again

Responding to audit recommendations within the context of developing a pro-active management framework to guide continual department-wide performance improvements

Our focus is ISO9000 accreditation Continual improvement ensures that

procedures will not fall behind acceptable standards again

Quality management & audit response (QM & AR)

project

Quality management & audit response (QM & AR)

projectPrioritised support to operational

areas that would in turn enable outcomes that “counted” as results with respect to audit response

Priorities are flexible, negotiable and reviewed regularly

FM management group is the sponsor

Prioritised support to operational areas that would in turn enable outcomes that “counted” as results with respect to audit response

Priorities are flexible, negotiable and reviewed regularly

FM management group is the sponsor

QM & AR project approachQM & AR project approach

FM operates 24 hours a day, 7 days a week and 365 days per year

Staff are utterly outcomes content focused, often to the detriment of management systems / accountabilities

Require simple, small and immediate steps to change

Less intimidating, less effort leads to less resistance

FM operates 24 hours a day, 7 days a week and 365 days per year

Staff are utterly outcomes content focused, often to the detriment of management systems / accountabilities

Require simple, small and immediate steps to change

Less intimidating, less effort leads to less resistance

Project set upProject set up

245 audit recommendations Break up into useful “chunks” Recommendations grouped into

functional and/or compliance areas 22 project area/chunks in all

Are you insane??!!?

245 audit recommendations Break up into useful “chunks” Recommendations grouped into

functional and/or compliance areas 22 project area/chunks in all

Are you insane??!!?

3 stages of the project3 stages of the project

patch comply quality

Stage 1 Stage 2 Stage 3

PatchPatch Workflows are mapped (drawing) Significant compliance issues are

resolved asap That is, immediate actions are a band

aid solution, rather than a long-term ISO9000 compliant solution

Satellite systems and workflows are removed

Workflows are mapped (drawing) Significant compliance issues are

resolved asap That is, immediate actions are a band

aid solution, rather than a long-term ISO9000 compliant solution

Satellite systems and workflows are removed

ComplyComply

Comparison with other Uni procedures and policies

Research into legislative or regulatory requirements

Research into State government practices

Amend and build the “patched” system This stage is focused on policy levels Resolve inter-departmental issues

Comparison with other Uni procedures and policies

Research into legislative or regulatory requirements

Research into State government practices

Amend and build the “patched” system This stage is focused on policy levels Resolve inter-departmental issues

QualityQuality

Policies and procedures are evaluated

against ISO Quality standards

Development of a quality assurance policy

Preparation of internal quality audit

Final decision to proceed to ISO9001 levels

Policies and procedures are evaluated

against ISO Quality standards

Development of a quality assurance policy

Preparation of internal quality audit

Final decision to proceed to ISO9001 levels

Patch/comply/qualityPatch/comply/quality

Biggest and most immediate resultShifted the conversation (and

attitude) fromWhy do we have to do this?

to Are we in patch, comply or quality?

Biggest and most immediate resultShifted the conversation (and

attitude) fromWhy do we have to do this?

to Are we in patch, comply or quality?

What are the real tools for change?

What are the real tools for change?

Senior management ownership of the required

change

Senior management ownership of the required

changeWhat does that look like?That management remain convinced

of the requirement for change regardless of staff complaints, change resistance, sabotage and other forms of thrashing about

Benefit: No white-anting or back-peddling

What does that look like?That management remain convinced

of the requirement for change regardless of staff complaints, change resistance, sabotage and other forms of thrashing about

Benefit: No white-anting or back-peddling

A single authorisation point for policy and

strategy

A single authorisation point for policy and

strategyWhat does that mean?All staff required to submit policy,

operational plans and other plans of management or strategy documents for approval

Benefit: Reality check! Cohesiveness. Communications point

What does that mean?All staff required to submit policy,

operational plans and other plans of management or strategy documents for approval

Benefit: Reality check! Cohesiveness. Communications point

Common languageCommon language

What does that mean?Phrases that often mean different

things:Business case, policy, procedure,

form, minor works, major works, small project, medium project, large project, etc.

Benefit: have the same conversation

What does that mean?Phrases that often mean different

things:Business case, policy, procedure,

form, minor works, major works, small project, medium project, large project, etc.

Benefit: have the same conversation

Tolerance for ambiguityTolerance for ambiguity

Not knowing what the entire system / procedure will look like before making improvements

Requiring trust in each otherCreating space for mistakesBenefit: Being able to start.

Building a system that allows for individual judgment

Not knowing what the entire system / procedure will look like before making improvements

Requiring trust in each otherCreating space for mistakesBenefit: Being able to start.

Building a system that allows for individual judgment

Patience for resistant behavior

Patience for resistant behavior

Where staff support each others tolerance levels

Discussion and identification of “thrashing about” behaviour

Real management /team work supports each others weaknesses

Benefit: Creating and supporting a culture that allows us all to be human

Where staff support each others tolerance levels

Discussion and identification of “thrashing about” behaviour

Real management /team work supports each others weaknesses

Benefit: Creating and supporting a culture that allows us all to be human

Consistent clarity of roles and responsibilities cross

the organisation

Consistent clarity of roles and responsibilities cross

the organisation

Red / Black / BlueHow does that help us work

smarter?

Red / Black / BlueHow does that help us work

smarter?

Red / Black / Blue ~ A Shirlaws business modelRed / Black / Blue ~ A Shirlaws business model

“STRATEGY”

Business support

“CASH FLOW”

“COSTS”

Services / Products

Service production

Service Delivery

Clients

QM & AR project areasQM & AR project areas• Accounting• Change

Management• Code of Conduct• Complaints handling• COI Management

Plan• Contractor

management• Information

management & filing

• Inter-departmental advice

• Fleet • Fraud Control Plan• IT infrastructure

• Maintenance • Packaged works

contracts• Planning processes• Quality assurance

system• Restructures /

reporting lines• Risk management• SAM Process• Service Level

Agreements• Space Information• Staff management• Tender procedures

QM & AR project areasQM & AR project areas• Accounting• Change

Management• Code of Conduct• Complaints

handling• COI Management

Plan• Information

management & filing

• Fleet • IT infrastructure• Risk management• Services level

agreements• Space information• Staff management• Tender

procedures

• Fraud Control Plan

• Inter-departmental advice

• Quality assurance system

• Restructures / reporting lines

• SAM Process

• Contractor management

• Maintenance • Planning

processes

Immediate use for R/B/BImmediate use for R/B/B

List of things to doColor code themThen do one black, one blue and

one red (and repeat)

List of things to doColor code themThen do one black, one blue and

one red (and repeat)

More change at UNSWMore change at UNSW

Paper’s have reported huge numbers of voluntary redundancies at UNSW

Requirement to tighten our beltsAll these tools are re-usable in the

new context

Paper’s have reported huge numbers of voluntary redundancies at UNSW

Requirement to tighten our beltsAll these tools are re-usable in the

new context

thanks for having me!thanks for having me!

questions?questions?

Tertiary Education Management Conference 2006

Lunch

Please reconvene at 2pm on Level 3, Ballroom A/ Ante (adjacent to the Trade Exhibition)