Background
The client’s original faculty structure was put in place in the early part of 2008 following a number of previous restructures. Although the organisation charts were formulated, the people resource did not necessarily move to reflect the new structures leaving some gaps in terms of people and process roles and responsibilities.
The client wanted the relevant end to end processes reviewed and recommendations for the ‘to be’ processes. In addition, the client wanted a new administration structure defined.
In addition to the original scope, we were asked to take on the role of interim managers to support the teams in the period where they had no leadership in place and to manage an amnesty of outstanding work to ensure that the University delivered its service requirements to stakeholders and customers.
Finally, the scope was extended to include development, management and delivery of an action plan that addressed all of the administrative issues that impacted on the University’s key customers (the NHS Trusts) to ensure that the service that the customers were getting was efficient.
What we did
In parallel, we assessed the existing faculty structure, identified issues with the structure and conducted an end-to-end review of the administrative support services for the faculty using interactive walk-through sessions with the teams.
Before starting we developed and implementation a stakeholder management and engagement plan that identified all stakeholders involved at each stage of the processes.
We identified and documented pain points and resulting change initiatives in each process that would need to be resolved/delivered prior to the introduction of a new end to end process.
We designed the future process and structure based on roles required to operate the new process and reporting lines. Through this whole process, stakeholders were involved to give feedback and support for the development of the revised processes and structure.
We put in place a robust communication plan to communicate the reasons for the changes and also benefits of the change and to involve stakeholders in the change journey.
We conducted a training needs analysis to identify training required and delivered a range to training interventions to upskill the Leaders and teams.
We helped support implementation of the new structure and processes and designed the metrics for monitoring and evaluation of the change.
We led a 3 month post implementation review.
The Result
The client reduced their headcount by 18 heads. Productivity increased, in terms of student’s requests being met within a 5 hour window, by 20% and at the post implementation review the client told us that decision making and resource allocation had also improved.