Reviewing Traditional Practices in a Global Context Jacob Waitere | BA ANZIM Area Manager (Residential Experience) | The University of Auckland President | NZ Association of Tertiary Education Accommodation Professionals

Presentation outline: Introduction Tertiary Education in NZ The University of Auckland Organisational Change Original state Catalyst for change New state Change management – ADKAR Questions Session aims: Inform | Provoke thought | Reflect

My Journey so far…

Tertiary Education in NZ Tertiary education in NZ is provided by universities, institutes of technology & polytechnics, private training establishments, industry training organisations, and wānanga. First University – University of Otago, founded 1869 University of New Zealand from 1874-1961 Currently 8 Universities in NZ, this is now capped Funding is through combination of government subsidies and student fees Churches established first student accommodation, has evolved to not-for profit trusts, university administered and private companies. Since 1990 professionalization of student accommodation profession began and a switch from the ‘Oxbridge’ style to what we see today.

The University of Auckland “A research-led, international university, recognised for excellence in teaching, learning, research, creative work, and administration, for the significance of its contributions to the advancement of knowledge and its commitment to serve its local, national and international communities.” Founded in 1883 8 Faculties Over 40, 000 students 10, 000 graduates yearly Over 5000 staff 5 campuses Ranked 82nd in the World by QS rankings

Campus Life | Accommodation Our Campus Life Mission: Campus Life is a Service Division that supports an engaging and inclusive campus experience for students at the University of Auckland. Our Campus Life Values: Innovation, Integrity, Engagement, Vibrancy, Support Our Accommodation Vision: To establish a community which promotes Hauora (Wellbeing) and enables ALL to reach their full potential. Accommodation beds: Currently 1400ish in Halls of Residence Currently 1600ish in University Flats & Apartments

Organisational Change Organisational change is about reviewing and modifying management structures and business processes.

2011 Staffing structure 1385 Beds Heavy ‘head office’ General Manager Finance & Assets Manager Buildings Manager Maintenance Officer Property & Assets Administrator Financial Accountant Financial Assistant Service Delivery Manager Head of Hall Assistant Head of Hall Residential Supervisor Residential Assistants Marketing & Liaison Manager Accommodation Coordinator Application Coordinator Accommodation Advisor Accommodation Administrator 1385 Beds Heavy ‘head office’ Internal finance & property Inconsistent exprience

2011 Operating model Financial Services Finance Policy and Practice Applications and Marketing Buildings Management Property Services Hall Silo Academic Support Hall Silo Traditional events Hall Silo Wellbeing support Campus Life

Identifying a need… catalyst for change University service division restructuring occurred Belief in an integrated University service model Accommodation beds are growing at a rapid rate Expensive staffing structure for the number of beds Top heavy Increased comparison with other University competitors Inconsistency in residential experience in each hall Dependent on individual vision of Head of Hall Disparity in level of services to students

Growth

Where did the Residential Experience sit? Resident Satisfaction Educational

Global inspiration What structures provide the most consistent experience and services for our students? USA – Housing and Residence Life model – Student affairs Australia – Rapid growth in beds, and many P3 partnerships UK – Redefining traditional ‘Oxbridge’ style NZ – Focus on special character of the base city. Accommodation admission leads to student accepting offer of study

Kiwi traditional expectations Want a unique hall environment – especially in first year Pastoral care expectations – “who is the individual looking after my child?” Social media – students more aware what is happening in other NZ Accommodation Used to the model of a “head/principal”

2017 Staffing structure 2983 Beds Portfolio style of management Associate Director (Accommodation) Area Manager (Facilities & Ops) Buildings Manager Maintenance Officer x2 Resident Manager x3 Resident Advisors Area Administrators x2 Area Officers x2 Area Manager (Residential Experience) Resident Coordinator x2 Area Administrator x2 Area Assistant Area Officer x2 Manager - Accommodation Solutions Functional Analyst Accommodation Coordinator Advisor – External Accommodation Accommodation Administrator 2983 Beds Portfolio style of management P3 relationships Resident Managers for each property Move to an integrated University approach

2017 Operating model Financial Services Accommodation Strategy Advice, suppt Applications, Advisory and Marketing CAPEX, Devp. Property Services Facilities & Operations Strategy Security Residential Experience Strategy Call centre Student Information Local delivery in Hall/Area Local delivery in Hall/Area Campus Life Engagement Commercial Strategic

Where did we want the Residential Experience to sit? Resident Satisfaction Educational

Changes to the RA role Pre 2013 - Focus on Event creation and facilitation - Hired incredibly social individuals Post 2014 RAs are first “Academic role models” who focus on wellbeing and care of students Hired ‘academically able’ individuals Focus on wanting to organise events replaced with desire to connect with students

Creation of Area Officer role Focus One: Emergency call support Focus Two: Research best practice for one of the following areas: Engagement Opportunities Wellbeing Initiatives Academic Support Focus Three: Support the Area Manager in the smooth running of the area

Change Management - ADKAR ADKAR outlines the individual’s successful journey through change. Each step of the model also naturally fits into the typical activities associated with change management. Awareness of the business reasons for change. Awareness is the goal/outcome of early communications related to an organizational change Desire to engage and participate in the change. Desire is the goal/outcome of sponsorship and resistance management Knowledge about how to change. Knowledge is the goal/outcome of training and coaching Ability to realize or implement the change at the required performance level. Ability is the goal/outcome of additional coaching, practice and time Reinforcement to ensure change sticks. Reinforcement is the goal/outcome of adoption measurement, corrective action and recognition of successful change

Questions?

Thank you. For more information email: j.waitere@auckland.ac.nz