division of finance & resources 2019 divisional plan...division of finance & resources –...

Division of Finance

& Resources

2019 Divisional Plan

Division of Finance & Resources – 2019 Divisional Plan | 2


Contents

Vice-President’s Preface .................................................................................... 8

Visions, Missions & Objective ............................................................................ 9

Western Sydney University ................................................................................................................. 9

Division of Finance & Resources ......................................................................................................... 9

Division of Finance & Resources ....................................................................... 11

Alignment with the Strategic Plan .................................................................................................... 13

Strategic Priorities ............................................................................................................................. 14

Western Growth ........................................................................................................................... 14

Commercial Alliances .................................................................................................................... 15

Endowment Fund .......................................................................................................................... 16

Budget ............................................................................................................................................... 17

Division of Finance & Resources Portfolio Summaries .................................... 18

Office of the Vice-President (Finance & Resources) ......................................................................... 18

2018 Key Achievements ................................................................................................................ 18

Information Technology and Digital Services ................................................................................... 18


Office of Estate and Commercial ...................................................................................................... 19


Office of Financial Operations .......................................................................................................... 20


Project Management Office .............................................................................................................. 21


Strategic Procurement and Services ................................................................................................. 21


Office of the Vice-President (Finance & Resources): 2019 Portfolio Plan ......... 23

Executive Summary ........................................................................................................................... 25

Our Operations ................................................................................................................................. 25

2018 Year in Review .......................................................................................................................... 26

Stakeholder Xchange Project ........................................................................................................ 26

2019 Year Ahead ............................................................................................................................... 29

Decadal Planning ............................................................................................................................... 30

Risk Management ............................................................................................................................. 31

Information Technology & Digital Services: 2019 Portfolio Plan ...................... 33



Our Purpose .................................................................................................................................. 36

Our Vision ...................................................................................................................................... 36

Our Service Promise and Values ................................................................................................... 36

Our Operations ................................................................................................................................. 36

Office of the Chief Information and Digital Officer (CIDO) ........................................................... 37

Academic and Campus Experience (ACE) ..................................................................................... 37

Digital Strategy, Security and Risk (DSSR) ..................................................................................... 37

IT Operations ................................................................................................................................. 37

Service Delivery and Improvement (SDI) ...................................................................................... 37

Solution and Project Services (SPS) ............................................................................................... 37

2018 Year in Review .......................................................................................................................... 38

Future Now: Securing Digital Success ............................................................................................... 38

2019 Year Ahead ............................................................................................................................... 39


Risk Management ............................................................................................................................. 41

Office of Estate & Commercial: 2019 Portfolio Plan ......................................... 43


Our Operations ................................................................................................................................. 46

2018 Year in Review .......................................................................................................................... 47

Western Growth ............................................................................................................................... 49

2019 Year Ahead ............................................................................................................................... 53

Estate Master Planning and Strategy ............................................................................................ 53

Environmental Sustainability ........................................................................................................ 53

Infrastructure Services .................................................................................................................. 53

Commercial Development, Services & Governance ..................................................................... 54

Corporate Finance and Business Modelling .................................................................................. 54


Risk Management ............................................................................................................................. 58

Financial Operations: 2019 Portfolio Plan ....................................................... 61


Our Operations ................................................................................................................................. 65

Core Financial Responsibilities & Compliance (Theme 1) ............................................................. 67

Business Partnering (Theme 2) ..................................................................................................... 67

Innovation & Efficiency (Theme 3) ................................................................................................ 67

Service Excellence & Financial Sustainability (Theme 4) .............................................................. 67

2018 Year in Review .......................................................................................................................... 67


2019 Year Ahead ............................................................................................................................... 68

Annual Accounts/Annual Report .................................................................................................. 68

Budget and Quarterly Forecasting ................................................................................................ 68

Financial Controls and Governance .............................................................................................. 69

Financial Operations Processing ................................................................................................... 69

Manage Investment Funds and Treasury Function ...................................................................... 69

Monthly Management reports ..................................................................................................... 70

Cost Structure Modeling and Reporting ....................................................................................... 70

Major Projects - Current & Future .................................................................................................... 70

Management Accounting .............................................................................................................. 70

Treasury ........................................................................................................................................ 70

Financial Operations ..................................................................................................................... 70


System development .................................................................................................................... 71

Process improvements .................................................................................................................. 71

People ........................................................................................................................................... 71

Financial Support .......................................................................................................................... 72

Treasury ........................................................................................................................................ 72

Sector & Best Practice Benchmarking ........................................................................................... 72

Engagement .................................................................................................................................. 72

Risk Management ............................................................................................................................. 72

Project Management Office: 2019 Portfolio Plan.............................................. 75


Our Operations ................................................................................................................................. 78

2018 Year in Review .......................................................................................................................... 79

2019 Year Ahead ............................................................................................................................... 80

PMO Strategic Principles ................................................................................................................... 82

Strategic Outcomes ........................................................................................................................... 83

Key Success Factors ........................................................................................................................... 84


Risk Management ............................................................................................................................. 85

Strategic Procurement & Services: 2019 Portfolio Plan .................................... 87


Our Operations ................................................................................................................................. 89

2018 Year in Review .......................................................................................................................... 90

2019 Year Ahead ............................................................................................................................... 90


People ........................................................................................................................................... 90

Financial ........................................................................................................................................ 91

Performance ................................................................................................................................. 91

Category Management ................................................................................................................. 91

Operations Team........................................................................................................................... 91

Procurement Team ....................................................................................................................... 92


Risk Management ............................................................................................................................. 92

List of Figures

Figure 1.1 – Division of Finance and Resources Functional Responsibilities……………………………………..11

Figure 1.2 – Division of Finance and Resources Organisational Structure…………………………………………12

Figure 1.3 –Western Sydney University Strategic Plan: Securing Success 2018-2020……………………….13

Figure 2.1 – Office of the Vice-President (Finance & Resources) Organisational Structure……………….25

Figure 2.2 – Stakeholder Xchange Project………………………………………………………………………………………..27

Figure 3.1 – Information Technology and Digital Services Directorate……………………………………………..35

Figure 3.2 – Information Technology & Digital Services Values………………………………………………………..36

Figure 4.1 – Office of Estate and Commercial Directorate………………………………………………………………..45

Figure 4.2 – Western Growth Governance Structure……………………………………………………………………….52

Figure 4.3 – Asset Monetisation Strategy…………………………………………………………………………………………57

Figure 5.1 – Office of Finance Organisational Structure……………………………………………………………………63

Figure 5.2 – Financial Framework…………………………………………………………………………………………………….64

Figure 5.3 – Strategic Themes………………………………………………………………………………………………………….66

Figure 6.1 – Project Management Office Model………………………………………………………………………………77

Figure 6.2 – Project Management Office Organisational Chart…………………………………………………………78

Figure 7.1 – Office of Strategic Procurement & Services Organisational Chart…………………………………90


List of Tables

Table 1.1 – 2019 Divisional Budget…………………………………………………………………………………………………..17

Table 4.1 – Office of Estate and Commercial: Risk Management……………………………………………………..58

Table 5.1 – Functional Responsibilities…………………………………………………………………………………………….66

Table 5.2 – Functional Outlook………………………………………………………………………………………………………..74

Table 6.1 – Key Functions…………………………………………………………………………………………………………………79

Table 6.2 – Strategic Principles…………………………………………………………………………………………………………82

Table 6.3 – Strategic Outcomes……………………………………………………………………………………………………….83

Table 6.4 – Risk Management…………………………………………………………………………………….......................85


Vice-President’s Preface It gives me great pleasure to introduce to you the Division of Finance and Resources 2019 Divisional Plan. Divisional Plan 2019 has evolved through the review of the priorities and achievements presented in the 2018 Divisional Plan, and has been generated in close connection with both the University's focus on Decadal Planning and the rapidly changing context in which the University operates. In alignment with the wider strategic context of the University, the 2019 Divisional Plan builds on the Division of Finance and Resources significant achievements for 2018. Additionally, the 2019 Divisional Plan presents the strategic goals and objectives for the Division of Finance and Resources, for 2019 and beyond. An emphasis has been placed on Decadal Planning, which has not been included in previous Divisional Plans. Through detailed individual portfolio plans, the 2019 Divisional Plan also outlines how the five business units within the Division intend to align their activities to deliver on the University’s strategic plan, and how these contribute to the delivery of Securing Success.

Furthermore, the Divisional Plan 2019 prepares the Division of Finance and Resources for the rapid growth within the Western Sydney region, and the next wave of sector-wide change in higher education. We have been on a trajectory of steady improvement over the past year and as a Division, we can be proud of all that has been achieved this year and are very optimistic about the future. It is an exciting time to be part of Western Sydney University, especially, the Division of Finance and Resources, and I’d like to express my acknowledgement to all members of the Division that contributed to the Divisional Plan for 2019.

Peter I. Pickering

Vice President (Finance and Resources)


Visions, Missions & Objective

Western Sydney University

Being one of Australia’s largest and most dynamic universities, Western Sydney University now has a student

population approaching 45,000 and 3,300 members of staff. As a rapidly growing institution with a geographic

footprint across one of the nation’s most important economic and culturally diverse metropolitan regions, Western

Sydney University’s Vision is to:

The University’s vision articulates three critical priorities: student success, innovation and discovery, and

commitment to the Greater Western Sydney region, which all link to the broader Mission of the University to:

The University is both extending its commitment to, and moving beyond its role as an anchor institution and leading

advocate and champion for Western Sydney, becoming a thought leader for Western Sydney. Further, the University

intends to increase its capacity to be adaptable and able to respond to new opportunities and challenges, be

accessible and responsive to shifting student demand and changing community expectations, and be increasingly

internationally engaged through strong and sustained academic and research partnerships.

Division of Finance & Resources

The Division of Finance and Resources is a key Division within Western Sydney University, and shares the University’s

Vision to:

Aligned with the University’s Mission, the Division of Finance and Resources has a more defined and focused

Mission, which is fittingly appropriate for the Finance and Resources Division. The Division’s Mission is to:

“…secure success for our students and the Greater Western Sydney region through innovation and discovery in

a dynamic and technology- enabled world.”

“…be a university of international standing and outlook, achieving excellence through scholarship, teaching,

learning, research and service to regional and international communities, beginning with the people of Greater

Western Sydney.”

“…secure success for our students and the Greater Western Sydney region through innovation and discovery in

a dynamic and technology- enabled world.”

“…lead the transformation of the University into an efficient, competitive and financially sustainable institution

with the resources and capacity to deliver its strategic objectives.”


The Division of Finance and Resources has one main Objective, which is to:

Although refined for the Division, the Division of Finance and Resources’ Vision, Mission and Objective closely align,

and were a product of, both the Vision and Mission presented for the wider University.

“…contribute to the increased efficiency, sustainability and organisational strength of the University through the delivery of projects, new business models, processes and governance

protocols that leverage the University’s assets to develop new income streams and deliver a competitive advantage in a highly competitive market.”


Division of Finance & Resources

The Division of Finance and Resources provides strategic direction and oversight on the University’s financial activities including financial and operational planning, commercial arrangements and opportunities, investments and the utilisation of building and land assets. Focussed on improving the commercial success of Western Sydney University (the ‘University’) as well as improved service and efficiency, the Division does this through implementing leading technology solutions, enhanced project management capability, strategic sourcing solutions and future thinking real estate solutions across the University.

As a key University Division, with over 337 staff, resources are located centrally at Hawkesbury Campus and

frequently move between all of the University Campuses. Encompassing Information Technology and Digital Services,

Office of Estate and Commercial, Office of Finance Operations, Project Management Office and Strategic

Procurement and Services our scope is wide reaching. The Division underpins the University’s success via enabling

core business support functionality and developing innovative solutions to allow the University’s fiscal, commercial

and operational model to evolve and continue to be leading edge. Functional responsibilities within the Division are

represented in Figure 1.1.

Figure 1.1 – Division of Finance and Resources Functional Responsibilities

During 2018, there has been further work to embed and further refine the impact of the shared services

implementation which saw the creation of Strategic Sourcing Services and the Project Management Office, as well as

the absorption of a number of related activities and resources from across the University into various business units

within the Division. Teams have settled into their new areas and work has commenced on refinement of ways of

working and operational processes to assist with further realising the benefits of the realignment.


Our five business units work together to cohesively deliver their portfolio of services supported by the Office of the

Vice President. Our ultimate aim being, to ensure that the financial and operational planning, strategy and

performance of the University is optimised.

Through facilitating a strategic approach to planning, development and ongoing maintenance of the University’s built

infrastructure, properties and commercial activities, and providing leadership in project management capability,

along with driving transformational outcomes and acting as a catalyst for change, the Division enhances the

University’s capability and potential.

Management of the University 's annual budget process including capital funding, developing appropriate financial

policies and monitoring, advising and reporting on the financial health of the University including its controlled and

associated entities, is part of the Division’s responsibility. Also, the Division’s is focussed on advancing the use of

digital and emerging technologies to assist with enhancing the student experience, and benefit teaching, learning

and research. Critical procurement support, such as ensuring that goods and services obtained by the University are

sourced in an expeditious and economic manner, and in accordance with operational and legislative requirements is

also our focus.

Overall, the Vice-President (Finance and Resources) and his team sponsor a series of initiatives across the Division,

helping the University achieve optimal financial and commercial sustainability into the future. The following diagram

illustrates the organisational structure of the Division of Finance and Resources (see Figure 1.2).

Figure 1.2 – Division of Finance and Resources Organisational Structure


Alignment with the Strategic Plan

In the current regulatory environment, and with increasing competition in an evolving market, the University faces

significant financial, commercial and infrastructure challenges as we further our transformation into a globally

recognised, student-centred institution. In addition to its core objective of being distinctively student- centred, the

University renews its commitment as an anchor institution and key contributor to civil society and to the

development and well-being of the University’s Sydney community.

Securing Success represents the strategic goals and objectives of the University as it builds upon significant

achievements, and positions itself for rapid growth in the region together with the next wave of sector-wide change

in higher education. The key focus areas and how they collectively work to secure the University’s success are shown

in Figure 1.3 (Western Sydney University Strategic Plan: Securing Success 2018-2020).

Figure 1.3 – Western Sydney University Strategic Plan: Securing Success 2018-2020

There are six strategic objectives identified to secure the University's success:

1. Student-centredness that integrates academic and professional opportunity with personal support;

2. Ambition as a vibrant research-led university with regional, national and global impact;

3. Aspiration to provide a research informed learning experience that is innovative, flexible and responsive;

4. Strategic intent to expand international reach and reputation;

5. Commitment as an anchor institution and champion for Greater Western Sydney; and,

6. Commitment to a dynamic and innovative culture that secures success.

Linked to the University’s updated Securing Success 2018-2020 Strategic Plan, this 2019 Divisional plan intends to

outline how the Division of Finance & Resources will support the University in achieving its strategic objectives in

2019 and beyond.


Strategic Priorities

With Commonwealth funding and policy uncertainty, along with national and international volatility continuing to be

a major strategic concern, the University continues to maintain a conservative and risk-adverse approach to budgets

and operating. In light of this, the baseline for planning for the University has been undertaken assuming minimal

change to the current legislated environment. Although not anticipated, there may be some impacts associated with

areas such as Research and Higher Education Participation and Partnerships Programs, which will require further

consideration and management by the University.

Despite the significant challenges, the University has responded appropriately to emerging sectoral trends with

growth initiatives, including Western Growth, 21st Century Curriculum Renewal Project and intensified emphasis on

international expansion, alongside consolidation schemes, for example the shared services program which identified

opportunities for amalgamating services through consolidation of business processes and functions for more

effective and efficient business support. At the commencement of the amalgamation in late 2016, it was anticipated

that the significant variability in the quality of business practices across the University would be better managed and

improved through standardised operating models across Schools and Divisions. For the Division of Finance and

Resources, the results from the 2018 MyVoice survey validated this expectation.

Positioning the University as an anchor institution in Western Sydney continues to open new pathways for revenue

and growth. As a distinctively student-centred university, the Division of Finance and Resources continues to place

students at the forefront of all decisions. A multi-campus institution, geographically positioned throughout Greater

Western Sydney, the University is well placed to create new education and research facilities that are aligned with

the University's Strategic Plan and the Western Growth strategy.

Western Growth

Establishing a presence at Sydney Olympic Park, Homebush (2016), and with the opening of the Peter Shergold

Building in the Parramatta CBD (2017) and Liverpool CBD (2018), Western Growth continues to establish more state-

of-the-art learning, teaching and research facilities within Western Sydney’s emerging CBDs. The strategic positioning

of the Bankstown CBD campus (expected opening, 2022), the major refurbishment of Building J and Building O

(research and engineering facilities) Westmead, and the new Commercial/Retail development at Westmead, aim to

significantly improve educational outcomes and research within Australia’s fastest growing region. This will enable

the University to further strengthen competitive positioning within the western growth corridor. Through these

activities, the University is increasing its accessibility and therefore competitiveness in the domestic student market.

Also, the financial stability afforded by the repurposing of non-core campus sites will enhance the University

Endowment and provide further funds for learning, teaching and research.

The Western Growth strategy involves the optimal utilisation of current infrastructure, including adaptive reuse of

buildings to satisfy space demands arising from projected growth. Careful consideration of the best use of campus

and estate assets presents potential development opportunities, with examples including the Westmead Campus

Redevelopment Project and Cadden’s Corner at Werrington. To support these development works, the University

may borrow money in order to invest, create new revenue streams and maximise future financial returns on assets

and investments. Fundamentally, this will facilitate greater ongoing investment in the University’s core learning,

teaching and research imperatives.


Commercial Alliances

Evolving from the overall program of Western Growth is the enhanced focus on the development of strategic

partnerships and joint programs, with the aim of leveraging the University’s key strengths. Such partnerships have

enhanced cross-collaboration for the purpose of servicing the Western Sydney community as well as enabled the

attraction of a growing proportion of international students. Three significant strategic partnerships that are

currently developing are elaborated below.

Engineering Innovation Hub

In October 2018, a strategic alliance was announced between the University of New South Wales (UNSW) and the

University who will partner to create an Engineering Innovation Hub. This will be a state-of-the-art facility, located in

the hearth of Parramatta CBD’s emerging education precinct in Hassall street, adjacent to the Parramatta Transport

Interchange and approximately 300 metres from the University’s Peter Shergold Building at 1 Parramatta Square.

The Engineering Innovation Hub is expected to open at the beginning of 2021 and will accelerate the University’s

position and offerings in engineering.

Sports Centre of Excellence

In connection with the NSW Institute of Sport and the University of Canberra, the University has committed to

combine resources and create a globally recognised Centre of Excellence at Sydney Olympic Park. The Centre of

Excellence aims to offer and showcase elite athlete and exemplary student programs associated with: national and

international sports; sports education, research and management; health sciences; and sports medicine. Although

the University’s College already has a presence at Sydney Olympic Park, the University is seeking to expand its

footprint, future-proof its presence and bring internationally recognised excellence in sport to NSW and Australia’s

fastest growing region. This collaborative partnership comfortably aligns with the University’s strategic plan

(Securing Success 2018-2020) to:

Create new education and research facilities;

Produce globally competitive research outcomes with regional impact and relevance;

Develop campus precincts that connect with community and industry partners; and

Be a research-led university with regional national and global impact.

Although there is a preferred site identified for the Centre of Excellence, the exact location is yet to be determined.

The Centre of Excellence is expected to open at the beginning of 2023.

Multiversity

Along with the University of Newcastle, UNSW and the University of Wollongong, the University will join forces to

deliver a world-class higher education and research presence in Western Sydney. Located in the heart of the new

Western Sydney Aerotropolis, the ‘multiversity’ will specialise in STEM (science, technology, engineering and

mathematics) and be part of the Aerotropolis precinct at Badgerys Creek. By leveraging the expertise of these four

institutions, it is expected that students, employees and the wider community will have unparalleled access to

innovative teaching and research. A Statement of Intent has been signed with the NSW government to deliver the

new higher education institution.


Endowment Fund

To ensure the proceeds from Western Growth (and other significant commercial activities) are utilised for the long

term interests of the University, the establishment and management of the University Endowment is essential. The

strategic priorities for the Division of Finance and Resources for 2019 and beyond are closely aligned with both the

Western Growth strategy and the investment and management of the University Endowment.

The University’s current inverse relationship between revenue and costs is not financially sustainable. Whilst the

University has reduced its cost base through the Shared Services program and will increase University Endowment

through Western Growth, strategic funding to areas that not only improve the University’s reputation and student

experience, but deliver either revenue or cost curve improvements, must be the priority. Employment costs continue

to grow and the University must continue to focus on improving efficiency and lifting productivity across its activities.

Overall, the 2019 Divisional Plan will outline key achievements in 2018, set out priorities for 2019 and define how

each area of the Division will align their activities to deliver on the University’s strategic plan. This is comprehensively

detailed in the individual portfolio plans, set out in this document and will also outline the organisational structures,

the baseline operational activities and required initiatives in contributing to this purpose.


Budget

The 2019 budget for the Division of Finance and Resources is tabulated below (see Table 1.1).

Table 1.1 – 2019 Divisional Budget

2019

FINANCE AND RESOURCES Budget

Q3

Forecast Budget

$'000 $'000 $'000

Operating Expenditure (all funding sources)

Office of VP Finance and Resources 2,629 1,861 2,435

Project Management Office 2,271 2,271 2,486

Financial Operations 11,122 10,999 12,089

Information Technology and Digital Services 51,888 56,399 56,361

Office of Estate and Commercial 78,103 78,617 86,065

Strategic Procurement 2,438 2,554 2,948

TOTAL 148,451 152,702 162,384

% of Total University Operating Expenditure 19% 19% 19%

Capital Expenditure (all funding sources)

OEC Capital Program 24,080 127,256 39,033

Information Technology and Digital Services 23,015 13,300 19,595

Other (minor across the division) 24 78 78

Sub Total Capital Expenditure 47,119 140,634 58,706

Property Development 59,254 41,890 113,691

TOTAL 106,373 182,524 172,397

Property Development Operating costs 29,746 69,177 19,843

TOTAL EXPENDITURE UNDER MANAGEMENT 284,570 404,403 354,624

% of Total University Expenditure (Operating and Capital) 30% 38% 33%

2018

FY Total

(1) 2018 Q3 Forecast includes $106.009m relating to the reinstatement of land and buildings as a result of the new student

accommodation arrangement with CLV.

1


Division of Finance & Resources Portfolio Summaries

Office of the Vice-President (Finance & Resources)

The OVPFR is responsible for the University’s overall planning, strategy, policy and accountability in relation to

finance, information technology, entities, estate and commercial, project management and procurement functions.

The OVPFR works to ensure that performance is optimised in support of the Division and University’s strategic

priorities.

2018 Key Achievements

In 2018, there was a constant shift in priorities to align to activities across the Division and the broader University.

Besides an overall focus to lift the profile of the Division, other key focus areas for the OVPFR during 2018 were and

continue to be:

Oversight, leadership and cross-university coordination of the Western Growth Program including strategy,

development, governance, planning and execution;

Strategic leadership across the University and the Division, including Decadal planning activities;

Governance of the University and the Division via participation in BOT /BOT Sub Committees/SEG/Executive /

SET /Divisional Management;

Senior staff development participation and facilitation;

Fiscal management and financial control oversight of the University;

Risk management of Divisional and cross University risks;

Campus Leadership through Provost role;

Divisional organisational optimisation; and,

Cross University engagement enhancement through the establishment of the Stakeholder Xchange Project.

Information Technology and Digital Services

The purpose of Information Technology and Digital Services (ITDS) is to advance the use of digital technologies, serving the needs of the Western Sydney University community with student experience, learning, teaching and research as the focus.


In 2018, ITDS delivered a number of projects addressing key strategic objectives, with notable achievements including:

Implementation of a new Video Management System for Teaching Capture and other uses. In one Semester, it captured 8,500 recordings and delivered over 200,000 views, making content available anywhere, anytime;

Migration of all on premise research workloads to the Intersect Research Cloud, providing much better compute and storage systems performance;

Upgrades to core systems including the Learning Management System (Blackboard), Records Management (TRIM) and Service Management (Service Now), so that we maintain our approach of being consistently contemporary;


Integration of external provider systems from Navitas and Online Education Services with WSU platforms, improving workflows and establishing a reusable approach;

Establishment of over 550 workloads on the recently commissioned Managed Private Cloud, comprising both newly built environments and those which have been migrated from legacy infrastructure, establishing a more robust and scalable platform for WSU information systems;

Implementation of the new Integrated Workspace and Management System to support the work of OEC, due in December, replacing the legacy Archibus system and transforming business processes; and,

Introduction and implementation of an ITDS Risk Management process which assists in protecting our

information assets, minimising uncertainty and informing better decisions.

In addition, significant progress has been made on our two major transformation initiatives – the Student Management Systems replacement (Ellucian) and the new Research Management System. Both of these projects are expected to achieve major milestones in 2019. Given the importance of digitalisation and transformation combined with the rate of change in the modern world, ITDS has during the year been working on redefining itself strategically, structurally and culturally to ensure it maintains relevance well into the future.

Office of Estate and Commercial

The Office of Estate and Commercial (OEC) facilitates a strategic approach to planning, development and ongoing

maintenance of the University’s built infrastructure, properties and commercial activities.


A summary of OEC’s Key achievements for 2018 include:

Westmead Campus Redevelopment Project - Final settlement for Lot 4 was achieved in January and the

University received $50m;

Westmead Commercial Development - Following approval by the Board of Trustees to secure a joint venture

development partner for Lots 2 and 3, negotiations continued through 2018 with Charter Hall. Development

documents have been executed and planning is underway. A Functional Brief process has been undertaken

to plan for the University’s space within the Lot 2 development and more broadly the University’s presence

at Westmead. This involves MARCS, THRI, and Schools of Health and Science, Nursing and Midwifery and

Social Science and Psychology;

Bankstown City Campus – Key terms with Canterbury Bankstown Council have been agreed to progress the

establishment of a campus on a site adjacent to Paul Keating Park, Bankstown;

Macarthur Heights Residential Development, Campbelltown - The delivery of the Macarthur Gardens

residential development comprising 950 lots in partnership between the University and Urban Growth NSW;

Werrington Estate Master Plan - progress on master planning for the Werrington Estate including technical

assessments and development staging plan;

Werrington Retail Centre - Development application has been lodged with Council and due for approval in

quarter 4 2018;

Engineering Innovation Hub - A joint venture arrangement has been finalised with Charter Hall for the

development of an Innovation Hub at 6 Hassall St Parramatta. The land purchase was executed on 31 August;


Milperra Divestment – Following the Expressions of Interest (EOI) and Request for Proposal (RFP) processes

undertaken, a recommendation to enter negotiations with the preferred proponent for a joint venture

arrangement has been approved; progressed discussion with an adjoining school for future opportunities;

Liverpool – successful delivery of the Liverpool City campus including negotiation of a commercial settlement

with the landlord;

CLV buy back - negotiations on purchase of original student accommodation management rights were

completed in June;

Blacktown Campus Planning - Ongoing management of planning activities associated with

Blacktown/Nirimba Campus including transfers process to enable implementation of Community Title

arrangements;

Nirimba freehold sale - Following the successful rezoning to residential of a freehold parcel of land adjoining

the Nirimba Education Precinct in 2017, the Board of Trustees approved the sale lot in late 2017; and,

Sustainability initiatives have continued throughout 2018 (i.e. solar farm).

Office of Financial Operations

The Office of Financial Operations is responsible for University-wide financial policy advice, operational accounting,

taxation, financial reporting, financial planning and budgeting performance, financial systems and procedures,

management accounting services, insurance and corporate credit cards.


In 2018, the Office of Financial Operations delivered the following key achievements:

Implementation of the University’s Investment Strategy through consultation with the Finance & Investment

committee and Board of Trustees;

Appointment of Credit Rating Agency and progression to achievement of credit rating to support

development funding requirements of the Western Growth initiative;

Development of a long term 20-year financial forecast;

The successful delivery of the 2017 audited Annual Financial Statements that were unmodified and required

no post audit adjustments;

Development and finalisation of Travel & Expense SLA’s associated with the Shared Services Program;

Implementation of a dedicated TM1 Analyst focused on TM1 development to improve system efficiency,

mitigate risk, improve reporting and enhance user experience;

Provided a lead role in the Innovative Research Universities (IRU) Transparent Cost of Teaching reporting to

the federal government;

Preparation and delivery of 2019 – 2021 budget receiving BOT approval; and,

Significantly increased the portfolios level of senior management engagement throughout the University and

external organisations through committee and board representation.


Project Management Office

The Project Management Office (PMO) provides organisational leadership in portfolio, program and project

management. The primary focus is to provide leadership for project management, lead project delivery and to drive

transformational outcomes, acting as a catalyst for change.


The PMO delivered the following key achievements in 2018:

Project management support for Western Growth, including program assurance and project governance

support;

Delivery of the capital works portfolio, including key iconic projects such as the partially renovated Building J

at Westmead for NICM, the Kingswood Building Z extension for SCEM, and the Hawkesbury M1 building for

HIE. The R Precinct project at Hawkesbury is ongoing and will facilitate the relocation of various teams from

Werrington North;

Post Implementation Review (PIR) for the Shared Services Program, and ongoing support, including process

mapping, facilitation of Service Agreements, and establishment of an enterprise governance framework for

shared services; and,

Establishment of Service improvement initiatives, including the strategic review of the Enterprise Service

Management Platform.

Strategic Procurement and Services

The Strategic Procurement and Services Office ensures that goods and services obtained by the University are

sourced expeditiously and economically, whilst ensuring that operational and legislative requirements are satisfied.


Key achievements in 2018 for the Strategic Procurement and Services unit include:

Recruitment to all vacant positions was completed in March 2018. With the team fully staffed we have built

on the initial Shared Services framework to deliver a service that supports the University’s strategic goals;

Aligned sourcing category managers to University functions;

Introduced benefits tracking and reporting;

Operational review leading to streamlined delivery of new centralised services associated with the motor

vehicle fleet, pool car systems and novated leases;

Delivery of University-wide strategic and operational procurement, asset and equipment process and

service awareness sessions;

Increase of staff raising requisitions transacting to purchase orders for goods and services;

Introduced purchase order compliance reporting;

Establishment of consulting, marketing and legal supplier panels;

Delivered significant cost benefits across a range of areas expected to exceed $4M per annum; and,

Identified the functional requirements for a contract lifecycle management system and an extended asset

management system for scientific equipment.


Office of the Vice-President

Finance & Resources

2019 Portfolio Plan


Contents

Office of the Vice-President (Finance & Resources): 2019 Portfolio Plan ......... 25


Our Operations .................................................................................................................................. 25

2018 Year in Review .......................................................................................................................... 26

Stakeholder Xchange Project ........................................................................................................ 26

2019 Year Ahead ............................................................................................................................... 29


Risk Management .............................................................................................................................. 31

Prepared by: Office of the Vice-President (Finance and Resources)

October 2018


Office of the Vice-President (Finance & Resources): 2019

Portfolio Plan

Executive Summary

The organisational structure for the Office of the Vice-President (Finance and Resources) (OVPFR) is illustrated in the

diagram below (see Figure 2.1).

Vice-President (Finance & Resources)

Senior Manager, Strategic &

Business Development

Senior Executive Assistant

Commercial Development Project Officer

Senior Administration

Officer

Senior Project Officer

Commercial Officer

Figure 2.1 – Office of the Vice-President (Finance & Resources) Organisational Structure

The OVPFR is responsible for the University’s overall planning, strategy, policy and accountability in relation to

finance, information technology, entities, estate and commercial, project management and procurement functions.

The OVPFR works to ensure that performance is optimised in support of the Division and University’s strategic

priorities.

Our Operations

The OVPFR plays a pivotal role in integrating the business operations of the portfolios within the Division. Having a

view across the business units within the Division enables value add in a cross divisional context and in representing

the Division both towards other areas within the University and in external stakeholder engagement. Facilitating

collaborative ways of working is imperative as is ensuring that the Division is fit for purpose organisationally and able

to meet the future strategic agenda.


2018 Year in Review

2018 was an eventful and highly productive year, with constantly shifting priorities to align to activities across the

Division and the broader University. Besides an overall focus to lift the profile of the Division, other key focus areas

for the OVPFR during 2018 were and continue to be:

Oversight, leadership and cross-university coordination of the Western Growth Program including strategy,

development, governance, planning and execution;

Strategic leadership across the University and the Division, including Decadal planning activities;

Governance of the University and the Division via participation in BOT /BOT Sub Committees/SEG/Executive /

SET /Divisional Management;

Senior staff development participation and facilitation;

Fiscal management and financial control oversight of the University;

Risk management of Divisional and cross University risks;

Campus Leadership through Provost role;

Divisional organisational optimisation; and,

Cross University engagement enhancement through the establishment of the Stakeholder Xchange Project.

Further information on some of the key initiatives for 2019 are outlined on subsequent pages.

Stakeholder Xchange Project

The Stakeholder Xchange Project was established as a result of the shared services review and with the intention of

creating and facilitating knowledge, communication and collaboration, as well as showcasing diverse areas of

expertise, both cross-divisional and University wide. The Stakeholder Xchange Project successfully incorporated all

key priorities for 2018, which were identified in the previous Divisional Plan. These key priorities were converted into

work streams within the Stakeholder Xchange Project, and include the establishment and implementation of six key

work streams, including:

Community Engagement;

Student Engagement;

Commercial Engagement;

Alumni Engagement;

Informal Engagement; and

Staff Engagement.

A visual representation of the Stakeholder Xchange Project is depicted in Figure 2.2.


Figure 2.2 – Stakeholder Xchange Project

The Stakeholder Xchange Project and respective work streams were established and developed at scale during 2018,

and are intended to increase in scale during the immediate and long term futures. Four of the six work streams are

further explicated in subsequent sections, with two of the work streams (Commercial Engagement and Alumni

Engagement) are identified, but are yet to be scoped, captured and implemented. This is scheduled to occur in 2019.

It is anticipated that additional work streams may form as the project continues to establish itself in a more

formalised manner within the Division.

As the project is in its initial stages of conception and requires further development in 2019 and beyond, it is

important to note that Figure 2.2 depicts the initial vision of the project and is likely to change as the project evolves.

Regardless, the governance structure is, and will remain, consistent across all current and future work streams within

the Stakeholder Xchange Project.

Community Engagement Work Stream

Fundamental changes are prompting the University to re-evaluate engagement and relationships within and

externally. As engagement programs develop into institutional practice, they will become further embedded within

the University’s structures, systems, culture and identity. Its purpose and value will be shared across the University

and understood as part of the enduring commitment to relevance and public value.

As the Division of Finance and Resources is continuously undertaking a diverse range of engagement activities both

within and external to the University, a Community Engagement Program was established in 2018 to capture the

current community engagement activities of the five business units encompassed within the Division. As part of this

program, engagement activities undertaken within the Division of Finance and Resources are captured and reported

quarterly, with results being circulated within the Division as well as escalated (for reporting purposes). The aim of

the program is to increase and diversify the active engagement opportunities of the five business units and their

stakeholders. Further, the continual reporting of the program aims to facilitate initiatives and provide opportunities

to further develop engagement programs within the University as well as with relevant external organisations. The


Division intends to continue to develop the nature and increase the scope of the Engagement Program over the

coming years.

At the time of reporting, there were, on average, 267 engagement activities taking place across the Division every

quarter. As an example and to provide further detail, of these 267 activities identified, the majority (131) are

reported as external (to the University) activities, 94 were reported as internal (to the University) engagement

activities and the remaining 43 activities were both with internal and external people/parties. The number of

engagement activities has been on a significant and continual increase as the program progresses.

Student Engagement Work Stream

At the commencement of May 2018, a Student Engagement Program was established within the Division of Finance

and Resources. The program is aimed at both undergraduate and post graduate Western Sydney University students,

with the intention of promoting student success and graduate employability. The program aims to diversify its

recruitment to employ students wishing to complete work integrated learning requirements, practical placements,

cadetships, casual employment opportunities and practical experience for high school students. Positons offered are

both paid and unpaid, dependent on both business requirements and student course requirements, but regardless,

positions are intended to facilitate student learning in collaboration with course requirements and demands.

The Student Engagement Program status for the Division is reported quarterly, with a constant increase seen in

student numbers as the Internship Program progresses. Currently, at the time of the compilation of this document,

there were 62 active positions encompassed within the Student Internship Program in the Division, with more than

10 additional positions either advertised or soon to be advertised.

Informal Engagement Work Stream

Education within the Division and broader University has been high priority across the Division, which is evident

through the quality and quantity of engagement activities OVPFR have captured through the Community

Engagement Program. Within the OVPFR, there have been many ongoing activities that have been implemented in

order to increase education within the Division and broader University, which include:

Yammer – Posts have been consistently completed once a week, every week, since February 2018;

Quarterly newsletters - Distributed from the OVPFR to the Division of Finance and Resources, and include an

update of key activities from all areas of the Division;

Cross-Divisional Networking Events - Networking events have been hosted with a number of Divisions

within WSU in order to create and maintain meaningful professional relationships across the Divisions.

Typically, Divisional events have been held after hours at level 9, Peter Shergold Building, Parramatta;

Internal Social Events - Monthly birthday morning teas and events to raise awareness/funds for charity (i.e.

RUOK? Day, Australia’s Biggest Morning Tea, Dress Like a Farmer Day for Drought Relief etc.) are frequent;

Western Growth Brochure - As a result of the Western Growth program progressing rapidly, the initial and

most recent brochure for Western Growth was well and truly outdated. Through collaboration with the

OVPFR, Office of Marketing and Communication (OMC) and an external media company, the Western

Growth brochure is being revamped to include a more realistic snapshot of the Western Growth progress to

date, detailed descriptions on current projects and a more accurate direction of where the Western Growth

program is progressing; and

Divisional Plan - The 2019 Divisional Plan for the Division of Finance and Resources has been created and is

distributed at both Divisional and University-wide levels. The compilation of such a plan, aims to raise


awareness of the Division as a whole and the achievements over the past year, as well as presents the

priorities for the five individual businesses units within the Division for 2019 and beyond.

Staff Engagement Work Stream

Voice Project Pty Ltd, for a third time, administered the MyVoice Staff Engagement Survey at Western Sydney

University, during May 2018. A detailed analysis of the results and recommendations for areas of improvement were

provided at a University-wide level. These recommendations were based on important drivers of staff engagement

and staff perception of organisational culture. Local level results were distributed to discuss with relevant staff, to

identify areas for improvement to be actioned over the following 18 months. The MyVoice Staff Engagement Survey

is expected to be administered for the fourth time at Western Sydney University in the year 2020.

Within the Division of Finance and Resources, the 2018 MyVoice Staff Engagement Survey achieved a completion

rate of 83% (279 responses with a total headcount of 337) which is a fantastic result and gives a true indication of the

Division’s staff thoughts. At this point, it should be noted that the Division of Finance and Resources achieved the

highest and most positive results across the University. As a result of the Survey, and in order to implement ideas to

improve any areas of concern which were highlighted in the survey data, working groups have been established

within each of the five business units within the Division. The top strengths for each business units have also been

identified and action items (to address, maintain or improve) have been clearly identified for all strengths and areas

of improvement that were reported. Reporting on the progress of implementing action plans has commenced and

will continue into 2019, with reporting scheduled to be completed on a quarterly basis.

2019 Year Ahead

The OVPFR priorities during 2019 will continue to mirror the key focus areas during 2018 as outlined above and will

underpin the performance and initiatives of the business unit’s portfolio of services. Particular additional focus areas

are as follows:

Organisational optimisation review – During 2018 an organisational review was undertaken across the

Division. This review focused on a review of the shared services implementation, identification of any ‘hot

spots’ that need to be addressed and setting out the key capabilities required to meet the priorities of the

Division and in turn the University going forward (driven through increased complexity and

commercialisation of the University’s activities). Some short term and future state areas of focus and

alignment were identified. In 2019 the first phase of these initiatives will be implemented with the view to

alleviate ‘hot spots’ and enhancing the operational performance of the Division;

Cross Team Processes and Ways of Working – As a product of the organisational review it was identified

that work is required in further embedding and enhancing cross business unit processes, responsibilities

and ways of working. During 2019 focus will be on collaboratively evolving our ways of working to optimise

activities and accelerate success;

Evolve Stakeholder Xchange Project – Focus on raising the profile of the Division through further

development of this project. In 2019, the focus will be on the implementation of a more defined scope and

governance structure (i.e. linking with people culture) as well as the establishment of additional work

streams and sub-streams. Potential to expand the Project to other areas of the University will also be

considered;


Student Accommodation – In 2019, the student accommodation strategy will be reviewed and various

options considered to keep pace with the University’s changing campus environment and create

cohesiveness with the Western Growth initiatives and timetable;

Unsolicited Proposals – a review of the unsolicited proposal procedure will be undertaken with the view to

ensuring that it is evolving to meet the University’s future needs;

Communication strategy and program – a communications program will be developed for the Division’s

major initiatives and projects (e.g. Western Growth) to ensure that updates are being communicated to the

wider University (i.e. schools) and for use in external and University wide stakeholder management;

Establishment of Werrington Development as an Academic Living Lab and its integration into the C21

Project;

Overall University Planning Cycle – Devise a framework and cycle in an aim to unify the planning process;

and,

Detailed Planning – 2, 5 and 10 year planning and associated resource plan.

Decadal Planning

Western Sydney is the most populous and fastest growing region in all of Sydney. The expectation of Western

Sydney’s growth in the coming decades is understood to be more than one million in the next twenty years. A

detailed understanding of what is occurring in Western Sydney is a crucial step in devising actions to ensure the

positioning of the University to meet the needs of the expanding region, while recognising our anchor role as an

educational institution.

Sydney’s major growth fronts are in Western Sydney’s northwest sector (especially Blacktown and The Hills) and in

its southwest sector (especially Camden and Liverpool), as well as to the north of Penrith and the Olympic Park area.

With the growth of Western Sydney, there are many opportunities for the University to expand its footprint and

service to the community. Detailed, careful and strategic planning for the longer-term future is essential in order to

prepare and position the University to cater, maximise and grow appropriately in the revamped Western Sydney. The

OVPFR are particularly focused on ensuring the University’s presence in fast growing areas, through the Western

Growth program.

With Sydney’s population projected to reach 8 million by 2056 (and that in net population growth terms), 2 in every

3 persons will live in Western Sydney. Despite uncertainty in the education sector, the key demographic data for

Western Sydney indicates the University could grow from 45,000 EFTSL to a University of 80,000 students over the

long term. This scenario would see the current structure of the University to be completely unfeasible, as the schools

and departments do not have the capacity to operate at such expanded levels under current governance and

organisational models. The major challenge facing WSU is ‘what is the optimal model required to cater for such a

situation?’ Through our in-depth decadal planning at the University’s executive level, the Division of Finance and

Resources is contributing to both the Division’s as well as the University’s decadal planning scope and strategy.

Concurrently, the Division remains the main driving force behind the planning and implementation of the

University’s daily and long-term technological, physical infrastructure, and financial operations.


Further effort will be undertaken to develop a longer term plan to further align the Division’s activities with the

evolution of Western Growth, the strategy for academic structure, the research strategic initiatives and various

partnership and alliance initiatives on the horizon for the University.

Risk Management

Oversight of the Division’s overall risk profile is undertaken by the OVPFR. Having a view to the increasing complexity

of business transactions being undertaken is imperative. As the major programs like Western Growth evolve and the

University enters into more commercial partnerships and alliance structures a robust and rigorous risk management

approach is essential. In addition, it is important to note that 9 of the 20 key strategic risks identified for the

University are managed by the Division of Finance and Resources.


Information Technology

& Digital Services

2019 Portfolio Plan


Contents

Information Technology & Digital Services: 2019 Portfolio Plan ...................... 35


Our Purpose .................................................................................................................................. 36

Our Vision ...................................................................................................................................... 36

Our Service Promise and Values ................................................................................................... 36

Our Operations .................................................................................................................................. 36

Office of the Chief Information and Digital Officer (CIDO) ........................................................... 37

Academic and Campus Experience (ACE) ...................................................................................... 37

Digital Strategy, Security and Risk (DSSR) ..................................................................................... 37

IT Operations ................................................................................................................................. 37

Service Delivery and Improvement (SDI) ...................................................................................... 37

Solution and Project Services (SPS) ............................................................................................... 37

2018 Year in Review .......................................................................................................................... 38

Future Now: Securing Digital Success ............................................................................................... 38

2019 Year Ahead ............................................................................................................................... 39


Risk Management .............................................................................................................................. 41

Prepared by: Information Technology and Digital Services

October 2018


Information Technology & Digital Services: 2019

Portfolio Plan

Executive Summary

Operating across all campuses, Information Technology and Digital Services (ITDS) is a vital enabler of the

University’s Securing Success Strategy and the ITDS Future Now: Securing Digital Success strategy. ITDS provides and

supports the applications, infrastructure, information and end user services that connect the University community

locally, nationally and internationally. Figure 3.1 provides a diagrammatic representation of the directorate within

ITDS.

Figure 3.1 – Information Technology and Digital Services Directorate

Manager, Financial Applications

Service Portfolio

Application Systems

Service Portfolio

Service Portfolio

Service Portfolio


Our Purpose

“Our Purpose is to advance the use of digital technologies, serving the needs of the Western Sydney University

community with student experience, learning, teaching and research as our focus”

Our Vision

“The vision of Information Technology and Digital Services is to create a future where we are known for service, excellence, insight and innovation”

Our Service Promise and Values

Our students, staff and community partners use technologies to communicate, collaborate, research, learn, teach

and conduct business. Increasingly these activities are expected to be available at any time and any place, balancing

the considerable challenge of privacy and security with flexibility and agility. Achievement of our goals will require

defined quality processes combined with measured risk taking through iterative experimentation, prototyping,

collaboration and innovation.

ITDS has developed a solid reputation for Service Improvement and the introduction of best practice in the areas of

Project Management, IT Service Management (ITSM) and Cultural Change which continue to promote high quality

services. ITDS will build on this success to deliver practices and processes that ensure service reliability, cost

effectiveness, sustainability, quality and security of our systems and technology solutions. This will be underpinned

by our values, whereby we will act:

Figure 3.2 – Information Technology & Digital Services Values

Our Operations

ITDS will continue to pave the digital path, enabling the University’s success to be extended by the fantastic

opportunities that technology can bring. ITDS seeks to be a Leader as much as service provider. We build digital

environments based on solid foundations and enduring relationships that drive productivity, creativity and discovery,

enabling each of us to make a difference. We will continue to develop strong partnerships with all key stakeholders


including external providers, so that we can bring innovators together to quickly identify and respond to new and

impactful technologies.

Office of the Chief Information and Digital Officer (CIDO)

The CIDO leads the ITDS portfolio and is responsible for the overall strategy, direction setting and financial

management of the business unit. The CIDO is also member of the University Executive.

Academic and Campus Experience (ACE)

ACE are the primary customer facing part of the run function of ITDS, and hence are known as The Face of IT. This

portfolio’s operations include the IT Service Desk, Campus Support and Schools Specialist Teaching and Research

Support. The ACE teams are the primary point of contact between ITDS and our customers (university staff and

students) and provide first level support services across a vast range of IT and Audio-Visual systems and services.

Digital Strategy, Security and Risk (DSSR)

DSSR is responsible for understanding the ITD Services portfolio in the context of the University’s strategic planning

to support and enable business objectives through technology. DSSR is responsible for managing IT risk and

compliance ensuring we operate within relevant legislation and policy. DSSR assure the security of our information

assets and technologies in an increasingly cyber aware landscape.

IT Operations

IT Operations is responsible for maintaining a regular, consistent, efficient and reliable heartbeat for all IT production

services to ensure they seamlessly enable the university’s core business of learning, teaching and research. It consists

of four portfolios, each one supporting a specific set of technology services. These services range from core

infrastructure to ‘underpinning’ software systems upon which most applications and business functions rely, to a

variety of business or research technology environments.

Service Delivery and Improvement (SDI)

The Service Delivery and Improvement portfolio is responsible for ensuring that end users and the business owners

of core systems receive the functional support and services that they require. This portfolio provides functional

support for key business applications including end to end lifecycle management. It has governance responsibilities

for the IT service processes of change, problem and incident management, provides business intelligence

transformation services for data supporting knowledge and driving business decisions and manages relationships

with IT customers and service providers.

Solution and Project Services (SPS)

SPS is a build function responsible for translating the agreed digital strategy and portfolio of change into a roadmap

of programs and projects that deliver IT business solutions that meet the University’s strategic needs. SPS defines

and maintains implementation level solutions architecture; designs, builds and tests IT services and decommissions

services no longer needed. SPS capabilities include portfolio, program and project management and delivery.


2018 Year in Review

It has been another demanding year for ITDS, actively supporting the key priorities of the University, most notably the new Liverpool CBD campus and the Para-medicine Immersive space at Campbelltown. The Shared Services Program had a major impact on the structure and responsibilities of ITDS, with a number of teams moving into other areas, and approximately 40 staff joining ITDS from various parts of the organisation including several Schools, Human Resources, Finance, Student Experience Office and Business Intelligence. As a result, ITDS offers an expanded range of services including functional support, application management and infrastructure services. The day-to-day operational stability of IT services is of paramount importance and 2018 has been a good year from a service performance perspective. The ITDS Service Desk receives up to 8,000 contacts per month and they continue to answer and address matters in very timely fashion. The number of critical incidents has been low and our cyber-security posture has improved with no major issues arising, although we need to remain on high alert in this area. In 2018, ITDS delivered a number of projects addressing key strategic objectives. This list does not include the support provided to the broader capital works programme for which the collaboration between ITDS and OEC is very strong. Notable achievements include:

Implementation of a new Video Management System for Teaching Capture and other uses. In one Semester, it captured 8,500 recordings and delivered over 200,000 views, making content available anywhere, anytime

Migration of all on premise research workloads to the Intersect Research Cloud, providing much better compute and storage systems performance;

Upgrades to core systems including the Learning Management System (Blackboard), Records Management (TRIM) and Service Management (Service Now), so that we maintain our approach of being consistently contemporary;

Integration of external provider systems from Navitas and Online Education Services with WSU platforms, improving workflows and establishing a reusable approach;

Establishment of over 550 workloads on the recently commissioned Managed Private Cloud, comprising both newly built environments and those which have been migrated from legacy infrastructure, establishing a more robust and scalable platform for WSU information systems;

Implementation of the new Integrated Workspace and Management System to support the work of OEC, due in December, replacing the legacy Archibus system and transforming business processes; and,

Introduction and implementation of an ITDS Risk Management process which assists in protecting our

information assets, minimising uncertainty and informing better decisions.

In addition, significant progress has been made on our two major system initiatives – the Student Management Systems replacement (Ellucian) and the new Research Management System. Both of these projects are expected to achieve major milestones in 2019. Given the importance of digitalisation and transformation combined with the rate of change in the modern world,

ITDS has during the year been working on redefining itself strategically, structurally and culturally to ensure it

maintains relevance well into the future.

Future Now: Securing Digital Success

ITDS operates according to the principles outlined in the Future Now: Securing Digital Success strategy. Future Now

sets out six core objectives and six strategic digital principles which will be used to guide the technology direction of

the University.

The core objectives, which support the Securing Success Strategy and provide broad measures of success to meet the

‘consistently contemporary’ mission of ITDS are:


Enhancing the Digital Experience;

Facilitating World Class Research;

Promoting University Engagement;

Building Digital Capability;

Powering Up Innovation; and,

Focusing on the Business of Information Technology.

The six strategic direction principles are intended to inform technology decision-making across the organisation:

Service Excellence The technology is secondary to the overall user experience. We recognise that digital services must be functional but

also easy to access, easy to use, personalised and well supported. ITDS plans for success through operational

resilience, embedded security and effective risk management.

Trusted advisor, partner and enabler With strong vendor relationships, corporate buying power, significant knowledge, experience and skills and the

broadest understanding of the digital landscape within the University, ITDS seeks to partner with all stakeholders to

achieve their digital ambitions

Actively Simplify, Adopt and Adapt Simplify, optimise, consolidate and streamline our processes and technologies to reduce complexity, increase agility

and improve the student and staff experience. Adopt commercial solutions and adapt our business processes to suit.

Ideate, Innovate and Iterate ITDS will engage with partners within and beyond the University to encourage and nurture innovation, delivering

digital services in an agile manner that befits modern practises and expectations.

Any Device, anywhere, all the time Solutions must be agile, mobile and accessible across all common platforms, and always be available where and

when needed. Leverage cloud-based service offerings wherever it is possible and appropriate to do so.

Collaborate Effectively Collaboration that’s focused on business outcomes but also aligns with the need for governance, transparency,

accountability and fairness ensures the business of IT is properly conducted to maintain alignment with the

university’s strategy and objectives.

2019 Year Ahead

Key strategies for 2019 include:

Continuing to develop the ITDS culture centred around our core values and ensuring that we deliver quality services to the University;

Working with our university colleagues to prioritise, plan and deliver approved strategic projects that meet the needs of students, staff and researchers;

Re-evaluating, aligning and maturing our processes to meet the increasingly challenging demand for digital services and managing the risks that arise;

Continuing our digital transformation journey, seeking opportunities to innovate and leveraging cloud solutions where they make the most sense for WSU; and

Ensuring our governance, leadership and strategic advice continue to provide a valued and trusted service to our staff, students and the community.

Key projects for 2019 include:


Delivering the Student Management and Research Management Systems, for which 2019 will be a critical year;

Supporting all aspects of the Western Growth Strategy and in particular delivering the technology plans for the Bankstown CBD, Westmead and second Parramatta locations;

Moving additional services to hosted/cloud environments, especially the Alesco HR system and moving to the Software-as-a-Service (SAAS) model for Blackboard;

Pursuing single-sign-on capabilities including password vaults to make navigation within the digital environment easier, whilst maintaining a strong cybersecurity posture;

Starting the upgrade of our telephony infrastructure in advance of ISDN services being decommissioned by Telstra, but also taking a wider view of ongoing needs;

Delivering the platform and process changes needed to support the Enterprise Service Management Program, leveraging the capabilities of Service Now;

Decommissioning legacy environments following the migration of services to the Managed Private Cloud, ensuring that our datacentre footprint is reduced;

Reconsidering our approach to desktop services, seeking to exploit virtualisation technologies so that we can move away from heavily configured PC clients; and

Supporting the agenda of the Digital Futures Team and the Student Experience Office as they seek to enhance the student experience inside and outside the classroom.

Baseline Activities include:

Promote innovation and agility across the organisation. Advocate and support digital transformation initiatives;

Deliver approved strategic projects that support all dimensions of the University operations through the enhanced use of technology;

Support, enhance and reform the application portfolio and maintain appropriate access and availability for authorised users;

Maintain and enhance the communications infrastructure (networks, telephony and wireless) which connect end users to each other and the outside world;

Manage external providers that deliver products and services to the University including data centres, hosted applications, software licenses and maintenance;

Provide the general-purpose computing laboratories used by students and the computing services used by staff, including service desk and end user support;

Upgrade and manage the audio-visual systems used for teaching and collaboration including next-generation learning spaces and web conferencing;

Secure the University's network from cyber threats and promote good online practices by staff and students; and,

Provide functional support and business process knowledge in key areas that include HR, Finance, Student Systems and the Learning Management eco-system.

Decadal Planning

The technology landscape changes rapidly. The very first iPhone was only released 11 years ago and yet it has

unleashed a transformation that has impacted all aspects of our lives including global politics. Education and

Research have also been impacted by the advancement of technology, but it could be argued that the fundamental

transformation that it might bring to higher education has yet to be fully comprehended.

We can see the advanced impacts on other sectors such as the broadcast media and many service industries, which

provide an ominous warning for Western Sydney University unless we change our operating model and align our

value proposition with these market realities. ITDS needs to be an organisation that is capable of changing as quickly

as the technologies that we leverage and keeps up with the expectations of our staff and students.

At the core of the ITDS Strategy is to remain consistently contemporary. We make few judgements about the

technologies that may dominant over the next decade, but we do recognise that we must adopt and adapt to the


changes that will arise. The Future Now Strategic Plan invites us to “Power Up Innovation” based upon how we work

rather than what we need to deliver through:

5.1 Establish technology roadmaps and capabilities

Establish digital service and technology roadmaps and capabilities that align with organisational strategies and

leverage technology to the maximum extent possible.

5.2 Facilitate strategic conversations

Facilitate strategic conversations across Western Sydney University bringing together expertise from a wide range of

sources – both internal and external to capture and nurture ideas that challenge the way the University operates and

drive a passion for improvement.

5.3 Model an innovative culture

Model a culture of experimentation, thought leadership and knowledge sharing including learning quickly from

failure.

5.4 Leverage technology providers

Leverage our existing relationships with major local and global technology providers to explore new ways of working,

build capacity, access cutting edge technology and ensure we are a leader in innovation, including how technology

can enable new ways of teaching.

5.5 Design connected environments

Design distinctive spaces (in collaboration with the DVC Academic, the Office of Estate and Commercial, and other

key stakeholders) that provide a richly connected experience, by making both obvious and subtle use of technology,

and providing users with contextual information based on their location.

Risk Management

ITDS has a number of over-arching risks and challenges to manage in addition to those routinely involved in the

delivery of operations and projects. Major risk areas that will be considered include:

ITDS participation in technology decision-making

Build upon the relationships with key stakeholders in technology innovation and planning to ensure early engagement with new initiatives;

Review existing governance arrangements and consider improvements; and

Lead the discussions on innovation and promote new ideas. Project pipeline that exceeds available funding

There is a constant stream of business requirements that require both financial and personnel prioritisation from ITDS as well as external procurement of technology services not visible to ITDS; and

ITDS, working with the PMO, has to ensure that the project governance and pipeline processes are robust to set the right expectations for high quality and effective delivery outcomes.

Capacity pinch points

The ability to manage parallel project requirements, particularly user authentication and system integration needs, present capacity pinch points for ITDS resources; and

ITDS needs to improve forward planning to ensure that these areas are well planned to avoid delays, but also free up some capacity to cope with unexpected needs.


Cyber-security threats

Continue the significant investment in cyber security. The new two-year program of work 2019-2020 will be developed, following on from several years of improvements in maturity and technology;

Implementation of Cyber Security Response and Data Breach Notification policies and processes; and,

Increased focus on disaster recovery and business resiliency and resolving those issues identified in recent audits conducted on our operations.

Staff recruitment and retention

Staff recruitment continues to be a challenge in a broader IT market where the salaries of technical staff are often higher than current University levels; where there is an ongoing labour market shortage; and challenges attracting staff to Richmond; and,

ITDS will undertaker workforce and organisational planning activities in 2019 to address the skills gap and future needs of IT staff resourcing.

ITDS Audit, Risk and Compliance

Operationalise the annual audit reviews to ensure on-going compliance and process improvement; and,

Prioritise the improvement of appropriate practices based on an Information Security Management System framework.


Office of Estate & Commercial

2019 Portfolio Plan


Contents

Office of Estate & Commercial: 2019 Portfolio Plan ......................................... 45


Our Operations ................................................................................................................................. 46

2018 Year in Review .......................................................................................................................... 47

Western Growth ............................................................................................................................... 49

2019 Year Ahead ............................................................................................................................... 53

Estate Master Planning and Strategy ............................................................................................ 53

Environmental Sustainability ........................................................................................................ 53

Infrastructure Services .................................................................................................................. 53

Commercial Development, Services & Governance ..................................................................... 54

Corporate Finance and Business Modelling .................................................................................. 54


Risk Management ............................................................................................................................. 58

Prepared by: Office of Estate & Commercial

October 2018


Office of Estate & Commercial: 2019 Portfolio

Plan

Executive Summary

The Office of Estate and Commercial (OEC) facilitates a strategic approach to planning, development

and ongoing maintenance of the University's built infrastructure, properties and commercial activities.

The directorate comprises the following units:

Estate Master Planning and Strategy;

Infrastructure Services;

Commercial Development, Services and Governance;

Environmental Sustainability;

Corporate Finance and Business Modelling; and,

Western Unlimited Ltd.

Figure 4.1 presents a diagrammatic representation of the directorate within OEC.

Figure 4.1 – Office of Estate and Commercial Directorate

This business plan outlines our major projects and activities for 2019 and beyond, and addresses the

role of the directorate in supporting the University’s decadal plan. It also reports on milestones

achieved in 2018 for projects already underway, budget positions, and flags any risks and issues which

are being managed.

A key decadal strategy for the University is the re-imagining of the campus network. The Western

Growth program is a large-scale transformative initiative that will bring the highest quality educational

opportunities and world-class research expertise to the region. Over the next decade, the University will

establish highly accessible technology rich campuses in CBD locations. In the longer term, we will also


augment our presence in Western Sydney’s south and north growth areas. This will deliver highly

accessible state-of-the-art learning, teaching and research facilities across the region.

Western Growth rebalances the University’s campus strategy entailing a staged relocation from some of

our non-core campuses to the region’s CBDs. We want to rethink the role of our existing campuses to

provide the foundation that will enable the University to take its place in the region’s centres.

Our Operations

Working in partnership with all areas of the University community, the directorate ensures the strategic

development and maintenance of the network of campuses and property estate to support the

University's learning, teaching and research activities and preserves and enhances the unique aesthetics

of the campuses. This includes the management and delivery of the University’s Western Growth

strategy.

The role of the OEC is to leverage the development opportunities for the University’s assets to further

enable core teaching and research functions. The focus is on value enhancing commercial engagements

and campus plans to optimise a sustainable future for the University.

OEC is responsible for the planning and construction of new buildings, refurbishment and adaptive

reuse of existing buildings, maintenance of almost 2,000 hectares of grounds including landscaping and

the maintenance and cleaning of more than 500 buildings across 20 campuses and external sites. OEC

also assists in the planning and delivery of the University’s estate development and commercial

projects.

Working in partnership with all areas of the University community, the directorate ensures the strategic

development and maintenance of the network of campuses and property estate to support the

University's learning, teaching and research activities and preserves and enhances the unique aesthetics

of the campuses. The directorate manages the sustainability agenda in line with the University’s vision,

and maintains a safe and healthy environment for those that use our campuses.

The directorate is also responsible for the commercial and financial analysis of projects across schools

and divisions, including financing options for projects and providing University wide support for

commercial functions and opportunities. OEC is responsible for student accommodation with an

agreement in place with an external service provider responsible for the day-to-day management.

It also provides services for cleaning and presentation, waste services, removals, relocations and event

setups, furniture supply and installation, space management, spatial data collation and management,

campus signage, and logistics (mail and stores).


Western Unlimited Ltd., the University controlled student services entity, forms part of the OEC

directorate. Western Unlimited’s vision is to provide the best possible service and food experience for

students, staff and guests across all campuses.

The Hawkesbury campus farm and associated resources also forms part of the portfolio.

2018 Year in Review

Key achievements in 2018 include:

Westmead Campus Redevelopment Project: Several significant milestones were achieved in

2018 for this project. Final settlement for Lot 4 was achieved in January and the University

received $50m;

Following approval by the Board of Trustees to secure a joint venture development partner for

Lots 2 and 3, negotiations continued through 2018 with Charter Hall. Development documents

have been executed and planning is underway. A Functional Brief process has been undertaken

to plan for the University’s space within the Lot 2 development and more broadly the

University’s presence at Westmead. This involves MARCS, THRI, and Schools of Health and

Science, Nursing and Midwifery and Social Science and Psychology;

Bankstown City Campus – Key terms with Canterbury Bankstown Council have been agreed to

progress the establishment of a campus on a site adjacent to Paul Keating Park, Bankstown.

Simultaneously, a Planning Proposal application to vary planning controls to permit a larger

building will be lodged with Council in quarter 4 2018. A State Significant Development

Application is scheduled to be lodged in April 2019. The University’s governance structure for

the development is underway to inform requirements;

Macarthur Heights Residential Development, Campbelltown: The delivery of the Macarthur

Gardens residential development comprising 950 lots in partnership between the University and

Urban Growth NSW. The current new financial forecast reported to the Project Control Group

forecasts a University profit of $108.5mM. This represents a $75.5M increase compared with

the original Board approved target of $33M;

Werrington Estate Master Plan: progress on master planning for the Werrington Estate

including technical assessments and development staging plan. The Planning Proposal for the

site has been finalised for submission to Council in quarter 4 2018. The proposal reflects the

opportunities afforded by Government announcements regarding the North-South rail line and

Aerotropolis;

Werrington Retail Centre: Development application has been lodged with Council and due for

approval in quarter 4 2018. With the securing of the anchor tenant and significant pre-commit,

leasing templates for specialty retailers have been finalised and tender documentation for the

construction contract is progressing;

Engineering Innovation Hub - A joint venture arrangement has been finalised with Charter Hall

for the development of an Innovation Hub at 6 Hassall St Parramatta. The University has set up

a controlled entity, Western Growth Developments (Innovation Hub Parramatta), for the

purpose of purchasing the land, carrying out the proposed development, and operating the

asset in partnership with Charter Hall. The land purchase was executed on 31 August;


The University will occupy approx. 6,000sq.mtrs for engineering and architecture disciplines,

and associated research. Planning for University fitout requirements is underway;

Milperra Divestment – Following the Expressions of Interest (EOI) and Request for Proposal

(RFP) processes undertaken, a recommendation to enter negotiations with the preferred

proponent for a joint venture arrangement has been approved; progressed discussion with an

adjoining school for future opportunities;

Liverpool – successful delivery of the Liverpool City campus including negotiation of a

commercial settlement with the landlord;

CLV buy back - negotiations on original sale of student accommodation management rights

were completed in June with a significant gain for the University with successful completion of

transaction providing:

o A net surplus to the University of $17.8m;

o Greater flexibility and control over student accommodation; and

o Finalisation of outstanding settlements.

Blacktown Campus Planning: Ongoing management of planning activities associated with

Blacktown/Nirimba Campus including transfers process to enable implementation of

Community Title arrangements. Council has written to advise of the commencement of the

compulsory acquisition process of road reserve for Quakers Road upgrade;

Nirimba freehold sale: Following the successful rezoning to residential of a freehold parcel of

land adjoining the Nirimba Education Precinct in 2017, the Board of Trustees approved the sale

lot in late 2017. An Expression of Interest process was undertaken and a sale agreement has

been executed with an agreed price of $9.65m. Settlement is due to occur in April 2019;

Lodgment of planning and development proposals for the campus redevelopment projects

(Parramatta North, Campbelltown Stage 6, Werrington), with the team focused on monitoring

and engaging with local councils, state government agencies and other stakeholders, as well as

firming up delivery plans for each project, in anticipation of implementation of the next stage;

Retail, Food and Beverage: The University has further enhanced the student and staff

experience on a number of campuses by the adding of new retail outlets, these include; Piccolo

Me (1PSQ, Hawkesbury campus); Three Cows (Kingswood); continuing with on campus food

trucks (Bankstown, Hawkesbury, Nirimba). These continue to enable a diverse product offering

and various price points catering to specific student demographics;

Commercial tenants: A new lease with the Nepean Hockey Association will see upgrades to the

pitch; secured sub-lease with Western Sydney Community Forum for level 9 100 George and

lease with Ambulance NSW at Werrington Park Corporate Centre;

Capital Plan

o Throughout FY18, the team has actively supported and delivered on the objectives of

the capital plan and the ongoing teaching and research programs of the University;

o Projects successfully completed include Westmead Stage 2 adaptive reuse, Kingwood

building Z refurbishment for SCEM, creation of an Architecture Studio Parramatta South

building EB; and,

o There are more than 80 projects in flight at various stages of development and delivery.

Sustainability initiatives have continued throughout 2018. The Solar Farm business case is

progressing. The expected focus is a 5 MW facility to strategically align with the development of

a greenhouse precinct, and a potential rooftop solar for peak load reductions across all


campuses. Design for a voltage optimisation initiative for Parramatta campus is underway and a

range living lab initiatives continue to be implemented.

The team provides oversight and participation in external projects on or adjacent to University

campuses:

o Review and response to planning, design and development matters for Parramatta Light

Rail Project (Stage 1);

o Monitoring Defence Housing Australia development project activities for lands adjoining

the Nirimba Education Precinct on behalf of the Precinct Partners;

o Monitoring development plans and remediation activities on Camellia site to south of

the Parramatta South campus; and,

o Review and response to planning and development for the establishment of Hurlstone

Agricultural High School.

The Directorate assess and engage on various planning and infrastructure policies and proposals

to ensure strategic alignment and benefits for the University’s campus network, projects and

activities, through participation in:

o Consultation on the Preferred Route for Parramatta Light Rail Project (Stage 2);

o Liverpool Innovation Precinct - Precinct Master Planning Sub Working Group;

o Quarter Stakeholder Group (Penrith Health and Education Precinct) activities including

Land Use and Planning Sub-Committee;

o Westmead Precinct Coordination Group activities;

o Committee for Sydney - Western City Taskforce;

o Nirimba Education Precinct Board Strategic Planning; and,

o Preparation of University’s submission to the Department of Planning and Environment

(DPE) for the Western Sydney Aerotropolis, Land Use and Infrastructure

Implementation Plan, Stage 1 Initial Precincts.

The Directorate is also responsible for the continued day to day campus operations including

but not limited to:

o Utility management;

o Planned maintenance activities;

o Responding to reactive facilities requests;

o Campus grounds and cleaning;

o Managing commercial leasing arrangements;

o Hawkesbury Farm;

o Water recycling; and,

o Signage, space management and assignments, standards.

Western Growth

At its 7 December 2016 meeting, the Board of Trustees approved the development of individual

business cases for:

Transitioning the Bankstown (Milperra) campus to vertical campuses within the Bankstown and

Liverpool CBDs, noting the Liverpool CBD campus project as an existing project that had

commenced with Board approval in early 2016;


Redevelopment of the Milperra campus;

Transitioning the Nirimba (Blacktown) campus to a Blacktown CBD campus (not proceeding);

Campbelltown Stage 6 Development;

Parramatta North Campus Redevelopment;

Establishing a vertical campus within Penrith CBD (not proceeding); and,

Continuing redevelopment of the Werrington North and South campuses (‘Werrington Campus

Redevelopment’).

This initial business case approval, known as Stage 1, was the basis for decision making for the

implementation of the ‘Western Growth’ strategy.

On 16 June 2017, the Board approved the commencement of Western Growth Stage 2 which involved

continuing development planning on the following proposals:

Bankstown (Milperra) Campus to Bankstown and Liverpool CBDs;

Parramatta North Campus Redevelopment;

Werrington Campus Redevelopment; and,

Campbelltown Stage 6 Development.

Stage 2 works have focussed on the refinement of the master plans with technical inputs and key

stakeholder consultation. Furthermore, work has progressed on the preparation and/or lodgement of

rezoning applications for Milperra, Parramatta North and Werrington projects and a development

application for the Campbelltown Stage 6 project.

There has been significant development on the Bankstown CBD campus project, with the site of the

future campus secured and commercial terms agreed with the City of Canterbury-Bankstown Council.

Due to the progress on the Bankstown CBD project, it is now categorised as an individual Western

Growth project and no longer incorporated as part of the Bankstown (Milperra) Campus project.

Existing property projects in various stages of development have been incorporated under the auspices

of Western Growth as they, too, are aligned with the overarching principle of strategic estate

development include:

Westmead Campus Redevelopment;

Werrington Retail Centre;

Campbelltown Development (Stages 1 – 5), known as ‘Macarthur Heights’;

Liverpool CBD Campus (as noted above); and,

Nirimba Freehold Lot Sale.

Over the course of 2018, further opportunities have been identified and progressed through the various

phases of feasibility/business cases/Board approval:

Engineering Innovation Hub;

Peri-urban Greenhouse; and

Sydney Olympic Park.

As part of improving the Western Growth governance, risk and assurance management, the directorate

has undertaken a review of its governance and reporting framework and associated documentation.


The various levels of reporting will contain differing levels of detail, which will be accessible to all

stakeholders, but the key themes will be budget and revenue, program, risk, assurance, key wins, next

steps and lessons learnt.

Further information concerning the Western Growth Program can be found in the subsequent Decadal

Planning section.


Figure 4.2 – Western Growth Governance Structure


2019 Year Ahead

In 2019, the overarching focus for the Office of Estate and Commercial will continue to be delivering

the University’s Western Growth strategy and Asset Planning. Western Growth will enhance the

University’s position within Western Sydney and assist in the activation of its CBDs whilst providing

greater accessibility and educational outcomes for the region, further reaffirming our overarching

strategic objective of being a student centered University and anchor institution for Western Sydney.

Estate Master Planning and Strategy

In 2019, the team will be focused on continuing delivery of key components of the Western Growth program. This will include:

The planned Bankstown City campus will advance to the detailed design and documentation phase on the back of the development agreement with City of Canterbury-Bankstown Council;

Lots 2 and 3 of the Westmead Campus Redevelopment project will advance to the next stages of design and development planning;

Engineering Innovation Hub project will progress to the next stages of design and development planning;

Development consent for the Werrington Retail Centre, anticipated to be received in the last quarter of 2018, which will enable the project to progress to the detailed design and construction tender stage; and,

Actively managing the progression of the Parramatta North campus and Campbelltown Stage 6 redevelopment planning applications through respective councils.

Campus construction and refurbishment projects will be delivered with involvement of the team including:

Building J, Westmead Campus stages 2 and 3 reflecting adaptive reuse to accommodate NICM labs, a conference facility and SCEM architecture studios;

New HIE Hawkesbury Research Greenhouse;

Building M1, Hawkesbury campus refurbishment;

Adaptive reuse of Hawkesbury campus R Precinct (R3, R5, R7) buildings to accommodate occupants from Werrington North campus;

Planning and design for a First Peoples Walk, Parramatta South campus; and,

Planning and design work for the University’s tenancy within council’s Campbelltown Centre of Excellence.

Environmental Sustainability

Energy Savings and Market Opportunities – including the Solar Farm;

Living Labs. Initiatives;

Biodiversity Stewardship Sites;

Resilience Planning to address Climate Change Risks;

Implementation of Biosecurity requirements; and,

Moderation of Farm Advisory Group.

Infrastructure Services

Strategic Infrastructure asset maintenance plan;

Setting strategy for the development, implementation and review of all University facility contracts and risk plans;


Best practice standards are established and maintained to reflect appropriate management of the asset lifecycle;

Implementation of Integrated Work Management System (Tririga); and,

Delivery of the Capital Program.

Commercial Development, Services & Governance

Continue to support the Western Growth Strategy, ensuring that robust Governance processes are in place to allow for effective and appropriate decision making. Jointly lead the Capital Program Governance structure;

Undertake appropriate processes for the identification of a preferred joint venture partner for the Bankstown development;

Progress the divestment of the Milperra campus with the preferred joint venture partner

Business improvement: o Identification of opportunities to leverage existing systems to improve efficiencies; o Clearly defined roles and responsibilities; and o Maintenance of standards to reflect best practice.

Support the implementation and change management of the Integrated Work Management system and retire Archibus;

Provide project support for the delivery of the Capital Program;

Progress leasing and property management for the Werrington Retail Centre;

Explore, identify and implement commercial opportunities to further enhance and grow revenue streams for the University; and,

Facilitate and assist with informing Capital Plan, budgets and cash flows. Facilitate and oversee active financial management ensuring appropriate processes are in place to identify and manage/mitigate risk.

Corporate Finance and Business Modelling

Continue to support the Western Growth program of work, specifically through feasibility and cash flow analysis;

Support Schools, Divisions and Institutes in the commercial and financial analysis of their proposed projects; and,

Continue to financially evaluate unsolicited bids and proposals received by the University.

Decadal Planning

A key decadal strategy for the University is the re-imagining of the campus network. The Western Growth program is a large-scale transformative initiative that will bring the highest quality educational opportunities and world-class research expertise to the region.

Following the launch of 1PSQ and Liverpool City Campus, over the next decade the University will establish highly accessible technology rich campuses in CBD locations. In the longer term, we will also augment our presence in Western Sydney’s south and north growth areas. This will deliver highly accessible state-of-the-art learning, teaching and research facilities across the region.

Western Growth rebalances the University’s campus strategy entailing a staged relocation from some of our non-core campuses to the region’s CBDs. We want to rethink the role of our existing campuses to provide the foundation that will enable the University to take its place in the region’s centres.


The considered and responsible transformation of these areas will:

Improve accessibility of the campus network for students, staff and the community;

Improve student experience through new technology-rich learning environments, and flexible, high amenity facilities;

Improve student access to jobs through enhanced opportunities for collaboration with industry and research partners;

Improve the social, health, wellbeing and economic environment of Western Sydney;

Deliver a more flexible university in readiness of the next wave of sector change;

Strengthen the University’s financial position through the creation of new commercial revenue streams and annuities and increased operational efficiencies to direct a greater share of resources to teaching, learning and research outcomes;

Be undertaken responsibly and take into account the relevant environmental, heritage and community values of each location; and,

Deliver a community legacy at each location.

Like any change, there are opportunities and challenges to be considered and managed. Western Growth establishes a foundation that will ensure the University remains a relevant and agile learning institution for the 21st century.

Projects completed and underway (Wave 1) are as follows:

Completed Project

1PSQ – Peter Shergold Building

Liverpool City Campus

Westmead Estate – Sale of lots 4 and 5

Werrington Park Corporate Centre

Sydney Olympic Park: The College

Sydney City Campus

Werrington North Land

Securitisation of Student Accommodation

Projects in Development & Delivery

Bankstown City Campus

Nirimba freehold sale

Werrington Campus Redevelopment

Milperra Campus Development

Parramatta North Campus

Macarthur Heights Development

Campbelltown Stage 6

Werrington Retail Centre


Westmead Lots 2 and 3

Engineering Innovation Hub

Hawkesbury Peri-urban Greenhouse

Sydney Olympic Park

With Sydney’s population projected to reach 8 million by 2056 and that in net population growth

terms, 2 in every 3 persons will live in Western Sydney, the University could grow to a University of

80,000 students over the long term.

The second wave opportunity for Western Growth will positon the University over a 10 to 20-year

timeframe aligned to Western Sydney’s growth.

This next wave would offer comprehensiveness over a network of hubs to serve the region. These

hubs bring together existing, planned and potential new locations:

Central City: Includes existing campuses at Parramatta City, Rydalmere, Westmead and Sydney

Olympic Park; a new Blacktown City campus building on existing CBD presence through the

Blacktown Clinical School (transitioning away from Nirimba campus);

South West: Liverpool and Bankstown City campuses including a second stage in Liverpool and

clinical education at both hospitals; Campbelltown campus and Macarthur Clinical School, and

a new Campbelltown City campus;

North west: A new Penrith City campus, integrated mixed-use Kingswood and Werrington

campuses and Hawkesbury campus; and,

Western Sydney Airport presence through a joint venture partnership.

A network of hubs would enable the University to build comprehensiveness in course offerings to

service the districts and the region, through a combination of vertical and existing campuses and

online. Also, it enables the University to consider strategic partnerships with other Universities to

jointly delivery programs and outcomes.

New CBD locations in Penrith, Blacktown and Campbelltown were considered in the business case for

Western Growth and the Board endorsed these locations for future consideration. The University is

considering opportunities for potential co-location at part of the new Airport precinct.


Source: Moody’s Credit Rating Presentation

Figure 4.3 – Asset Monetisation Strategy


Risk Management

OEC recognises that risk exists in all aspects of its operations. It takes seriously the impact of risk on business continuity, and is committed to an approach that embraces a strong risk management culture. Risk management is an integral part of OEC’s strategic management, planning and operational processes and is committed to managing risk in order to achieve its objectives. The directorate is committed to:

Developing a culture where risk assessment and management is a part of everyday practice;

Embedding risk management through the integration of techniques and processes within current systems and practices;

Increasing the competency levels of staff in the management of risk, through accessibility to resources and tools, including training; and,

Building resilience through the establishment of robust contingency management arrangements. The effective implementation of risk management ensures that OEC has the capability to minimise project and operational risks and maximise our capacity to achieve our strategic goals.

RISK Level & detail Mitigation strategy

Financial

Budgets are set at a point in time with only high level project information and will be impacted by:

Scope movement due to changing requirements

Unforeseen events

Industry escalation

Rapidly changing technology

Forward planning

Quarterly and annual reviews of program and individual budgets

In-ground infrastructure

Unknown, previously poorly documented services

Aging assets

Ongoing reprioritisation of expenditure

Forward planning at campus level

Continual reviews

New and updated data captured in the GIS

Latent Conditions

Aging assets

Poor quality building materials/ workmanship

Unexpected finds

Undertake appropriate due diligence

Shift responsibility where appropriate

Human Resources

Attracting and retaining capable resources

Assessed package values for specialist services not aligned to market conditions

Specialist positions are single points of failure

Inadequate succession planning

Maintenance of service levels

Leadership

Empowerment

Training

Assessment of current tasks and responsibilities against business requirements

WHS

Oversight of maintenance and building works is insufficient

Proper manual handling/farming procedures not complied with

Improper use and storage of hazardous materials

Mental health not properly considered

Appropriate identification and strategies implemented

Training

Assessment of current tasks and responsibilities against business requirements

Legislative/compliance Lack of understanding of legislation and WSU Compliance Management


compliance requirements Program

Professional development

Industry alerts and notifications

Commercial

Commercial partners default on their obligations

Undertake appropriate due diligence

Appropriate security to be provided by partner

Enforceable contract conditions

Proactive engagement with partners

Table 4.1 – Office of Estate and Commercial: Risk Management


Financial Operations

2019 Portfolio Plan


Contents

Financial Operations: 2019 Portfolio Plan ....................................................... 63


Our Operations .................................................................................................................................. 65

Core Financial Responsibilities & Compliance (Theme 1) ............................................................. 67

Business Partnering (Theme 2) ..................................................................................................... 67

Innovation & Efficiency (Theme 3) ................................................................................................ 67

Service Excellence & Financial Sustainability (Theme 4) ............................................................... 67

2018 Year in Review .......................................................................................................................... 67

2019 Year Ahead ............................................................................................................................... 68

Annual Accounts/Annual Report ................................................................................................... 68

Budget and Quarterly Forecasting ................................................................................................ 68

Financial Controls and Governance............................................................................................... 69

Financial Operations Processing ................................................................................................... 69

Manage Investment Funds and Treasury Function ....................................................................... 69

Monthly Management reports ...................................................................................................... 70

Cost Structure Modeling and Reporting ....................................................................................... 70

Major Projects - Current & Future .................................................................................................... 70

Management Accounting .............................................................................................................. 70

Treasury ......................................................................................................................................... 70

Financial Operations ...................................................................................................................... 70


System development ..................................................................................................................... 71

Process improvements .................................................................................................................. 71

People ............................................................................................................................................ 71

Financial Support ........................................................................................................................... 72

Treasury ......................................................................................................................................... 72

Sector & Best Practice Benchmarking ........................................................................................... 72

Engagement .................................................................................................................................. 72

Risk Management…………………………………………………………………………………………………………………………….72

Prepared by: Office of Finance

October 2018


Financial Operations: 2019 Portfolio Plan

Executive Summary

The core aim of the Financial Operations business unit is to be an agile valued business partner and quality service delivery centre within the University. An organizational chart for the directorate within the Finance Office is presented in Figure 5.1.

Office of Executive Director


Executive Support

Management Accounting


Treasury

Budget Accounting

Management

Accounting

Financial Accounting

Accounts Receivable

Accounts Payable

Travel

Fixed Assets

Tax and Insurance

Figure 5.1 – Office of Finance Organisational Structure


As part of the University’s Division of Finance and Resources, the Office of Finance’s business activities

are aligned with Securing Success 2018-2020, and the core objective of being a distinctively student-

centred University. In particular, we support the University to:

6.6 Build a competitive, efficient and financially sustainable organisation that strikes a balance

between quality and affordability in the deregulated higher education market.

The Financial Operations 2019 Strategic Plan is designed to ensure alignment with the University’s

Securing Success Strategic Plan and the Finance & Resources Divisional Plan, whilst also delivering an

innovative, efficient, business partnering finance function supporting the wider University.

The University continues to utilise and develop the financial framework which underpins the

construction of the three year rolling forecast and budget. The financial framework incorporates three

core components: planning, governance and funding, as indicated below.

Figure 5.2 – Financial Framework

To sustain each of these core components of the framework individual support structures are utilised.

The primary purpose of this framework is to provide an explicit mechanism for connecting strategic

objectives with operational plans. At the centre of the framework is a ‘business model’ that captures a

variety of operating and delivery models for teaching, research and engagement. This model identifies

key levers for containing costs and delivering efficient operational outcomes, as well as identifying the


people, information technology and capital investment required to achieve the University’s strategic

objectives. These support structures continue to be refined as part of the continuous improvement

approach to the three year rolling forecast and budget process.

The rolling forecast and budget process enables the University to regularly refresh its financial outlook

on a quarterly basis over a three-year time horizon to ensure funding allocations remain relevant in an

ever changing educational environment. This is evidenced by the competitive environment the sector

is now experiencing as a result of the current uncapped student system and ongoing regulatory

uncertainty. Additional internal financial modelling is also undertaken over a 20-year time frame to

ensure operational aspirations are aligned to financial sustainability.

The financial framework is utilised to ensure that the University’s decision-makers are fully informed to

fund appropriate programs of work based on an equitable, accountable and transparent review

process. This ensures that finite funds are applied in line with the strategic direction and objectives of

the University and within the University’s financial capability and long term sustainability undertaking.

Our Operations

The objective of the Financial Operations portfolio is to provide accurate, efficient and relevant financial information, services, processes, support and advice to enable the University to achieve its vision. This requires the continued development of financial capabilities and increased engagement to achieve the level of business partnering required to ensure such success. Underpinning all financial initiatives is the priority of strengthening the financial sustainability of the University and its ability to be able to respond timely to changes in the external environment. Financial Operations are known for being reliable, prudent, effective, supportive and a valued business partner who both supports and helps drive new thinking and behaviour in regard to financial functioning in our clients. The Financial Operations portfolio is a key support function for the successful operation of the University underpinning the allocation of financial resources. Responsibilities of the portfolio for each of the primary functional areas are summarised in Table 5.1.


Primary Functional Area Key Functional Responsibilities

Management Accounting A client focused approach, strategic financial support and advice on management accounting and financial performance issues linked to budgeting, forecasting, financial reporting and modelling.

Financial Accounting A client focused approach to functions including Accounts Payable; Accounts Receivables; Fixed Assets; Financial Administration; Compliance and advice; Taxation; Insurance coverage and claims; General Ledger maintenance; Statutory Reporting and Audit Office of NSW compliance.

System Applications Front end management and user support of Financial related Systems including oversight of General Ledger maintenance and controls.

Treasury Investment, Cash, Debt and Liquidity management, Financial Risk management, Balance Sheet and Cash Flow forecasting.

Travel Travel, support and training in a Shared Services environment.

Entity Services Consolidated financial support to entities.

Table 5.1 - Functional Responsibilities

Overarching these functional responsibilities outlined in Table XX is the portfolio’s Strategic Intent that focuses on supporting the University through the alignment of goals and initiatives under core financial themes. These themes represented in Figure 5.3 include Financial Compliance, Business Partnering, Innovation and Efficiency and Financial Sustainability.

Figure 5.3 – Strategic Themes


Core Financial Responsibilities & Compliance (Theme 1)

Underpinning the operations of the portfolio are the core financial responsibilities and compliance requirements. These core or business-as-usual responsibilities are fundamental to the successful financial stewardship of the University. All segments of the portfolio’s strategic intent rely on uncompromised compliance of financial controls and governance as the foundation to ensure financial integrity and sustainability. Standardisation and simplification of core processes are considered essential to reducing the administrative burden throughout the University whilst ensuring prudent financial management.

Business Partnering (Theme 2)

Business partnering involves a deliberate focus from traditional financial recording and reporting to a financial analysis and operational decision support function. Through the further enhancement of each functional area, greater emphasis will continue to be placed on engaging, supporting and partnering with the operational and support areas within the University. A cultural shift, driven by the Business Partnering activities of the Finance Portfolio, will be required and a degree of risk taking and challenging the status quo will need to be undertaken on a University wide basis to facilitate staff to operate out of their comfort zones to become active change agents. Investing in the professional development of Finance staff compliments an active and responsive business partnering approach and will be key to ensuring the achievement of this strategic theme.

Innovation & Efficiency (Theme 3)

Innovation within the Financial Operations portfolio will be paramount to ensuring the portfolio delivers on client expectations and retains a focus on continual improvement. Identification, prioritisation and continual review of current practices with a focus on operating outside accepted comfort zones represent the next step in the portfolio’s maturity and development. Key initiatives, systems and processes will continue to be reviewed and developed to facilitate an environment of continuous improvement. Such initiatives include the continual review and upgrade of core financial systems such as Oracle, TM1, Travel & Expense Management System (TEMS), Dashboard reporting, and OneStop Secure. Leadership in measured risk taking from the management team will assist in achieving this strategic theme.

Service Excellence & Financial Sustainability (Theme 4)

A step change in each of the other three strategic themes is designed to facilitate an environment that enables enhanced service excellence and continued financial sustainability through professional financial management and engagement. Active engagement at all levels of the University is required to embed the financial knowledge that drives continued financial success and sustainability.

2018 Year in Review

In 2018, the Finance Office delivered the following key achievements. These achievements are aligned

to the Securing Success sub-objective 6.6 “Build a competitive, efficient and financially-sustainable

organisation”:


Implementation of the University’s Investment Strategy through consultation with the Finance

& Investment committee and Board of Trustees;

Appointment of Credit Rating Agency and progression to achievement of credit rating to

support development funding requirements of the Western Growth initiative;

Development of a long term 20-year financial forecast;

The successful delivery of the 2017 audited Annual Financial Statements that were unmodified

and required no post audit adjustments;

Student Engagement Work Integrated Learning Initiative in conjunction with the School of

Business;

Realignment and restructure of staff to better service Divisions/Schools and Units;

Development and finalisation of Travel & Expense SLA’s associated with the Shared Services

Program;

Implementation of a dedicated TM1 Analyst focused on TM1 development to improve system

efficiency, mitigate risk, improve reporting and enhance user experience;

Preparation of quarterly forecasts and monthly management reports to assist the University in

understanding, analysing and managing through the current challenging financial environment;

Continued enhancements to the transparency and commercial linkage of cash flow and

investment management through the integration of Treasury and Accounting functions;

Provided a lead role in the Innovative Research Universities (IRU) Transparent Cost of Teaching

reporting to the federal government;

Preparation and delivery of 2019 – 2021 budget receiving BOT approval; and,

Significantly increased the portfolios level of senior management engagement throughout the

University and external organisations through committee and board representation.

2019 Year Ahead

A number of baseline activities have been identified for 2019, including: preparation of annual accounts/reports, budget and quarterly forecasting, financial controls and governance, processing of financial operations, management of monthly reports and cost structure modeling and reporting. These baseline activities are described in further detail in the following sections.

Annual Accounts/Annual Report

Preparation of the University’s annual financial statements in accordance with the provisions of the

Public Finance and Audit Act 1983, the Public Finance and Audit Regulation 2010 and the Financial

Statement Guidelines for the Australian Higher Education Providers issued by the Department of

Education and Training. This includes the consolidation of the University’s controlled entities financial

results in conjunction with managing the audit of the University’s results by the Audit Office of New

South Wales.

Budget and Quarterly Forecasting

As per the Financial Framework, the Office of Finance constructs the rolling forecast each quarter

(April, June, September and December) and regularly refreshes its financial outlook ensuring funds are


being allocated in the most effective manner and are relevant in the ever changing tertiary educational

environment. The University budget is prepared annually and ensures that funds are applied in line

with the strategic direction of the University.

Financial Controls and Governance

Continued implementation and monitoring of financial internal controls to ensure the integrity of the

University’s finances. This ensures financial transactions comply with University Policy, Australian

Accounting Standards, the Public Finance & Audit act and relevant government & taxation legislation.

Financial Operations Processing

Financial Operations is responsible for the following day-to-day transactional activities of the

University:

Financial Accounting - general ledger maintenance and balance sheet reconciliation;

Accounts Receivable - the issue of customer invoices and ensuring debts are collected in accordance with University policy;

Accounts Payable - responsible for all payments (non-salary) made by the University to suppliers, students and staff as well as control and management of corporate credit cards;

Fixed Assets - responsible for accounting for the acquisition, depreciation and disposal of all fixed assets, including the rolling annual stock take throughout the University; and,

Tax and Insurance - ensure all groups within the University community understand, comply and are accountable for all taxation related business requirements and outcomes. Manage all property, liability and ancillary insurance policies and arrange appropriate cover and manage insurance claims for the University and entities.

Manage Investment Funds and Treasury Function

Treasury is responsible for the Operational and Strategic management of the University's financial

resources so that the University's day to day financial obligations can be satisfied.

This includes:

Cash management to ensure the University has sufficient cash available to meet its short, medium and long term requirements;

Debt Management to ensure the University has sufficient borrowing facilities to provide for working capital and long term capital investment;

Investment Management including Foundation, Tied Funds, Research Funds, Capital Grants and free cash including reviewing additional Counterparties & Limits for Term Deposits portfolio and the expansion of Fixed Term Income portfolio;

Bank Relationships;

Support Entities for cash flow forecasting and borrowing requirements; and,

Risk Management of interest rates and exchange rates.


Monthly Management reports

The Office of Finance prepares and consolidates for submission to University Executive, monthly and

quarterly management reports detailing the financial position of Divisions, Schools, Units and

Controlled Entities of the University.

Cost Structure Modeling and Reporting

Based on the Oracle Financials data, the SAS program provides detailed business analytics reporting of

the University’s teaching and research activities, including providing the fully costed performance of

teaching units, providing reporting on 4 service types (or Products), namely Teaching, Research,

Commercial and Other.

Major Projects - Current & Future

Management Accounting

Resource Realignment o Align Management Accounting resources to meet University organisational requirements

and revised structures, particularly post the implementation of a centralised Shared Services model throughout the University.

Web Portal o Improve user engagement and access to key financial information and reports.

Training and Engagement o To support new Shared Services environment by training clients on processes and financial

acumen.

Appointment of a Senior Business Analyst resource to ensure compliance with government

mandated costing requirements.

Treasury

1. Investment Strategy a. Governance oversight and reporting to be implemented to complement new strategy; b. Review and manage Investments, Credit Risk and Spending Policy; and, c. Execution of investment strategy including unwinding of current investments.

2. Capital Markets a. Funding strategy and medium term note framework; b. Obtain and maintain Credit Rating; and, c. Execute medium term note issue (subject to FIC approval).

Western Growth and Estate Development o Revenue and costs recording, cashflows and reporting


AASB 15/16 o System data collection improvements to comply with income recognition i.e. Research

income milestones; and, o Review of Leasing data capture to comply with leasing standard.

Paperless environment push o Reduce storage requirements by further leveraging off on-line system capabilities


Decluttering of Financial Statements in line with sector best practice

Archibus transition to Basware. As part of the focus on system consolidation and process efficiency, the transition from Archibus to Basware accounts payable will be undertaken. Post this consolidation of systems, a Purchase to Payment review will be undertaken to evaluate system usage best practices and resource requirements across the entire purchase to payment process.

Decadal Planning

Financial Operations decadal planning evolves around providing a 20-year cash flow as well as

continued valued financial support and oversight across all facets of the University. Our aim is to

ensure the Financial Operations function remains relevant to the fundamental workings of the

University whilst focussing on a number of core pillars to ensure this financial stewardship is delivered

in the most effective and efficient manner.

Decadal planning for the Financial Operations entails continued focus on a number of core areas to

ensure support and financial stewardship is maintained at a professional level. These core pillars of

focus over the near future include:

System development

Utilisation and development of systems that support the financial operations of the University will

require continual upgrade and improvement to ensure the relevance of financial controls and

processing efficiency. Alignment with the University’s ITDS strategy and platform will continue to drive

the system outcomes in this area.

Process improvements

As the University continues to diversify its operations and requirements for efficient and effective

financial support, Financial Operations processes will require a continual focus and the need to be

challenged and improved to meet changing demands and regulatory requirements. This is particularly

relevant in the Financial Accounting and transactional processing functions of the portfolio.

People

Investment in the professional development of the people within the Financial Operations portfolio

will remain a focus with increased emphasis on succession planning and technical competencies. One

Key area of focus is that of professional diversification particularly in the area of commercial and

property development to support key strategic initiatives such as the Western Growth program over

the coming decade.


Financial Support

Structural changes within the University involve resource and functional reallocations within the

financial structures supporting them. As part of the ongoing alignment with the University’s

operational and financial needs the reallocation of resources within Financial Operations will need to

occur as required. This is particularly evident in the front end Management Accounting functions

within the portfolio.

Treasury

The Treasury function and capability of the University has been developed and has matured

significantly over the last 5-6 years to a point where it is able to advise and support the current

treasury and investment needs of the University’s core activities. With the expansion of the Western

Growth program, introduction of a Credit Rating and significant growth of the Corpus, resourcing and

capabilities of the Treasury function will need to be further aligned to these new requirements and

complexities. This will involve a strategic evaluation of the current and future requirements along with

ongoing review including the potential of in-house investment advisor resources once the Corpus

grows to a point where this may be financially viable and strategically beneficial. The Treasury is also

responsible for providing a 20-year cash flow to assist with the planning and management of decadal

planning for the University.

Sector & Best Practice Benchmarking

To ensure the relevance of the services delivered by the Financial Operations portfolio, ongoing sector

collaboration in conjunction with best practice benchmarking will ensure the continued value add

proposition of the portfolio. This will occur on a number of fronts including close engagement within

the sector, such as with the Innovative Research University (IRU) group, and private sector consultants

to ensure best practice systems and processes are benchmarked and implemented on an ongoing

basis.

Engagement

The Financial Operations portfolio can play a key value add role through its engagement and

participation within the University and with external partner organisations. The focus will remain to

keep a balanced approach to core fundamental requirements of the office and the additional value add

engagement in areas such as student focused interaction, internal committees, client support and

external partner organisations where appropriate.

Risk Management

Risk Management remains a key operational focus of the Financial Operations portfolio through both

internal controls and risk mitigation reporting. The continued focus on robust financial systems,


processes and reporting support this requirement as does the ongoing linkage to the Internal Audit and

Risk portfolio and Audit and Risk Committee of the University.

Financial integrity analysis, reporting and investigations form part of the daily operations and further

support the focus on operational risk management. Enterprise risk management is delivered through

financial risk analysis and advice provided to management as part of the portfolio’s business partnering

and engagement role.


Financial Operations 2019 - 2021 Expenditure Budgets (DRAFT)

2019 2020 2021

OPERATING ACTIVITY

23301 - FIN: OFFICE OF DIRECTOR 625,608 728,358 740,648

23311 - FIN: FINANCIAL OPERATIONS 2,334,201 2,373,271 2,431,936

23321 - FIN: MANAGEMENT ACCOUNTING 3,412,177 3,488,778 3,555,415

23331 - FIN: FINANCIAL SYSTEMS 44,370 44,370 45,257

23341 - FIN: TREASURY 429,966 440,305 447,380

23351 - FIN: TRAVEL AND EXPENSE SUPPORT 425,109 437,090 444,135

TOTAL 23300 - FINANCE 7,271,431 7,512,172 7,664,771

UNIVERSITY WIDE

09939 - 23311: EXTERNAL AUDIT FEES 468,500 466,070 475,000

09949 - 23311: BANK AND TRANSACTION FEES 709,740 723,930 738,520

09107 - 23311: INSURANCE 2,666,566 2,802,979 2,852,797

09108 - 23341: INVESTMENT MANAGEMENT FEES 200,761 205,668 208,957

09109 - 23351: WTP AND RISK MANAGEMENT FEES 370,000 377,400 384,925

09137 - 23341: CREDIT RATING AGENCY FEES 48,000 50,000 52,000

09138 - 23341: CAPITAL MARKETS FINANCING 104,830 148,100 192,700

14402 - SHARED: STRATEGIC COSTING 357,056 360,684 374,189

TOTAL 23300 - FINANCE 4,925,453 5,134,831 5,279,088

TOTAL FUNDS UNDER MANAGEMENT 12,196,884 12,647,003 12,943,859

Table 5.2 - Functional Outlook


Project Management Office

2019 Portfolio Plan


Contents

Project Management Office: 2019 Portfolio Plan .............................................. 77

Executive Summary .......................................................................................................................... 77

Our Operations ................................................................................................................................. 78

2018 Year in Review ......................................................................................................................... 79

2019 Year Ahead ............................................................................................................................... 80

PMO Strategic Principles .................................................................................................................. 82

Strategic Outcomes .......................................................................................................................... 83

Key Success Factors .......................................................................................................................... 84

Decadal Planning .............................................................................................................................. 81

Risk Management ............................................................................................................................. 85

Prepared by: Project Management Office

October 2018


Project Management Office: 2019 Portfolio Plan

Executive Summary

The Project Management Office (PMO) provides organisational leadership in portfolio, program and

project management. The primary focus is to provide leadership for project management, lead

project delivery, and to drive transformational outcomes, acting as a catalyst for change.

The PMO leads projects that are aimed at addressing the challenges being experienced by the

University through increased globalisation, advances in technology, increasing competition and

changes to funding models.

Figure 6.1 – Project Management Office Model

Project Capability – including methodologies, processes, project assurance, training,

coaching, tools, and templates.

Project delivery – comprising the delivery of capital construction projects including new

buildings, civil infrastructure, facility fit-out and renovation, to support the University’s

research, training and learning outcomes


Project portfolio services – including the establishment and facilitation of project

governance, business case development and assessment, project portfolio planning and

ancillary end-to-end project support functions.

Business improvement and transformation – to support the ongoing improvement of

University operations (eg Shared Services), including capability for process mapping,

continuous improvement methodologies and leadership of transformation and change

programs.

Our Operations

The primary objective of the PMO is to support the University to operate as an efficient, agile and

cost effective organisation which is ready to face current and future challenges. The functional

organisational chart for the PMO is presented below (See Figure 6.2).

DirectorProject Management

Office

Manager Project Capability

Senior Manager Project Services

Associate DirectorPortfolio Services

BusinessImprovement

Manager

Figure 6.2 – Project Management Office Organisational Chart

The PMO is a central unit designed to provide leadership to the University in the discipline of

Project Management, and to manage and support broad transformational projects across the

University. The PMO provides a variety of project support services to, initiatives, programs, and

individual projects across the organisation, that support best practice execution of project

management to deliver successful project outcomes. The key functions of the PMO are presented in

Table 6.1.


Table 6.1 – Key Functions

2018 Year in Review

In 2018, the PMO delivered the following key achievements; these achievements are aligned to the

Securing Success sub-objective 6.6 “Build a competitive, efficient and financially-sustainable

organisation”:

Project management support for Western Growth, including Program Assurance and project

governance support.

Delivery of the capital works portfolio, including key iconic projects such as the partially

renovated Building J at Westmead for NICM, the Kingswood Building Z extension for SCEM,

and the Hawkesbury M1 building for HIE. The R Precinct project at Hawkesbury is ongoing

and will facilitate the relocation of various teams from Werrington North.

Post Implementation Review (PIR) for the Shared Services Program, and ongoing support,

including process mapping, facilitation of Service Agreements, and establishment of an

enterprise governance framework for shared services.


Establishment of Service improvement initiatives, including the Strategic Review of the

Enterprise Service Management Platform.

2019 Year Ahead

The PMO is a maturing function within the University. The key requirement for 2019 is to optimise

the function and operations of the PMO with the Division of Finance and Resources, and the overall

enterprise.

The following section highlights the overall priorities for the PMO for 2019:

Hawkesbury refurbishment of R Precinct construction project for the Office of Marketing

and Communications and the Office of Human Resources;

Hawkesbury renovation of Building M1 for Hawkesbury Institute of the Environment;

Parramatta South refurbishment of Building EJa for improved student enquiries with Student

Experience Office;

Westmead Building J Stages 2 and 3 adaptive re-use for NICM, SCEM and others;

Western Growth program and project management support, including assurance and health

checks;

Support for the Hawkesbury Peri Urban Program, including the New Research Greenhouse

Facility for Hawkesbury Institute of the Environment;

Rollout of the Project@Western framework, including training and the Project Network

centre of excellence;

Implementation of the Project Management (PPM) Tool and rollout;

Establishment of improved project planning, prioritisation and development processes;

Continuous improvement support for Shared Services, including support for cultural

transformation (as part of the People Strategy), Enquiries counter consolidation review,

updated Service Agreements, process mapping, training, and workshop facilitation;

Establishment of an Enterprise Process Mapping program;

Establishment of an Enterprise Service Management Platform (ie ServiceNow) to support

shared services; and,

Delivery of various Tier 2 and 3 capital works projects.


Building on existing project management activities across the University, the Project Management

Office will continue the initiative to implement and support project management through

improving the consistency and capability of the University to plan, implement and govern projects.

This program will include the development and release of a tailored framework, methodology, tools

and capability development initiatives.


PMO Strategic Principles

The PMO will incorporate the following overall governing principles:

Always maintaining a customer focused approach.

Managing complex project interdependencies and interfaces within the organisation.

Ensuring effective systems to ensure capability and competence, including the investment in

resources and the selection/management of external market support.

Leadership in a change environment– supporting the organisation through change, driving

ongoing improvements, building a culture of winning, and integrating and becoming visible

through the division.

Implementation of an effective project management and control framework (ideally

including earned value where relevant) should be underpinned by functioning systems, tools

and processes (e.g. methodologies, guidelines, templates, etc.). Importantly these need to

be fit for purpose in terms of size, complexity, and type of program.

Ensuring fit-for-purpose methodologies and tools that suit the projects, from large

construction to IT and minor and miscellaneous projects (or sub-projects).

Managing expectations – it is critical in any service support function to ensure alignment

between customers’ expectations. A culture of delivering on promises and commitments

must be maintained.

Achieving consistency of practice across project delivery offices, through collaboration,

communities of practice and industry participation.

Developing and leading a risk management based culture and approach, and the maturity to

pursue opportunities as well as risks.

Table 6.2 – Strategic Principles


Strategic Outcomes

In terms of outcomes, the following provides a perspective of strategic outcomes representing the

benefits of a successfully designed and operational PMO.

Transparency – the rollout and take up of effective systems, processes and support, will ensure that

senior management and leadership will have line of sight throughout the project lifecycle and across

the division, leading to more effective governance and decision making.

Visibility – an effective PMO underpinned by collaborative relationships will provide better visibility

across the divisional portfolio; facilitating clarity of issues, line of sight of emerging risks and issues,

gaps and areas for continuous improvement focus and clarity around portfolio and program

performance.

Successful project delivery – at its most basic, effective delivery of PMO functions will set up

programs and projects for success. At its best, effective PMO leadership will set up programs and

projects for excellence.

Recognition – an effective PMO has the opportunity to produce world class practice in program

delivery; an indicator of success will be that the project delivery areas of the University will be

recognised for excellence in delivery and achievement.

Value for money – the successful implementation of an effective PMO will drive program delivery to

be more effective, economic and efficient maximising the return to investment and ultimately

providing greater value to the customer.

Table 6.3 – Strategic Outcomes


Key Success Factors

The following key risks and success factors have been identified for the PMO for 2019:

People People are our most important resource. It is critical to ensure a team with the

right balance of experience, skillsets and attitude. It is critical to ensure the right

people are in the right positions and effectively led, supported, and developed;

Leadership Fundamental success requires that the PMO is well led and takes an active

leadership role within the organisation. It is important that leadership is

provided by senior management who must provide a level of executive backing

necessary to provide visible support for the function. Research suggests a critical

key to successful PMOs is to ensure there is common understanding of the

purpose of the PMO by leadership;

Driving the

right culture

Culture is the fabric that underlies behaviours across a business. As an enabler,

it is critical that the right cultural attitudes are persuasive and endemic both

within the PMO and throughout the organisation. Culture builds organisational

resilience and leads to success;

Collaboration Being able to communicate and work together in close partnership with the

various delivery groups across the organisation is a fundamental factor to

success. An effective PMO must be able to work in a constructive function with

stakeholders, providing both support and assurance;

Agility World class PMOs are able to lead and drive. Agility can be “flexibility”, but it

also includes being able to respond rapidly to change, and ensure systems, tools

and approaches that can still be applied across a range of situations. Agility will

also lead to creativity and innovation;

Control and

Authority

A large part of the effectiveness of the PMO will depend on the level of control

and authority, i.e. the authority to take action. Typically this control is centred

on authority to proceed/cease, and the ability to support portfolio

management; and,

Visibility The PMO must have sufficient visibility in the organisation to provide the level

of support for a range of types of programs and activities, as well as to drive a

culture of performance and compliance. Visibility as an outcome can also be a

reflection of a certain level of success.


Decadal Planning

The PMO will provide the following strategic capabilities:

Leadership of projects that will deliver long term strategic transformation to achieve decadal

objectives; and,

Project management leadership to support the University delivering projects to achieve its

Unlimited Potential.

Risk Management

The Project Management has identified the following key risks, and implementing subsequent

mitigation actions and strategies.

Key Risks Mitigation

WHS related incidents • Undertake regular WHS reviews and audits

• Monitor the implementation of WHS strategy for PMO

• Ongoing monitoring and reporting

• Ensure safety is at the heart of PMO culture

Lack of senior leadership

support for PMO form and

function

• Develop effective communications plans

• Ensure effective understanding of the value a PMO delivers and

ability to demonstrate

• Continue to deliver value

Lack of direction or clear

prioritisation

• Ensure effective business planning

• Ensure focus on key priorities by senior team leaders and maintain

effective program governance and assurance

Loss of key personal • Develop succession planning and stress test what-if scenarios

(refer succession plan)

• Ensure effective and broad communication in place

Budgetary constraints to

implementing key

programs

• Ensure savings opportunities and budget is managed and

monitored

• Ensure a project list is kept up to date

• Coordinate with University strategic priorities and funding

processes and opportunities

Lack of engagement from

team/individuals

• Implement development plans and seek opportunities for

development/exposure/training

• Pursue recognition opportunities

• Maintain communication around purpose, achievements and

recognition

Table 6.4 – Risk Management

Strategic Procurement & Services

2019 Portfolio Plan


Contents

Strategic Procurement & Services: 2019 Portfolio Plan .................................... 89

Executive Summary .......................................................................................................................... 89

Our Operations ................................................................................................................................. 89

2018 Year in Review ......................................................................................................................... 90

2019 Year Ahead ............................................................................................................................... 90

People ........................................................................................................................................... 90

Financial ........................................................................................................................................ 91

Performance ................................................................................................................................. 91

Category Management ................................................................................................................. 91

Operations Team .......................................................................................................................... 91

Procurement Team ....................................................................................................................... 92

Decadal Planning .............................................................................................................................. 92

Risk Management ............................................................................................................................. 92

Prepared by: Office of Strategic Procurement and Services

October 2018


Strategic Procurement & Services: 2019

Portfolio Plan

Executive Summary

The Strategic Procurement and Services Team was established to centralise and expand the

procurement category management, asset and equipment and daily operational functions of the

University as well as developing a Category Management team specialising in the establishment of

supplier panels and vendor management. This allows the unit to provide organisational strategic

support within the University.

The implementation of the new unit enables critical procurement support to the University’s

Western Growth strategy delivering cost benefits across all procurement activities. This ensures that

the University is best able to achieve its strategic objectives and move closer to its goal of becoming

a distinctively student-centred University.

Our Operations

The overall objective of the Office of Strategic Procurement and Services is to ensure that goods

and services obtained by the University are done so expeditiously and economically, whilst ensuring

that operational requirements are satisfied and that legislative requirements are met.

The Office of Strategic Procurement and Services aligns its governance to NSW Government

Procurement rules, ensuring that current policy and practices:

Deliver value for money through competitive procurement

Are equitable for all parties concerned

Manage the risk exposure of the University

The functional organisational chart for the Office of Strategic Procurement and Services is presented

in Figure 7.1.


Director, Strategic Procurement and Services

Manager Procurement, Asset and Equipment

Lead Category Manager Process and System Manager

Figure 7.1 - Office of Strategic Procurement & Services Organisational Chart

2018 Year in Review

Key achievements in 2018 include:

Recruitment to all vacant positions was completed in March 2018. With the team fully

staffed we have built on the initial Shared Services framework to deliver a service that

supports the University’s strategic goals.

Aligned sourcing Category Managers to University functions

Introduced benefits tracking and reporting.

Operational review leading to streamlined delivery of new centralised services associated

with the Motor Vehicle Fleet, Pool Car Systems and Novated Leases

Delivery of University Wide Strategic/Operational Procurement, Asset and Equipment

Process and Service awareness sessions.

Increase of staff raising requisitions transacting to purchase orders for goods and services.

Introduced purchase order compliance reporting

Establishment of Consulting, Marketing and Legal supplier panels.

Delivered significant cost benefits across a range of areas expected to exceed $4M p.a

Identified the functional requirements for a Contract Lifecycle Management system and an

extended Asset Management system for scientific equipment.

2019 Year Ahead

The Office of Strategic Procurement and Services’ priorities for 2019 can be categorised into 4 main areas, including people, financial, performance and category management. These priorities are further detailed below.

People

Develop performance KPIs and make sure the team receive regular feedback

Embrace ‘On the Job’ development

Identify training needs and provide opportunities

Activate our MyVoice action plan


Financial

Continue to support and enforce financial controls by ensuring Procurement Plans and Purchase Orders comply with policy

Continue to increase the % of spend being requisitioned under Purchase Orders

Use data analytics to improve visibility of organisational spend within all procurement

categories

Develop individual category strategies to enable procurement to support the increased management of total spend

Review and improve procurement benefits tracking and reporting functions

Agree the definition of benefit types with Finance and request Corporate Finance to

validate savings > $1M for the term of a contract.

Performance

Reviewing business processes to deliver continuous service improvement

Understand governance requirements and ensure these are being met

Develop a contract management strategy to enable the University to control the delivery of procured goods and services across the organisation

• Implementation of Contract Lifecycle Management tool

Develop an Asset Management strategy to enable the University to control and manage the lifecycle of procured equipment across the organisation

• Implementation of an Asset Management tool

Finalisation of electronic forms (Procurement and Sole Supplier Plans)

Develop and implement stakeholder service charter agreement

Category Management

Continue with compliance drive to ensure policy governance

Work with our stakeholders in more strategic category analysis

Provide process flexibility where required to facilitate required timeframes

Identify areas for supplier relationship improvement to gain mutual benefits

Improved contract management focus for performance monitoring

In conjunction with the priorities for 2019 identified, the following key projects will be undertaken by

Strategic Procurement and Services in 2019:

Operations Team

Developing the new Strategic Procurement, Asset and Equipment Policy

Establishing and implementing a full lifecycle asset management tool

Delivery of a “Direct to Desk” supplier service for IT hardware acquisitions

Centralisation of leasing budget for End User Compute

Develop and implement a new enterprise leasing solution

Develop and implement a new enterprise software asset management tool


Procurement Team

Implement improved centralised database to accommodate GIPA requirements

Develop and implement a spend analytics tool

Develop a benefits tracking report and agree benefits definitions with Finance

Support the introduction of a total organisation asset management tool

Extend the functionality of iProcurement to increase catalogue preferred supplier panel shopfronts

Review, establish and implement category supplier panels

Introduce a simple Supplier Management model for key suppliers

Review procurement related policies and improve templates in use

Identify further areas of procurement that might be centralised

Decadal Planning

The core purpose for Procurement will continue to be to deliver value for money with an acceptable

risk profile for the University. However, the relationship Procurement has with stakeholders

internally and external suppliers will be more as collaborative partners rather than enforcing

governance.

The future Procurement team is expected to provide:

A more automated streamlined, automated sourcing process

A request to pay platform provides an integrated governance platform

Embedded catalogues and supplier panels simplify the stakeholder buying experience

The team is adaptable to support any new Western Growth concepts

Strong market research to identify changes in the supply base for the education sector and be up to date with technology changing the way goods and services are supplied

Risk Management

Risk management is inherent in Procurement’s core purpose but will be further strengthened by the

following measures:

Developing preferred supplier panels with our most capable providers

Refreshing and extending the suite of standard contracts suppliers use

Supporting improved supplier management

Establishing a Contract Lifecycle Management System

division of finance & resources 2019 divisional plan...division of finance & resources –...

Documents