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Restructuring Support Services and Administration at Delft University of Technology. A major case of change in internal governance. Humane annual conference Amsterdam. Hans Krul, Secretary General. Dutch university biotope in the year 2003/ 2004. External developments:

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Restructuring support services and administration at delft university of technology

Restructuring Support Services and Administration at Delft University of Technology

A major case of change in internal governance

Humane annual conference Amsterdam

Hans Krul, Secretary General


Dutch university biotope in the year 2003 2004
Dutch University of Technologyuniversity biotope in the year 2003/ 2004

External developments:

  • Restrictions (funding) on duration of study

  • Abolition of funding non EU students (system of grants)

  • Further retrenchment (fixed rate)

  • More programme funding (EU TTI, key areas)

  • Fundamental changes in funding of Education and Research


Consequences for tu delft
Consequences for TU Delft University of Technology

  • Entirely new biotope

    • From: Rivalry (jockeying for position)

    • Via: Competition (scarcity of funds & talent)

    • To: Accountability for results i.e.: survival

  • (much) more programme funding

  • permanent pulling power to attract students

  • broader partnerships (IDEA league, 3TU NL)

  • rationalise organisation as much as possible (support accounted for approx. 25% of the budget)


Benchmark study tu eindhoven
Benchmark study TU Eindhoven University of Technology

  • Comparison with TU Eindhoven produced 2 important findings:

    • 1. Better academic staff/ support staff ratio for TU/e versus TUD, namely 1.5: 1 and 1:1

    • 2. nevertheless, higher output per academic FTE, e.g. number of PhD students per professor


Starting points reorganisation project
Starting points reorganisation project University of Technology

Starting position TU Delft is strongly decentralised

Goal Improve (defend) competitive position of TU Delft through better (optimal) use of scarce resources

Through

  • More sharing in all functional areas

    • Systems

    • Work processes

  • Clear arrangements (management system)

  • Good information (MIS)

  • Best practices

  • Change in attitude


Project organisation

Steering Group University of Technology

= driver & team

Project Group

Task Forces

ICT

Staff

Finance

Accommodation

Communication

functional area

functional area

functional area

functional area

functional area

functional area

functional area

Project organisation


New internal governance
New internal governance University of Technology

  • Integrated management dean

  • Central employer Model:

    Support under direction of 1 supervisor:

    • ‘central’ member of staff

    • ‘decentralised’ member of staff (seconded)

    • dean = customer

      Role-based governance

  • functional (how: professional standard, career, HRM)

  • operational (what and when)


New internal governance elaboration of central employer model
New internal governance: University of TechnologyElaboration of central employer model

  • Shared service centres

  • Seconded staff

  • Expertise centres


New internal governance elaboration of central employer model1
New internal governance: University of TechnologyElaboration of central employer model

1) Shared service centres

  • delivery of standardised services to operational units (incl. departments) based on an agreement on quality, quantity, price

  • monitoring via customer platform

  • centralised or non-centralised / front and back office

  • move towards 1 help desk for TU Delft

  • local counter for reception function, keys etc.


New internal governance elaboration central employer model
New internal governance: University of TechnologyElaboration central employer model

2) Seconded employees

  • hierarchically and functionally under central employer

  • operational under dean

  • 3 to 4 years attached to management unit (job rotation)

  • with several seconded employees, there is 1 coordinator

    3) Expertise centres

  • central policy, project and advisory groups

  • strategic specialised knowledge for TU Delft

  • full control at central employer


New internal governance consequences for academics
New internal governance: University of TechnologyConsequences for academics

  • More transparent support organisation

  • Faster and more efficient service..

  • .. based on pre-determined Service Level Agreements

  • More standard work

  • Client/supplier attitude is required


New internal governance elaboration of decentralised employer model
New internal governance University of TechnologyElaboration of decentralised employer model

  • In-house staff faculties:

    • Education & Student Affairs

    • Administrative and secretarial support

    • (Technical) support for education and research processes

  • Support managers of faculties also active at university level (‘Bridging the gap’)

  • Functional control university manager


Change in control model new role for departmental directors
Change in control model/new role for departmental directors University of Technology

  • Leading role in TU Delft transformation

  • Active promotion and communication of new attitude

  • Active implementation of new administrative responsibility (= manager of department)

  • ……and: focus on scientific output!


Checks balances
Checks & balances University of Technology

Customer - supplier relationship

  • Each functional area has a dean who represents the customer role

  • Sounding board for manager of functional area in relation to policy and services (quality and quantity)

  • All products are described incl. quality parameters and customer groups for feedback


Results of reorganisation
Results of reorganisation University of Technology

Old AS : SMS ratio 0.98 : 1

New AS : SMS ratio 1.33 : 1

(increase 250 AS 1.48 : 1)


Reorganisation financial
Reorganisation financial University of Technology

  • Savings: € 20m per year (structural)

  • Costs: just over € 40m for social plan (once only)


Critical success factors
Critical success factors University of Technology

  • Strong commitment of highest management (university + faculty)

  • Transparency on motives (staff understood why it had to be done)

  • Largely an in-house university project (only a few embedded external advisers)


Is everything running smoothly no
Is everything running smoothly? No! University of Technology

  • Setting up shared service centres is costing more time than expected (notably standardisation)

  • Organisation, notably academics, has problems with customer role

  • Support staff in faculties sometimes have trouble with dual control model

  • Strong emphasis on ICT, systems not yet entirely available e.g. Document Management System

  • Customer feedback processes are developing too slowly


Evaluation of reorganisation
Evaluation of reorganisation University of Technology

  • Started 1 May 2008; completed 1 November 2008

  • Perception survey among staff & customers

  • Upward pressure on support FTEs expected

  • More personal attention for customer from shared service centres

  • More attention for change in attitude customer & support staff


The End University of Technology


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