With respect for Aboriginal cultural protocol and out of recognition that its campuses occupy their traditional lands, Western Sydney University acknowledges the Darug, Eora, Dharawal (also referred to as Tharawal) and Wiradjuri peoples and thanks them for their support of its work in their lands in Greater Western Sydney and beyond.
'Service Reimagined' embodies our commitment to transforming service at WSU. It signifies our pursuit of service excellence; an understanding of our workplace needs and a commitment to continuous improvement.
By encouraging teams to challenge service siloes, embrace change and innovative thinking and refine processes, we aim to reshape service delivery, add value to the business and create outstanding user experiences.
Service Reimagined began as the Service and Process Improvement (SPI) Program that commenced in August 2022 with a review of our university’s current service model. The review sought to understand what has worked well and what could be improved, with a focus on strengthening service culture and service maturity, supporting the development of service leaders and service delivery teams and improving service governance. In February 2023, the review phase concluded and produced the Findings and Recommendations Report*
*The Findings and Recommendations Report can be viewed in the Program Library below.
Service Reimagined is an enterprise service transformation program, empowering our teams to be creative, collaborate seamlessly, and elevate service experience to new heights. Together, we will reshape the way be deliver service at the University.
As part of creating a service excellence culture, staff should take a service-oriented approach to their regular duties. Leaders at all levels have a vital role in allowing and guiding all staff to realise their full-service potential and embed our service excellence principles.
This stream is focused on establishing a business model that emphasises service excellence and service improvement. This stream seeks to enhance the user experience of service at the University by equipping service areas with the knowledge and tools they need to implement improvement goals and mature as a service.
Frequently Asked Questions
Senior Deputy Vice-Chancellor and Provost, Professor Clare Pollock.
This program is about redesigning and reorganising our current services structure so we can deliver better quality services across the organisation. The budget may delay some projects and impact on investments but this program has never been about cost cutting or reducing headcount and the budget position will not change this.
We are looking at improving how services are structured across the University so change is inevitable.
There are a number of operational challenges with the way schools are structured currently so we will work with key stakeholders to address the challenges and design something that improves the experience for service users.
There is an annual survey where we seek feedback from service users around the satisfaction rates of 31 service areas across the University. The team will work with divisional service areas to improve the user experience and has started already doing this in the targeted improvements stream. The service improvement toolkit will also be used by divisional areas to self-improve and ensure effective service partnerships are maintained.
We hope this will be launched in late 2023/early 2024.
The pooled resource model will be addressed as we move forward with designing school operational support services. Given there are at least six different functional roles that are pooled within schools, it is difficult to address all functions immediately. Some pooled roles will be addressed before others.
Unfortunately, shared services will not be scaled back. There are shared service areas that staff are extremely satisfied with such as Campus Safety and Security, Library Services and TRTS. There are benefits to centralised service delivery that cannot be understated. These include: the creation of economies of scale, greater flexibility and agility and greater resilience in service continuity with no single point of failure.
There are some delays within the operating model stream, but all other streams are on track.
• Senior Deputy Vice-Chancellor and Provost
• Senior Vice-President
• Deputy Vice-Chancellor, Academic
• Deputy Vice-Chancellor, Research, Enterprise and International
• Vice-President, People and Advancement
• Dean, School of Education
• Dean, School of Humanities and Communication Arts
• Chief of Staff, Office of the Senior Deputy Vice-Chancellor
• Executive Director, Strategic Project Implementation and Improvement
• Chief People Officer
• Senior Program Manager, SPI Program
To ensure representation, members are expected to arrange a delegate in the event they cannot attend.
• SPI Program Team
• Chief Information Officer ITDS, or nominee
• Executive Director, HR Partnerships & ER or nominee
• Pro Vice-Chancellor Educational Partnerships and Quality
• Dean of Graduate Studies and Researcher Development, or nominee
• Director, Teaching and Research Technical Services
• Director, Student Retention and Success
• Director, Future Student Engagement
• Coordinating School Manager (SoP, SoSS)
• School Manager non-pooled school (SoM)
• School Manager (SoE)
• Research / Academic Staff Representative (SoCDMS)
• Research / Academic Staff Representative (HIE)
• Senior Project Officer, Office of SDVCP
Email us! Lots of areas have asked us to come and speak about the program at staff meetings. We are more than happy to discuss the program and meet new people!