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

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

3. My Journey so far…

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

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

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

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

8. 2011 Staffing structure 1385 Beds Heavy ‘head office’
General Manager
Finance & Assets Manager
Buildings Manager
Maintenance Officer
Property & Assets Administrator
Financial Accountant
Financial Assistant
Service Delivery Manager
Head of Hall
Assistant Head of Hall
Residential Supervisor
Residential Assistants
Marketing & Liaison Manager
Accommodation Coordinator
Application Coordinator
Accommodation Advisor
Accommodation Administrator
1385 Beds
Heavy ‘head office’
Internal finance & property
Inconsistent exprience

9. 2011 Operating model Financial Services Finance Policy and Practice
Applications and Marketing
Buildings Management
Property Services
Hall Silo
Academic Support
Hall Silo
Traditional events
Hall Silo
Wellbeing support
Campus Life

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

11. Growth

12. Where did the Residential Experience sit?
Resident Satisfaction
Educational

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

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

15. 2017 Staffing structure 2983 Beds Portfolio style of management
Associate Director (Accommodation)
Area Manager (Facilities & Ops)
Buildings Manager
Maintenance Officer x2
Resident Manager x3
Resident Advisors
Area Administrators x2
Area Officers x2
Area Manager (Residential Experience)
Resident Coordinator x2
Area Administrator x2
Area Assistant
Area Officer x2
Manager - Accommodation Solutions
Functional Analyst
Accommodation Coordinator
Advisor – External Accommodation
Accommodation Administrator
2983 Beds
Portfolio style of management
P3 relationships
Resident Managers for each property
Move to an integrated University approach

16. 2017 Operating model Financial Services Accommodation Strategy
Advice, suppt
Applications, Advisory and Marketing
CAPEX, Devp.
Property Services
Facilities & Operations Strategy
Security
Residential Experience Strategy
Call centre
Student Information
Local delivery in Hall/Area
Local delivery in Hall/Area
Campus Life
Engagement
Commercial
Strategic

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

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

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

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

21. Questions?

22. Thank you.
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