Department Of Reporting & Analysis Proposal for Change...3.1 A new name and proposed new...

Department Of

Reporting & Analysis Proposal for Change

Change Sponsor: Vice-President (Resources) and Chief Financial Officer Division of Resources 30 January 2019

1 Introduction ..................................................................................................................................... 3

2 Background and Rationale for Change ........................................................................................... 3

2.1 Current state Assessment ....................................................................................................... 4 2.2 New enterprise wide Data and Analytics Strategy .................................................................. 5 2.3 New model 5

3 Proposal for Change ....................................................................................................................... 7

3.1 A new name and proposed new organisational structure for Reporting and Analysis ........... 7 3.2 Workforce Impacts ................................................................................................................ 10

4 Transitioning staff to the new structures ....................................................................................... 12

4.1 Timing 12 4.2 Transition principles .............................................................................................................. 13

a. Continuation in positions where possible 13 b. Job family reduction process 13 c. Ongoing staff (including ongoing staff on leave) 14 e. Recruitment to new vacant positions 15 f. Fixed-term contracts 15 g. Part-time staff (ongoing and fixed-term) 15 h. Leave 15

5 Engaging, Consulting and Supporting Staff .................................................................................. 15

5.1 Engaging and Consulting ...................................................................................................... 15 6 Supporting Staff and Building Capability ...................................................................................... 16

7 Stakeholders and Timelines .......................................................................................................... 17

Appendix 1: Reporting and Analysis Current and Proposed Organisational Structures ...................... 19

Appendix 3: Position Summaries .......................................................................................................... 21

1 Introduction This Proposal for Change proposes a new organisational structure to support an enterprise service model for data and reporting in the Division of Resources. In particular, this proposal outlines:

• The background and rationale for change; • A proposed new department name and organisational structure for the Department of

Reporting and Analysis; • Proposed workforce impacts; and • Position summaries providing the high-level purpose of each new position within the

structure.

This proposal completes the Divisional organisational changes from the Resources Transformation Phase 3 Proposal for Change and Change Implementation Plans. Following consultation on this Proposal for Change, should it be determined that organisational change is required, a draft Change Management and Implementation Plan (‘Draft CMIP’) will be prepared for consultation with staff and relevant unions.

2 Background and Rationale for Change QUT has embarked on a transformation program to transform major functions within the University including the establishment of a new Data and Analytics practice.

The Data @ QUT Business Transformation project will address the recommendations from the 2017 Review of Data, Information and Reporting through the development of an enterprise-wide data and analytics strategy, data governance framework and robust governance structure. This will define how data and analytics is governed and used responsibly across the University to create value through analytical insights and data-driven innovation.

Consistent with the University's transformation agenda the then Vice-Chancellor commissioned a Review of Data, Information and Reporting, conducted during mid-March 2017. The external review centered on the key activities that relate to data and information, with a focus on internal reporting (strategic, tactical and operational), recognising "the growing importance of accurate and timely data, including the use of data analytics to improve performance and guide decision-making" (Blueprint 5).

The Review examined the current Data and Analytic landscape and provided an assessment of its maturity.

The Review found a disconnect between the University’s strategic intent and the processes in place to collect, manage, and report data and information. The Final Review report is available here.

The University agreed with the significant recommendation of the Review that an enterprise-wide approach to data and information was the way forward, together with a number of recommendations to strengthen this approach and focus on improving the data, information, and reporting functions at QUT.

The University appointed to the position of Chief Data Officer (CDO) in December 2017 with the role being to nurture a data-driven culture and ensure that QUT achieves maximum value from its ethical use of data

https://qutvirtual4.qut.edu.au/group/staff/governance/organisational-structure/divisions/resources/2017-review

and analytics initiatives. To achieve this, information needs to be fit for purpose, available in the right place and right time, and most importantly, trusted.

To date, activity around the Data@QUT project has been focused on documenting processes and activities that underpin the current services of the Reporting and Analysis department within the Division of Resources.

The CDO is leading the development of an Enterprise-wide Data and Analytics Strategy and service model to support an enterprise approach to data strategy, governance and frameworks.

2.1 Current state Assessment In 2018, the University engaged a consultancy partner to review our current approach to data services and analytics across the University and to recommend how to improve service delivery through the development of an Enterprise Data and Analytics Strategy to better support decision-making and outcomes.

A number of workshops with representative stakeholders were conducted across the University which provided an opportunity to assess the current state of data services, identify the needs of the various business units and understand the desires from each of the areas.

Key Findings:

• Alignment with Business Strategy

The ongoing lack of a data and analytics strategy, governance framework and of a clear understanding of how data services has resulted in a function which is misaligned with the wider University strategy; and services which do not enable the critical decision making process.

• Governance, People and Operating Model

The separation from University strategy has led to the organic growth of the reporting and analysis function which in turn has led to it being reactive, with no clear performance measures and a lack of capacity management and service model for the function and its services.

Without a governance strategy that outlines the data needs of the University, it is difficult to determine the required data models, provide access to data efficiently and create effective service lines.

• Performance Management Process and Reporting

There is a lack of understanding of the user and business needs for reporting and analysis institution-wide, which has led to a high degree of manual data extraction and transformation, ungoverned data sharing and duplication of effort outside of the R and A Function, which is inefficient.

• Analytics and Data Discovery

The reporting and analysis function serves some clients well, but others feel they cannot get the right data and analysis, at the right time, to support business needs and support their strategic goals.

• Data Integration, Storage and Engineering

There are vast amounts of data across the University of which less than 10% is captured in the existing data warehouse. There are data quality issues within source systems data; once in the data warehouse the data is clean but the business transformation rules are not documented well and transparent to the consumer.

• Reporting and Analytics Platforms

Whilst there is a central data warehouse managed by the reporting and analysis team, other data warehouses are currently operating around the University and more are in development because the current arrangements are not sufficient and there are not reliable and efficient solutions to meet customers’ needs.

• Technology Infrastructure

The University has adopted a cloud strategy which has yet to be adopted by the reporting and analysis team; the technology roadmap has not been reviewed which would support the decisions required to transition from a data centre to a cloud service.

2.2 New enterprise wide Data and Analytics Strategy Analytics and its use to generate insights has changed over time. In response, leading organisations are using new analytics tools and methodologies to adapt to a fast changing environment and growing demand from customers. The University is currently following the traditional empirical approach to data services and a distributed model to analytics, where the majority of insights are derived from manual data extraction and manipulation.

A number of recommendations have been made across data governance, reporting frameworks and architecture, tools and processes, operating models, alignment with University strategy, capability requirements and role definition, and service charter and culture. These have shown that the current approach to data services and the distributed model to analytics, where the majority of insights are derived from manual data extraction and manipulation and multiple data sources is outdated and unsustainable. It has been recommended that the University pursue an advanced analytics approach, whereby analytics are used to inform critical decisions, which in turn determine the data requirements (including data models, governance and architecture) of the University. This approach would be supported by a centre led data and analytics service. Implementation of the Strategy would enable the efficient flow of data across the University and provide access to new analytics capabilities and insights. This would be used to connect student data to improve performance, engagement and retention, as well as improve information and decision-making across aspects of teaching, research, industry engagement, finance and human resources. Through improved capabilities, trusted data and engaged governance, our data and analytics service would provide the level of strategic and tactical support needed to support the University’s ambitions.

Achieving this vision will require the reporting and analysis team to transform into a centre led Data and Analytics practice which is aligned to the wider QUT Business Strategy. The centre led practice is organised around disciplines and domain expertise providing clear roles and responsibilities, career development paths, and the ability to scale as demand increases. This model requires some new positions with a different capability set.

2.3 New model

A common theme arising from the business engagement workshops and leadership interviews was the need for a customer centric service model. There was a pervasive feeling that data services were not designed for, or focussed on, the needs of the customer. Agility in response and quality in delivery was the second most

voiced theme. These themes align with QUT’s principles “To cultivate organisational agility”, “To use resources effectively and improve services” and “To focus on quality”.

A siloed data environment with limited consolidation and distributed analytic functions creates a complex landscape from which the University can access data, consume data and generate insights. The current operating model needs to be able to support a higher demand from consumers for data and analytics services and be able to deliver an increasing number of services. We took the current state operating model, desired future state operating model and leading industry best practices into account to develop the proposed new model.

3 Proposal for Change 3.1 A new name and proposed new organisational structure for Reporting and

Analysis Two key themes of customer service and agility in response and quality in delivery underpin the proposed new organisational structure. There are currently pockets of excellence that exist in the university but limited connections between them. Some areas maintain their own private data store as they have limited access to data. A practice and centre led model will provide a structure that allows collaboration across the university and enable agility by balancing both stability and flexibility. Too much flexibility leads to inefficiency and too much stability can lead to rigidity and lack of innovation. The proposed approach will deliver guidelines, best practices, expertise, governance, enterprise data and analytics services and products through a rationalised portfolio of platforms and tools to the university community. The centre will also understand the initiatives in data and analytics being undertaken across the university to ensure synergies across functions, better reuse where possible and reduced duplication of effort. This will result in reduced effort for our end users in finding and preparing data and more time for analysis, decision making and action. The distributed analytics areas will bring knowledge and innovation to the core. Together we will collaborate through a community of practice to build on each other’s ideas and also uplift the data and analytics maturity of the university. The structure will rely on business experts knowing what decisions need to be made that will have the biggest impact on the organisation and knowing the right questions to ask. Value is only be realised through action taken once a decision has been made. This will require continuous observation of issues, opportunities and information, understanding the context in which the decision will be taken, and execution of actions once a decision has been made. This is depicted in the graphic below.

The proposed organisational structure (Appendix 1 (Figure 2)) will create a renewed focus on analytics combined with domain expertise to support the core business. It will also enable the ability to easily ramp up in periods of increased activity or project work load. The following work streams are proposed.

Analytics A new ongoing position of Analytics Manager is proposed to be created to provide technical depth and leadership around the analytics function to support and guide the Analytics Leads. The Analytic Lead roles will work with the business area to build and maintain domain knowledge. They will also advise on best practices and share knowledge and expertise with the core team and the wider university community. Two new ongoing Analytics Leads (HEW 8 and HEW 9) are proposed to supplement the existing Analytics Lead (HEW8). The Analytics lead for Learning and Teaching has been levelled at a HEW 9 and this role will require expert skills in analytics methods. This role will be responsible for defining guidelines and advising on best practices both within the team and across the University community. Together with the Analytics Manager this role requires expert knowledge to uplift the Analytics maturity across the University through participation in the community of practice. The Learning and Teaching insights lead will need to have experience in a broad range of analytics methods including correlation analysis, predictive analytics, segmentation, customer life cycle and text analytics. This various responsibilities of the Analytic Leads are: Senior Analytics lead – Learning and Teaching will support learning and teaching with analytics across a number of themes that were identified in the workshops and interviews held in 2018. For example:

- Assist with analysis of data to support new product development and curriculum design - Improved data and insights from surveys - triangulation of data from surveys and how different

services are used across the university to determine student satisfaction, and students at risk. - Understanding relationships between attrition rate, student performance and differences in

assessments (e.g. assessment vs exam), student satisfaction, student success and teaching performance

- Assisting with core data for accreditation requirements - Better understanding of the end to end learner journey and the intervention points and decision

making opportunities available to improve services. Analytics lead – Corporate will support corporate performance through delivery of enterprise reporting and analytics from multiple data sources. The following key themes are consolidated from the workshops and interviews held as part of development the enterprise wide data and analytics strategy and the Data review done in 2017.

- Up to date, relevant and more consistent reporting on KPI’s that can be accessed at any time. - Ability to determine organisation unit contribution to rankings – having access to the data that is

the basis for our rankings to support improvement in key areas that can directly be linked to better ranking outcomes

- Data and analysis used for corporate reviews to be more visible and reported on an ongoing basis to continually monitor performance which can show the linkage to the KPI’s and leading indicators.

- Support Planning and Performance with institutional KPI data collation and reporting Analytics Lead – People and Culture (HR and Equity)

- Support and maintenance of HR Tableau dashboards - Rationalisation of existing HR BO reports - Support and maintenance of Equity BO reports across multiple support areas and SAGE Tableau

dashboards

- Support of new requests from Equity and HR where multiple data sets are required to be integrated, analysed and visualised.

- Reporting of internal insights from staff government collection where required. - Support KPI reporting and provide insights in collaboration with HR where staff data is required.

With the changes in approach to government reporting for the student data collection and through further automation of the staff data collection we will move towards an increased focus on providing insights to the University. Our Analytics team will support the Uniforum collection and survey coordination also with a view to increase focus on insights provided from these activities. Program Led by the existing Program Manager, it is proposed to have a new program management stream to create a more consistent and improved client service approach. This stream will work with the functions in the university to understand their data and analytics needs, provide curation of use cases, advise on best practice tools and techniques, improved communications and collaboration through sharing success stories across the data and analytics community, what’s new, FAQ etc. This requires end to end program management of data and analytics initiatives, supported by change management, project management, and business analyst and communication skills. Governance The proposed new governance stream will create our foundation for creating trust in our data and services with a focus on master data management to understand the source of truth, metadata management to understand the meaning of data, and data catalogue. This stream will also be responsible for running a data governance committee to empower our data stewards and custodians in their roles to increase the quality and trust in our data. Data Management As part of our data services there will be an increased focus on monitoring data for accuracy, modern data warehouse techniques and cloud platforms to enable us to be more agile and capture value from best of breed toolsets as we move to the cloud as part of our digital strategy. Led by the Data Manager, the team will be responsible for data collection, preparation, exploration, integration, cataloguing, business intelligence architectures, and administration of the supporting data platform. While positions have been placed in their primary area/stream of focus, this does not mean that these activities will be their only focus. For example, data engineers will have a quality focus that also overlaps with the data quality monitoring activities within the Governance stream. The teams will work together within a cohesive department, as initiatives are guided by the strategic priorities of the University. New Department Name A new Department name is proposed: Enterprise Data and Analytics which more effectively captures the essence of our vision and new operating model. The aim of the new operating model is an increased focus on data quality with the introduction of cloud technologies and modern data platforms for effective data management and improved data governance, in conjunction with a renewed focus and importance on the use of analytics supporting and enabling an insight-driven decision making culture to achieve our strategic goals. The enterprise approach will develop over time and provide value to the University as a whole. This

will be reflected in the way we work and the approach we take to deliver outcomes through consistent, repeatable and scalable processes; shared principles, practices and policies; and robust data and analytics platforms. In addition to the ongoing roles, a fixed term Change Manager (HEW9) will be recruited to develop and implement a change management and communication framework to ensure the Enterprise Data and Analytics service offering is embedded across the University, and products and services delivered are adopted and utilised.

3.2 Workforce Impacts The University has reviewed the current organisational design of the Reporting and Analysis department and proposes a structure as detailed in Appendix 1 (Figure 2). The key features of the proposed organisational design and the potential workforce impacts are outlined below. The workforce impacts of the proposed changes are outlined in detail in the following section. In summary it is proposed to:

• Create 9 new ongoing positions; • Discontinue 6 positions. Two of these roles are vacant. The remaining roles will be discontinued at

different times over the next twelve months which reflects that some roles are required until new systems or processes are introduced and embedded.

Key changes proposed for Reporting and Analysis design are outlined below:

• The following new ongoing roles are proposed to be created.

Position Stream Proposed HEW

Level Analytics Manager

Analytics HEW10

Data Translator /visualisation specialist

Analytics HEW9

Senior Analytics Lead Learning & Teaching

Analytics HEW9

Analytics Lead – Corporate Analytics HEW8 Data Governance Officer

Governance HEW8

Business Analyst Program HEW8

Program Support Officer Program HEW7

Senior Data Engineer – Cloud / Data Lake

Data HEW9

Data Engineer – Cloud / Data Lake

Data HEW8

• The following role is proposed to be discontinued immediately.

Position Level Position #

Director, Reporting and Analysis (vacant)

SSG 0000080185

This role is no longer required because the functions and responsibilities still required are already being undertaken by the Chief Data Officer.

• The following role is proposed to be discontinued with the redundancy date six (6) months after implementation of the new structure.


Information Coordinator

HEW7 00000010402

The Information Coordinator role will support service delivery and business continuity during the six month transition period following implementation and will then be discontinued. It will only become redundant once the new systems and processes have been established

• The following roles are proposed to be discontinued with the redundancy date 12 months after implementation of the new structure.


Manager, Information and Analysis

HEW9 0000061476

Senior Information Analyst

HEW8 0000228518

Due to the changes required as part of the government’s transformation of the collection of student information and the risk of knowledge loss which has been compounded by recent staff departures, the Manager of Information and Analysis would focus on transitional requirements during the 12 month period following implementation of the new organisational structure, prior to the position being made redundant.

The Senior Information Analyst role is currently occupied on a fixed term basis and won’t be continued past the end of the current contract.

• HEW8 Senior BI Analyst / BI Analyst Job Family

Four HEW8 BI Analyst positions have been identified as a Job Family as they are considered to have very similar roles, knowledge and skills. This Job Family has been aligned to the HEW8 Data Engineer –BO position.

The proposal is to reduce this job family of four (4) ongoing positions to two (2) ongoing positions.

The redundancy date for the 2 positions will be 31 December 2019. Until this time the positions will be required to assist with transition and to provide service delivery to clients.

Current Positions within

Job family Level Position # Proposed positions within

pool (4)

Business Analyst Programmer Senior Business Intelligence Analyst Senior Business Intelligence Analyst Business Intelligence Analyst

HEW8 HEW8 HEW8 HEW8

Two (2) ongoing Data Engineer- BO positons.

As we transition to the cloud data platforms we will reduce the amount of new development in the existing data warehouse and Business Objects platforms. The remaining Data Engineer – BO positions will be required to maintain the existing systems and ultimately also transition to the newer technologies as the maintenance requirements of the legacy systems reduce over time. The two new positions will be required to provide limited support of the existing on premise business intelligence platforms as the primary focus will be in the selection, design, development, implementation and support of the new cloud data platforms. Most of our new development will be done in the cloud on modern BI platforms reducing the requirement for skillsets primarily focused on our existing data technology platforms. The Administration Officer /Personal Assistant HEW5 position has been included in the previous Resources Transformation Proposal for Change and Change Management Implementation Plans (Phase 3) and is not included in this document. All impacts on staff within Reporting and Analysis, including positions directly translating to the new structure, are listed in Appendix 2. Position summaries for new roles are outlined in Appendix 3. This provides an outline of the high level responsibilities of the proposed positions. It should be noted that the classification levels of any new positions referred to in the sections below are indicative only, subject to confirmation by the Human Resources Department, following consideration of feedback and an assessment of the position using the University’s job evaluation methodology. Position descriptions will be finalised following feedback.

4 Transitioning staff to the new structures

4.1 Timing

It is proposed that the new arrangements and organisational structure will be progressively implemented from April 2019. If the change proceeds, a draft Change Management Implementation Plan will be released in February 2019.

To ensure business continuity and to continue to provide a high level of customer service, the University commenced the recruitment process for two existing modified roles outside of this Change proposal process.

These roles are:

o Data Manager (HEW10) o Data Solutions Architect (HEW9)

In December 2018, an invitation was provided to all Reporting and Analysis staff to submit an expression of interest for these roles and a process was undertaken. These roles have subsequently progressed to external recruitment.

4.2 Transition principles

The University is committed to maximising the job security of all staff where possible. This includes ongoing and fixed-term staff.

Should it be determined that, following consultation on this Proposal, change is required, the following principles are proposed to meet this commitment to job security and to mitigate the impact of the proposal on affected staff.

a. Continuation in positions where possible

A number of positions with no change to their current duties are proposed to directly transition into the same roles within the proposed new structure. Ongoing staff whose positions are not affected (because there is no substantial change to their roles) will continue in their substantive roles, notwithstanding that they may have a different title and /or reporting structure.

b. Job family reduction process

Based on the proposed organisational design, one job family (or ‘pool’) of particular roles with similar skills and competencies has been identified. There are more ongoing staff performing the same or similar role in a job family than the number of positions required in the proposed structure for that job family.

The proposed process for staff who have been identified within this job family is:

o Staff identified in the pool have the first opportunity (together with ongoing staff in

positions which are proposed to be redundant) to apply for any new roles within the proposed structure.

o If two staff are successful in obtaining new ongoing positions within the structure

(thereby reducing the pool) there would be no need for further reductions and the remaining staff within the pool would be transitioned into a position.

o If an insufficient number of staff have successfully obtained ongoing positions, then reduction will be undertaken through a process of inviting Expressions of Interest for a Voluntary Redundancy and, only if required, Involuntary Redundancy. That is, affected staff in those roles will be invited to submit an Expression of Interest for a Voluntary Redundancy. If the required reduction (that is, number of Voluntary Redundancies) is not met, the University will undertake an Involuntary Redundancy process. Objective criteria will be set to determine applicability. Staff should be aware that the redundancy benefit for involuntary redundancy is less that voluntary redundancy. Staff who are to be made involuntarily redundant may elect one of the following options:

Agree to the involuntary redundancy; Seek redeployment in accordance with the university’s Redeployment policy

(B/11.3 Redeployment); or Seek a review of the decision that the position is redundant.

c. Ongoing staff (including ongoing staff on leave)

Ongoing staff whose positions are discontinued (and staff in the job family) will be offered first round of recruitment opportunities for any new positions in the Reporting and Analysis structure.

Staff in discontinued positions who do not seek, or do not secure alternate positions in the new structure through the proposed recruitment and selection processes outlined above will be advised in writing that they may elect one of the following options, as outlined within the Enterprise Agreement.

• Agree to a voluntary redundancy; • Seek redeployment in accordance with the university’s Redeployment policy (B/11.3

Redeployment); or • Seek a review of the decision that the position is redundant.

An ongoing staff member who does not intend to apply for any vacant positions in the new structure is encouraged to advise Francine Reynolds, HR Partner as soon as possible.

d. Redundancy If change proceeds the university will set a specific redundancy date for each position being discontinued (this includes job family reductions). If a staff member’s employment with QUT terminates for any reason (e.g. resignation or dismissal) prior to the determined redundancy date or within three months of their redeployment date (if redeployment is elected) they will not be entitled to any redundancy payment or benefit. A staff member whose position is being discontinued can apply for any other position/s at QUT. Where the staff member is appointed to an ongoing position at QUT at either before the redundancy date or within 3 months of the redeployment date they will not be entitled to any redundancy payment of benefit.

http://www.mopp.qut.edu.au/B/B_11_03.jsp



A staff member who accepts a redundancy, or is made redundant, will not be eligible for ongoing, fixed-term or casual/sessional employment for a period of twelve (12) months from the date of separation. For further information see the university’s policy (B/7.13 Re-engagement following redundancy or early retirement).

e. Recruitment to new vacant positions

Ongoing staff whose substantive positions are proposed to be discontinued, or where it is proposed to reduce the number of positions in a job family, will have first preference to apply for new / vacant positions in the proposed structure (‘eligible staff’).

If suitable candidates cannot be identified for all positions from the eligible staff, unfilled positions will then be advertised more broadly (that is, internally and/or externally).

Redundancies will therefore only be undertaken if required.

f. Fixed-term contracts

The fixed-term contracts of all staff will be honoured. Any renewal of a fixed-term contract will be made by the appropriate authorising officer and in accordance with the Enterprise Agreement.

In accordance with the Enterprise Agreement, the University provides notice for the renewal or non-renewal of fixed-term positions.

Severance payments may be payable to fixed-term staff in accordance with the Enterprise Agreement if their contract is not renewed.

g. Part-time staff (ongoing and fixed-term)

All part-time working arrangements for staff will be honoured to the current end date of their arrangement. If the proposed changes go ahead, staff are encouraged to discuss these arrangements with their new supervisor.

h. Leave

All existing leave entitlements of staff in affected positions will be unaffected by the proposed restructure.

5 Engaging, Consulting and Supporting Staff 5.1 Engaging and Consulting The University’s aim is to engage with staff throughout the transformation process to unlock the value and enhance the sustainability and performance of QUT’s operations. This will be achieved through the sharing



of information, encouraging consultation and feedback, and providing opportunities for active participation throughout this process.

An intranet site with information about the Resources Transformation Program is available on the Digital Workplace at: Finance Transformation

The University is committed to providing relevant and timely information to staff. Further communication and consultation with affected staff will occur through forums and email updates. In addition to formal avenues of communication provided to staff, you are encouraged to proactively seek information and have conversations with your supervisor, manager and the DoR Transformation Change Manager if you have questions or feedback.

The University encourages feedback from staff on the Reporting and Analysis Proposal for Change. Staff members are invited to provide comments or submissions to Shannon Fitzsimons, Resources Transformation Project Manager at [email protected].

It is important that all affected staff have the opportunity to provide detailed feedback on the Proposal and are also encouraged and supported through the process. In providing feedback staff may want to address any of the following questions:

• How else can you be supported? • What are your main comments about the proposed changes? • What is missing, is there anything we need to do to meet the opportunities and challenges

ahead? • What processes or procedures are you unsure of? What would help to address the

uncertainty?

Feedback from affected staff may be shared to enable an appropriate management response either in the change documents or to provide an individual response to that staff member.

All feedback will be considered by the Change Sponsor and will inform the final decision taken by the University.

6 Supporting Staff and Building Capability The University will continue to support staff and provide opportunities to build capability, to ensure successful transformation underpinned by the following REAL World Capabilities:

• Agility and openness to change • Future focused thinking • Leadership of strategy, action and others

A suite of career capability and support programs are running throughout the year for staff who are interested. The following website provides further information: Career, Capability and Support Program.

https://qutvirtual4.qut.edu.au/group/staff/governance/organisational-structure/divisions/resources/finance-transformation

mailto:[email protected]

https://sharepoint.qut.edu.au/divisions/das/hrd/career/default.aspx

Useful contacts and support

You are encouraged to contact the following people for further information or support about the change process:

• Shannon Fitzsimons, Resources Transformation Project Manager

Phone: 3138 5388 Email: [email protected]

• For any HR enquiries please contact our HR Partner, Francine Reynolds Phone: 3138 4147 Email: [email protected]

Information and support from your supervisor

The University recognises that supervisors are a key provider of information and support during change. Your supervisor can provide you with support through the following mechanisms:

• Regular conversations with affected staff about the proposal. • Regular updates on progress against the proposed timeframes. • Referral to the Employee Assistance Program.

Assure Programs – Employee Assistance Program As individual staff members respond to change in different ways, support is available through the University’s free confidential counselling and support services provider, Assure Programs (1800 808 374). A dedicated Manager Hotline is also available. Further information is available from www.assureprograms.com.au.

7 Stakeholders and Timelines

Name Position Interest In The Project

Graham Fryer

VP (Resources) and CFO Change Sponsor

Debbie Henderson Data@QUT Transformation Senior Lead

Change Lead

Shannon Fitzsimons Resources Transformation Project Manager

Project Manager

All staff whose current roles may be directly impacted by the change

Consultation and Feedback

Union Representatives Consultation and Feedback

mailto:[email protected]

http://www.assureprograms.com.au/

The proposed timeline for consultation on change is as follows:

Timeline Activity Wednesday 30 January 2019 Proposal for Change release

Wednesday 13 February 2019 Consultation on Proposal for Change closes

Wednesday 27 February 2019 Draft Change Management and Implementation Plan (CMIP)

released (if required)

Wednesday 13 March 2019 Consultation on Draft CMIP closes (if required)

Wednesday 27 March 2019 Final Change Management and Implementation Plan released (if required)

Friday 29 March 2019 Implementation commences

Appendix 1: Reporting and Analysis Current and Proposed Organisational Structures Figure 1: Current Reporting and Analysis Organisational Structure

Director, R&A(SSG)

Administration Officer /PA

(HEW5)

Information Coordinator(HEW7)

Manager, Information Analysis(HEW9)

Senior BI Analyst(HEW8)

Business Intelligence Manager(HEW10)

Information Analyst(HEW7)

Strategic Information Analyst(HEW8)

University Survey Coordinator

(HEW8)

Senior Data Warehouse Officer (HEW8)

Senior Business Intelligence

Analyst (HEW8)

Business Analyst Programer

(HEW8)

BI Analyst(HEW8)

Information Analyst(HEW7)

(transferred from SIU)

Information Manager (HEW10)

Transferred from TILS)

Chief Data Officer(SSG)

Program Manager(HEW10)

Figure 2: Proposed Reporting and Analysis Organisational Structure (end state)

Chief Data Officer (CDO)

Program Manager (HEW10)

PA/ Admin Officer (HEW5) 50%

Analytics Manager (HEW10)

Data Manager(HEW10)Vacant

Data Governance Manager(HEW10)

Business Analyst(HEW8) Senior Data

Engineer – Cloud / Data Lake (HEW9)

Data Governance Officer(HEW8)

Senior Data Architect (HEW9)Vacant

Senior Analytics Lead – Learning

and Teaching(HEW9)

Analytics Lead – People and

Cultures (includes HR and equity )

(HEW8)

Data Translator / visualisation

specialist)(HEW9)

Data Engineer – Cloud / data lake)

(HEW8)

Analytics Lead –Corporate

(includes rankings, KPIs, corporate

reviews)(HEW8)

Survey Coordinator

(HEW8)

Information Analyst – staff (Regulatory & Uniforum program management)

(HEW7)

Existing Positions

New Positions

Information Analyst –uniforum data and other

(HEW7)

Program Support Officer(HEW7)

Data Engineer – BO (QTAC & Other)

(HEW8)

Data Engineer – BO Evaluations

and other) (HEW8)

Appendix 3: Position Summaries

Position Analytics Manager

The Analytics Manager will be well versed in advanced analytics and visualisation techniques and be responsible for leading the Analytics services which includes managing and developing the analytics team. By providing a consultative approach the analytics manager will work with key stakeholders to understand business requirements and design appropriate approaches to analytic solutions. This will include overseeing the student and staff government data collection activities whilst working closely with the Data Services and Data Governance teams within the Department to gain efficiency through automation and improve quality of key datasets. The analytics manager will also be responsible for the enterprise wide survey platforms, the coordination of key surveys and the provision of insights from the survey data using analytics techniques such as text analytics amongst others.

Reports To Chief Data Officer, Reporting and Analysis

Indicative Level

HEW10

Status and FTE Ongoing, 1 FTE

Roles expectations

• Provide leadership to the analytics team; giving direction in performance of duties and ensuring effective and efficient operations, defining effective service management and governance processes and coaching/training staff.

• Provide leadership on analytic projects which support strategic planning and decision making, ensuring the University is well informed and able to anticipate and plan for change. Provide expert advice on analytics and insights services/capabilities to faculties, divisions and institutes to enable their strategic goals.

• Oversee survey development and delivery capability. • Oversee the collection, preparation and submission of student and staff government data collection activities. • Recommend and develop analytics and data visualisation platforms to support the Data and Analytics strategy. • Review operational processes and technology platforms periodically to check for quality, efficiency and scalability. • Provide regular reports to internal stakeholders, be responsible for the team’s capacity and status reporting and provide accurate information to

external stakeholders through key performance indicators. • Develop and document systems and procedures, overseeing the integrity and reliability of the analytics platforms and insights methodologies. • Develop the analytics and insights services and capabilities to enable stakeholders from the divisions, faculties and institutes achieve their

strategic goals. • Utilisation of existing data and exploration and recommendation of new sources of data. Contribute to the achievement of QUT’s strategic plan

by providing, developing and delivering analytics capabilities/services to internal and external stakeholders.

Position Senior Analytics Lead – Learning and Teaching

The Senior Analytics Lead – Learning and Teaching is responsible for overseeing and delivering reports & analytics services to support the Learning and Teaching priorities for QUT. First point of contact for the Analytics team in relation to Learning and Teaching, this role is pivotal to assessing initial customer requirements and managing's expectations.

Reports To Analytics Manager

Indicative Level

HEW 9


Roles expectations

• Be a subject matter expert with regard to analytic methodologies (modelling, forecasting, regression, etc.) ensuring the production of appropriate and accurate insights. Provide direction and undertake high level research, analysis and modelling using contemporary analytical approaches to clearly articulate authoritative insights and expert advice that inform business decision making in the Learning and Teaching domain.

• Quantitative and qualitative analysis of survey data including recommendations that shape and inform important University strategy; • Understand the business environment, strategic organisational goals, and consult and engage with key stakeholders and subject matter experts

in order to fully understand problems and opportunities. • Identify areas for improvement, conceptualising, recommending and implementing new approaches to resolve business questions. Developing

and delivering analysis and insights which have impact. • Utilisation of existing data and exploration and recommendation of new sources of data • Actively promote and contribute to the development and maintenance of a culture of open collaboration, continuous review and improvement of

business practices and tools, operational processes and service provision.

Position Analytics Lead – People and Culture

The Analytics Lead – People & Culture is responsible for delivering reports & analytics services to support the People and Culture priorities for QUT. First point of contact for the Analytics team in relation to People and Culture, this role is pivotal to assessing initial customer requirements and managing's expectations.

Covering areas including HR Governance, Staff Insights and Equity.


Indicative Level

HEW 8


Roles expectations

• Lead analytic projects in workforce insights which support strategic planning and decision making and ensure the University is well informed and able to anticipate and plan for change.

• Undertake high level research, analysis and modelling using contemporary analytical approaches from which you will clearly articulate authoritative insights and expert advice to facilitate business decision making.

• Analyse the business environment, strategic organisational goals, and consult and engage with end users and subject matter experts in order to fully understand problems and opportunities.

• Identify areas for improvement, conceptualising, recommending and implementing new approaches to resolve business questions. Developing and delivering analysis and insights which have impact.

• Utilisation of existing data and exploration and recommendation of new sources of data. • Actively contribute to the development and maintenance of a culture of open collaboration, continuous review and improvement of business

practices and tools, operational processes and service provision.

Position Analytics Lead – Corporate

The Analytics Lead – Corporate is responsible for delivering reports & analytics services. First point of contact for Analytics team in relation to corporate insights, this role is pivotal to assessing initial customer requirements and managing's expectations.

Covering areas including KPI’s, Corporate Reviews, and Rankings.


Indicative Level

HEW 8


Roles expectations

• Lead analytic projects in corporate insights which support strategic planning and decision making and ensure the University is well informed and able to anticipate and plan for change.

• Undertake high level research, analysis and modelling using contemporary analytical approaches from which you will clearly articulate authoritative insights and expert advice to facilitate business decision making.

• Analyse the business environment, strategic organisational goals, and consult and engage with end users and subject matter experts in order to fully understand problems and opportunities.

• Identify areas for improvement, conceptualising, recommending and implementing new approaches to resolve business questions. Developing and delivering analysis and insights which have impact.

• Actively contribute to the development and maintenance of a culture of open collaboration, continuous review and improvement of business practices and tools, operational processes and service provision.

Position Data Translator / Visualisation Specialist

The Data Translator/Visualisation Specialist is responsible for developing reports, dashboards and visualisations for QUT customers based on requirements. This role will work closely with the business analysts and analytics leads to design effective dashboards, reports and visualisation widgets which communicate the data and insights in an effective way. This role will also be responsible to sharing expertise and uplifting capability across the University.


Indicative Level

HEW 9


Roles expectations

• Develop and maintains reports created in data visualization software (Business Objects, Power BI, Tableau or similar software. • Provides recurring and special ad-hoc reports for internal and external stakeholders within requested timeframes. • Develops complex and customized reports, both on a proactive basis to address client needs as well as in response to user requests. • Works in conjunction with project design team on new and innovative reporting solutions and, as requested, perform business analysis and

troubleshooting tasks. • Develop analytic and interactive dashboards using drill-downs, prompts/filters, charts, widgets etc. • Provide creative solutions to new problems as they arise, minimise manual workarounds.

Position Senior Data Engineer – Cloud / Data lake

The Senior Data Engineer (Cloud/Data Lake) is responsible for formulating technical solutions and the data acquisition design and delivery using the recommended data integration tools. Ability to enable data ingestion ensuring the solutions meets the analytics use case requirements. This role also oversees and directs the Data Engineers in day to day technical knowledge.

Reports To Data Manager

Indicative Level

HEW 9


Roles expectations

• Oversee and be accountable for identifying where data can create value or solve problems for the university. • Liaise and consult with key stakeholders to offer recommendations and direction to further their understanding of data through engagements and

workshops. • Provide guidance and technical expertise to the wider team retaining knowledge of current and emerging technologies to constantly uplift the

business capabilities. • Own the end-to-end data process; addressing areas such as data quality, data mining, data integration and data modelling. • Lead the engagement with data scientists and visualisation specialists to deliver concise reporting and dashboards. • Play a senior role in collaboration with staff across QUT and within the reporting and analysis team to understand their data needs and

implement data solutions to support those needs and create value across multiple projects. • Extensive exposure and experience in Cloud Services such as AWS, Azure of Google Cloud Platform. • Work closely with the senior data architect in the design and architecting of data solutions within cloud environments.

Position Data Engineer Cloud / Data lake

The Data Engineer Cloud / Data Lake has the ability to formulate technical solutions and is responsible for the data acquisition design and delivery using the recommended data integration tools. Ability to enable data ingestion ensuring the solutions meets the analytics use case requirements


Indicative Level

HEW 8


Roles expectations

• Identify where data can create value or solve problems for the university. • Work with QUT faculties, divisions and institutes to uncover their problems, understand their data needs and implement data solutions and data

architecture to support those needs and create value. • Consult and offer recommendations to stakeholders by furthering their understanding of data through engagements and workshops.

• Provide guidance and technical expertise to the wider team retaining knowledge of current and emerging technologies to constantly uplift the business capabilities.

• Responsible for end-to-end data process; addressing areas such as data quality, data mining, data integration and data modelling • Engage with data scientists and visualisation specialists to deliver concise reporting and dashboards. • Collaboration with staff across QUT and within the reporting and analysis team to understand their data needs and implement data solutions to

support those needs and create value across multiple projects. • Experience in Cloud Services such as AWS, Azure of Google Cloud Platform. • Responsible for developing data solutions within cloud environments.

Position Senior Data Architect

The Senior Data Architect is responsible for understanding the data architecture and designing scalable and efficient data structures within QUT. The other key focus of the role is on data quality, ensuring data quality within source systems are identified and managed.


Indicative Level

HEW 9


Roles expectations

• Act as visionary and strategist for data solutions. • Model data and develop databases for master data management and/or similar enterprise application(s) in financial services, Facilities, HR or

customer relationship management domains. • Translate business needs processes into data requirements. • Lead working sessions with cross functional teams to understand and analyse impact of requirements and changes to data structures. • Create workflow diagrams to document current and future business environment. Validate with the customer and share with project

stakeholders. • Review source data files and provide detailed analysis as necessary to include field profiles, validation of field, record and files formats, field

valid values, required fields, and primary keys. • Review and document data models with key stakeholders such as enterprise architects, solution architects, development teams and business. • Provide SQL & other data extraction, reporting and analytic tools to develop, test, monitor and troubleshoot systems related issues in Oracle,

SQL or similar databases. • Perform source/target data analysis, data quality assessment, data validation and data reconciliation.

• Design and implement batch data integration, develop data mappings and data load routines and other artefacts necessary to implement ETL/ELT type integrations.

Position Data Governance Manager

The Data Governance Manger is responsible for managing and leading the information management team, implementing the governance framework, information management practices and managing the information assets.

Reports To Chief Data Officer, Reporting and Analysis

Indicative Level

HEW 10


Roles expectations

• Provide leadership to the information management (data governance) team; giving direction in performance of duties and ensuring effective and efficient operations, defining effective service management and governance processes and coaching/training staff.

• Develop the data governance framework and information management capabilities required to support the data & analytics capabilities. • Align the data governance program to the enterprise information strategy. • Align data governance program with information security strategy. Oversee the data governance committees and how the policies and

procedures are implemented to ensure effective data governance • Liaise with relevant faculty, divisions, institutes and key stakeholders to ensure adoption of the data governance policies, roles and

responsibilities. • Develop and document systems and procedures, overseeing the integrity and reliability of data access and sharing across the university. • Provide regular reports to internal stakeholders, be responsible for the team’s capacity and status reporting and provide accurate information to

external stakeholders through key performance indicators. • Contribute to the achievement of QUT’s strategic plan by providing developing information management capabilities and overseeing data

governance across the university. • Continually assess and identify risks in line with the QUT risk management approach, ensuring they are mitigated and accounted for work within

the data governance programme. • Identify and develop policies and standards that need to be put in place to ensure the role can be carried out effectively and efficiently.

Position Data Governance Officer

The Data Governance Officer is responsible for the implementation, management and education of the tools and platforms that ensure governance policies and procedures are effectively implemented and maintained.

Reports To Data Governance Manager

Indicative Level

HEW 8


Roles expectations

• Build and maintain a detailed audit of QUT’s core systems and information assets that are held in these systems, as well as the teams and processes that use them.

• Create and maintain ownership accountability of corporate data systems • Develop standards and procedures to support the creation and provide technical assurance for the on-going implementation of the data

governance policy within the business. • Manage the delivery of the data governance programme working collaboratively with data custodians across QUT. • Lead and develop teams across QUT to ensure data governance policies and practices are embedded throughout the company. • Help establish best practice and ownership of the corporate taxonomy and ontology, and develop rules for their use. • Use specialist knowledge and expertise to identify improvements through reducing data redundancy and appropriate data reuse. • Support and supervise information stewardship activities and management of data quality, retention and uses.

Position Business Analyst

The Business Analyst has a sound understanding of the business processes and supports the team in liaising with stakeholders to define problems and develop solutions. Understands analytics and translates business requirements into technical results.

Reports To Program Manager

Indicative Level

HEW 8


Roles expectations

• Provide functional analysis and critically examine business processes, anticipating requirements, uncovering areas for improvement, and developing and implementing solutions.

• Lead the implementation of ongoing reviews of business processes and systems. • Develop optimization strategies to deliver business efficiencies, accuracies and cost savings. • Maintain knowledge of current, new and evolving latest processes and IT advancements to automate and modernize systems. • Delivering compelling presentations and messaging materials that share ideas and findings. • Performing requirements analysis, producing reports based on critical information and documenting and communicating the results to clients

and stakeholders • Key resource on projects implementations, communicating your insights and plans to cross functional team members and management. This

may include the necessity to liaise with external business providers as required. • Working collaboratively with colleagues, clients, technicians and senior staff. • Assist with troubleshooting ensuring solutions meet business needs and requirements. • Liaising with key business partners and users.

Position Program Support Officer – Data Analytics

The Data Support Officer is responsible for supporting the program manager, performing project coordination tasks, business improvement and maintaining the team sites within the department of reporting and analysis.

Reports To Program Manager

Indicative Level

HEW 7


Roles expectations

• Support the Program Manager – Data Analytics with managing the Department’s program of work including planning, scheduling, budgeting, resourcing, reporting and communication activities, utilising QUTs Project Management Framework.

• Quality assurance of program/project management processes and coordination activities, such as maintaining the project controls – risk, issue, change, dependency, lessons learned and working logs.

• Manage stakeholder project enquiry channels (e-mail and social network), liaising with the Program Manager and project representatives in coordinating feedback in a timely manner.

• Responsible for updating the Department’s digital platforms (Website, SharePoint, and Wiki) ensuring information is kept current and client focussed.

• Update and maintain the Department’s knowledge base resources (FAQs, Data Dictionary, Wiki and Training Material). • Provide professional communication support in researching, writing and editing correspondence, presentations, reports, briefing papers and

committee submissions on behalf of, and/or in conjunction with, the Program Manager, Director and other senior managers.

• Provide meeting and logistics support to the Project Manager by preparing meeting agendas, minutes and action items for meetings and workshops, and attending meetings and stand-ups as required.

• Support the Program Manager in the preparation of monthly operational and executive reports that provide the CDO with accurate reporting on projects completed to date, status of work in progress and future resource and planning requirements.

• Actively engage in a team environment and be a part of a positive culture to creatively resolve issues and manage risks. • Preparation and coordination of various communication channels to enhance engagement, share knowledge, and facilitate the exchange of

ideas with the community at scale.

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