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Otago Polytechnic's explosive growth in student numbers (14400 in 2003 - a 60 percent increase in three years) was accompanied by radical organisational change including the 2002 centralisation of information management and processes previously handled by each of its (Number) separate schools.

Projex Unlimited principal Suzie Patrick's first task at the polytechnic, in late 2001, was to help implement its new payroll system, relates human resources manager Kevin Seales.

Kevin had worked with Suzie before. He was not surprised when the good results she achieved with the payroll project prompted management to give her a much broader brief: to review, improve and co-ordinate the polytech's enrolment process and several other functions including fees processing and timetabling. It was a massive task involving a complete assessment of the polytech's information management systems.

Kevin said Suzie's success rested on her long-term commitment, consultation at all levels and attention to detail. "Consultants often come in, impose a solution after very little real consultation and then run. Suzie leaves no stone unturned, she really does the hard yards. It's unreal. And she's come up with some fantastic solutions.
"She's thoroughly professional - and professionally thorough."

Instead of installing herself as the resident expert, Suzie gave staff the project management skills they needed by working alongside them, with the long-term goal of staff becoming self-sufficient. By March 2003 staff had learned about scoping a project, workflow analysis, flowcharting and process improvement. Polytechnic corporate services manager John Huston said training was something few consultants would do. "These project managment tools will benefit the polytechnic long-term and the whole project methodology has gained a far greater acceptance among our staff due to the training and presence of Suzie." Suzie was skilled at facilitating group discussion and was well prepared with her resources. "She's a bright, bouncy person, very positive and clear about what needs to be done," he said.

Information services manager Mike Collins was impressed by Suzie's ability to map the polytech's complex functions and sort out what needed to be changed. Staff had been blaming information management systems when badly planned processes and poorly defined lines of decision-making and delegation were at fault. The changes and Suzie's overview of the organisation gave staff a greater feeling of security and an understanding of where they fitted in.
John Huston agreed. With better documentation and a consistent methodology throughout the polytech things were starting to run more smoothly. Staff were communicating better. "They feel more knowledgeable and more part of the decision-making process because they have been actively supported," he said.

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