In February 1999 the University of South Australia opened the doors to new standards of customer service. Campus Central is a ‘one stop shop’ for student and campus administration available on the six campuses of the University and external students through the External Students Centre.

The University has made gradual improvements to existing services but this tinkering was not going to achieve the transformative changes necessary. We wanted administrative and support services that complement and contribute to the positive learning experience of our students - less running around to get simple administrative things done, streamlined administrative processes and a more positive and supportive approach to meeting the needs and expectations all our customers.

The notion of a single point of contact on each campus was supported by the Vice Chancellor in October 1998 and Campus Central opened its doors four months later. The project involved consulting the University community, especially students; designing, finding and building five spaces; developing an organisational structure; staffing and training; marketing; and putting new processes in place.

Campus Central sits across a number of organisational boundaries. It has been able to do this because it was designed to be a key service provider rather than an organisational unit. It creates a space for us to seriously consider the meaning of customer service in today’s competitive environment and has given the University a vehicle to examine all its work and organisational practices.

Since then the methodology used to develop and implement Campus Central has been applied in other organisational contexts within the University to achieve changes to structures, roles, work processes and practices. We are challenging organisational boundaries and established hierarchies preferring more flexible ways of operating which more fully involve all University workers. The changing role and demands on academic staff have meant a need to rethink the role of administrative and support staff. As the University has needed to adapt to technological changes, the global market and less public funding staff have needed to think of new ways of doing things. At the University of SA we are responding to these pressures by creating partnerships which are inclusive, responsive and entrepreneurial.

This paper will explore the change and organisational development methodology currently being used by senior administrative staff from different parts of the University of SA. It is an approach based on our collective experience designed to both transform the organisation to meet corporate goals and external challenges as well as the needs of academic and administrative staff.