REVIEW OF ACADEMIC STRUCTURE

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REVIEW OF ACADEMIC STRUCTURE
PROPOSED GENERAL STAFF STRUCTURE 3 June 2008
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Background

• 2 May 2007 review of Academic Structure launched
• Extensive Consultation Interviews, Focus groups,
  Website and email for submissions, meetings with
  senior management, Dept heads, CORE heads,
  Administrative staff and staff forums
• 29 October 2007 Formal Change Proposal
• 4 Faculty Structure Approved
• We needed to bed down the Academic structure
  before developing a proposal for a new Faculty
  based General Staff structure

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FEATURES OF PROPOSED STRUCTURE

• From 10 Divisions to 4 Faculties (plus 2 Schools,
  MGSM and ASAM - within Faculties)
• From 44 Departments to 35 Departments
• Groupings of like areas as base to build strength
• Larger Faculties and Departments - more
  sustainable, stronger administrative support

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PROPOSED FACULTY STRUCTURE

• Decrease in number of Divisions and creation of
  (4) larger Faculties.
• Business Economics
• Arts
• Human Sciences
• Science

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Academic Structure Table
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Principles of the General Staff Structure

• Underpin the Universitys new Academic structure
  and support the Universitys goals.
• Align with the Universitys central
  administrative groups
• Ensure a greater consistency in the way services
  are delivered through Faculties and allow for the
  sharing of information
• Management structure that supports the Executive
  Dean
• Some flexibility for individual Faculties.
• Greater career development opportunities for
  staff and greater opportunity for succession
  planning
• Resolve anomalies and inconsistencies between
  current Divisions
• Have the lowest impact on staff.

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High level changes

• Mostly, General staff in Departments will stay in
  their current Department or in a new combined
  Department.
• Mostly, General staff in Divisional Offices will
  move into Faculty Offices
• New Faculty management positions will be created
• Salary, incremental step progression and
  Enterprise Agreement salary increases will be
  maintained.
• We have more Personal Assistants/Executive
  Assistants to current Deans than positions in
  the new structure. We may need to conduct a
  competitive selection for these positions.
• While we cannot guarantee that no General staff
  members will be displaced by this process, we are
  hopeful that the change can be achieved with no
  forced redundancies.

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PROPOSED FUNCTIONAL GROUPINGS

• Research Support
• Administration
• Executive Assistant Support
• Higher Degree Research
• Finance
• Front Office
• Human Resources
• Information Technology
• Learning Teaching
• Marketing
• Post Graduate Studies Support
• Under Graduate Studies Support
• Facilities (Only in Science)

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PROPOSED FACULTY MANAGEMENT STRUCTURES

• Associate Dean Learning Teaching (Academic)
• Associate Dean Research (Academic)
• Associate Dean Higher Degree Research
  (Academic)
• Faculty General Manager
• Faculty HR Manager
• Faculty Marketing Manager
• Faculty IT Manager
• Faculty Research Manager
• Faculty Learning Teaching Manager (Academic)
• Student Administration Manager
• HDR Administration Coordinator

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Faculty Org Chart
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SPECIAL CASES

• IT in Arts
• It is proposed that the budget and reporting line
  for the IT staff in SCMP and Humanities will move
  to IT Services while the staff will remain
  located in the Faculty.
• Technical and Facilities roles in Science
• There is a need for Faculty Technical and
  Facilities unit to deal with the significant lab
  and field work carried out in the Faculty of
  Science.
• Schools
• The General staff structures in the two schools
• MGSM and
• ASAM, will remain unchanged.

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POSTIONS WE PROPOSE TO ADVERTISE

• HDR Admin Officer
• Faculty Research Manager
• HR Manager
• Learning Teaching Manager (Academic)
• Marketing Development Manager
• Student Administration Manager

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IMPACT ON STAFF

• Permanent Staff.
• In the vast majority of cases staff in
  Departmental roles will move into the same or
  substantially similar roles in the new
  Department.
• Staff from a number of Divisional offices will
  move into the new Faculty offices. There will
  need to be some adjustment in the allocation of
  work.
• The exception at a unit level is IT in Arts.
• We propose the creation of a number of Faculty
  Management positions which represent a range of
  new career opportunities for staff.
• Fixed Term Staff
• Will continue to be employed until the end of
  their fixed term appointment.
• Where this period extends beyond 1 January 2009,
  they will move into the appropriate Departmental
  or Faculty role.
• Fixed term employees are eligible to apply for
  continuing positions advertised internally,
  subject to meeting general University
  requirements

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Personal Assistants to Deans

• We will have more Executive/Personal Assistants
  to Deans than roles in the new four Faculty
  structure.
• This means that the staff in these categories may
  need to compete through a merit based process for
  the available positions
• If a staff member is unsuccessful in securing a
  position through a competitive process, the
  University will take all reasonable steps to
  redeploy the staff member into a suitable
  alternative position.
• In the lead up to the Faculty General Staff
  change we have frozen General Staff permanent
  vacancies in order to preserve these
  opportunities for potential displaced staff.
• Consequently we currently have a number of
  positions which may represent suitable
  redeployment opportunities.

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EMPLOYMENT ISSUES

• Continuity of employment
• Permanent staff keep permanent employment
• Salary
• All General staff in current Divisions will
  retain the salary of their current grade on
  translation to the new Faculty structure unless
  they take an advertised position at a higher
  level.
• Grading
• The grading of newly created roles will occur in
  the implementation phase of the change process.
  If a review of current roles is required as a
  result of changes to position descriptions,
  positions will be subjected to a formal
  evaluation process after staff have moved into
  the new Faculties.

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EMPLOYMENT ISSUESSALARY MAINTENANCE

• If a staff member moves to a position that is
  later graded at a lower level following an
  evaluation process, they will be entitled to
  ongoing salary maintenance which will continue
  until
• the staff member moves into a new job or,
• their job is reclassified to a higher HEW Level
  as a result of changes to the position
• a subsequent workplace change affects the role
• Staff receiving salary maintenance will continue
  to receive incremental progression (subject to
  performance) and increases in accordance with the
  EA.
• In the event that the position falls vacant, the
  position will be advertised at the new
  classification level.

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FINANCIAL IMPLICATIONS

• Review and restructure was not designed to save
  costs
• Workplace Productivity Programme The major grant
  was awarded for Review of Academic Structure -
  1.35 million.
• Restructure will pay for itself within 3 years

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TIMELINES

• Selection of Exec Deans of Faculties - ongoing.
• Consultation over this change proposal closing
  on 30 June
• Response to feedback following consultation
• Decision on proposed change - two weeks post
  consultation.
• Implementation and consultation - ongoing,
  through 2008.
• Selection of senior Faculty roles From July
  2008.
• Translation of staff into new structures - end
  October 2008
• All changes in place and formal commencement of
  new Faculty structure from 1 January 2009.

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CONSULTATION

• Written submissions to the Deputy Director HR
  Phil Hagan by 30 June 2008.
• Meetings will be held through June to provide
  further opportunities for individual or group
  discussion about the proposals.
• In addition, affected staff can contact Phil
  Hagan in Human Resources for information and
  advice on the consultation process.
• From June 30 there will be a 2 week period to 14
  July 2008 in which the University will consider
  feedback from staff, submissions and any
  alternate proposals.
• Staff will be provided with a summary of the
  feedback at the conclusion of this period and the
  details of any amendments that have been made to
  the proposal following the feedback.

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QUESTIONS

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