REVIEW OF ACADEMIC
STRUCTURE
PROPOSED
GENERAL STAFF
STRUCTURE
3 June 2008
No 1
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
No 2
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
No 3
PROPOSED FACULTY
STRUCTURE
• Decrease in number of Divisions and
creation of (4) larger Faculties.
– Business & Economics
– Arts
– Human Sciences
– Science
No 4
Academic Structure Table
No 5
Principles of the General Staff
Structure
• Underpin the University’s new Academic structure and
support the University’s goals.
• Align with the University’s 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.
No 6
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.
No 7
PROPOSED FUNCTIONAL
GROUPINGS
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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)
No 8
PROPOSED FACULTY
MANAGEMENT STRUCTURES
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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
No 9
Faculty Org Chart
Executive
Dean
Faculty
General Manager
Associate Dean
Research
Faculty
HR Manager
Faculty
Marketing Manager
Associate Dean
HDR
Faculty
Research Manager
Associate Dean
Teaching & Learning
Administrative Co-ordinator
HDR
Heads of Department
Manager
Teaching & Learning
Manager
Student Administration
Faculty
IT Manager
Faculty
Technical Manager
Science Only
No 10
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.
No 11
POSTIONS WE PROPOSE TO
ADVERTISE
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HDR – Admin Officer
Faculty Research Manager
HR Manager
Learning & Teaching Manager (Academic)
Marketing & Development Manager
Student Administration Manager
No 12
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
No 13
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.
No 14
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.
No 15
EMPLOYMENT ISSUES:
SALARY 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.
No 16
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
No 17
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.
No 18
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.
No 19
QUESTIONS
?
No 20