CHANGE IMPLEMENTATION PROPOSAL
Faculty General Staff Structure
Monday 28 July 2008
1. Summary
We have completed the change proposal stage for the general staff structure in the new Faculties and are now confirming the University’s decision to
proceed with the proposed change. We are now ready to present the implementation proposal. This proposal includes:
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A summary of feedback and responses to the feedback
A revised faculty management structure and new position descriptions
Changes to reporting lines
The processes and timing of the main implementation steps
Description of the process of how work will be organised
Description of the consultation processes:
 On this proposal; and
 Through the implementation.
2. Background
On the 4th June 2008 the University released a Change Proposal for the new Faculty General Staff Structure. The following key objectives were
identified as imperatives for the new structure:
1. effective underpinning of the University’s new Academic structure and support for the University’s learning and teaching, research and
community engagement goals;
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2. align with the University’s central administrative groups to provide a high level of service to its internal and external clients;
3. ensure a greater level of consistency in the way services are delivered through Faculties and allow for the sharing of information between like
roles and functions in each Faculty;
4. provide a management structure that supports the Executive Dean;
5. recognise the need for some flexibility to cater to the unique requirements of individual Faculties;
6. create greater career development opportunities for staff and greater opportunity for succession planning;
7. resolve anomalies and inconsistencies that exist between current Divisions;
8. have the lowest impact on staff while meeting the organisational needs.
In broad terms the proposed structure will have the following impacts on staff:
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in the majority of cases, General staff in Departments will stay in their current Department or in a new combined Department;
in the majority of cases, General staff in Divisional Offices will move into Faculty Offices;
a number of new Faculty management positions will be created which will provide greater support to the needs of the Faculty and greater
career progression opportunities for General staff based in Faculties;
staff entitlements to HEW Level, incremental step progression and Enterprise Agreement salary increases, based on the staff members grade
as at 1 January 2009 will be maintained;
in the case of Executive and Personal Assistants to current Deans we have a greater number of incumbents than positions in the new structure.
Therefore, we need to conduct a competitive selection process for these positions. Following this process, we anticipate that there may be a
small number of displaced staff. We have identified a number of possible redeployment opportunities and these will be discussed with
affected staff;
while the University cannot guarantee that no staff member will be displaced by the change process, it is hoped that the change can be
achieved with no forced redundancies.
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Following the release of the Change Proposal, small group consultations were conducted with management and staff representatives from Human
Sciences to explore issues that were raised at the initial briefing session. An additional briefing session for all Faculty staff was conducted on 19 June
2008 to allow staff to seek clarification related to the proposal document and to allow the University to respond to some of the feedback received on the
proposal. The University subsequently released a revised translation list for the Faculty of Human Sciences and an overview of the responsibilities to be
undertaken by the proposed management positions.
3. Summary of Feedback from Staff
The University received a significant amount of written feedback on the Change Proposal document. Overwhelmingly, the feedback was from staff
currently based in Divisions, however feedback was also received from some staff based in the Offices of the University who will have a direct working
relationship with the new Faculties. In some instances staff chose to contribute to a Departmental or Divisional based response. The University also
received a submission from the NTEU on behalf of its members.
In summary the following key issues have been identified arising out of the consultation process.
Feedback on the proposal document
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Strong support for the underlying objectives of the change.
Request for clarity related to the functions that will be located at the Faculty vs Departmental level (Human Sciences).
Concern that staff currently undertaking multi faceted roles will be required to undertake more specialised roles.
Request for clarification related to filling of vacancies that have been on hold for a number of months.
Request for clarification with respect to the positions that will be subjected to a competitive selection process.
Support for the commitment that the change will not result in significant redundancies.
Feedback on the structure
 Significant feedback identifying the need for a Faculty Finance Manager.
 Positive feedback on the proposed high level structure.
 Support for a centralised Faculty IT structure with the capacity to support Departmental needs (Human Sciences).
 Support for creating a Faculty Technical Manager in Human Sciences.
 Further examination required with respect to IT arrangements in Arts.
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Examination of administrative support arrangements for Departments (Human Sciences).
Feedback on the translation list
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Request for clarification related to terminology “about mapped to group”.
Significant feedback with respect to individual proposed mappings.
Requests for clarification on the purpose of the list and the “bucket” approach.
Feedback on position issues
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Restructure should have focussed more on positions needed rather than people.
Fixed term appointments - issues related to the process of review for current fixed term staff and the timing of decisions.
More detail required with respect to management positions and HEW levels.
4. Response to issues raised in the Feedback
Lists and reporting lines – The attached lists specify the change in reporting lines. We have considered the feedback and removed fields such as
“mapped to group”. The lists now indicate the title of roles, where they report and the title of the role to which they will report.
Work Organisation - The changes in reporting line do not mean a change to the way in which work is organised. Staff may report to a different
manager under the new structure, but this does not mean that their role will change. For example, a member of staff who now reports to the Finance
Manager may retain tasks from outside the area of finance administration. The details such as the scope of tasks and the management of work flows
will be to developed at the local level through the next stage of the change process - the Implementation Stage. Managers, in discussion with their
teams, will decide how their teams will best operate. Given that the needs of each Faculty and the skills of the team members coming together will be
different, it is likely that Faculties will find different ways to best organise their work. This is discussed further in Section 6 under points 6 & 7.
Specialisation of current multi faceted roles – There are more specialised Faculty Management roles in the new structure. For example in some
Divisions some roles combined the Student Administration and Human Resources functions. In moving from 9 Divisions to 4 Faculties most of the key
management roles will focus on specific responsibilities (Student Admin OR HR) for a larger group. Staff reporting to these managers may still have
mixed roles.
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New reporting relationships have been based on looking at the major portions of the role. For example, a staff member whose position currently includes
Finance 60%, HR 20% and Student Admin 20%, will report to the Finance Manager in the new structure. The change implementation process will
involve discussions between the staff and their new manager to determine how work will be divided.
Location of Functions – Department vs Faculty – Changes to reporting lines will not necessarily mean staff will move location. The University is
unable to move everybody by 1 January 2009 and it may not be the best solution in every Faculty. Feedback from Human Sciences staff indicated that
co-location of general staff with the academic staff is critical to their current model of effective client service and this needs further investigation. During
the implementation phase of the change process there will be further consultation with staff with respect to activities that will be based at the
Departmental level as opposed to activities that will be based at the Faculty level for positions below Management level.
Faculty Finance Manager – In response to the significant feedback received on this issue, the role of Faculty Finance Manager will be included in
Faculty Management structure
IT Arrangements – Faculty of Arts – The feedback identified issues with ITS supporting a Mac environment. The Director ITS has confirmed that a
Mac environment would continue to be supported in the Arts Faculty given that current IT staff based in Arts possess this expertise. The key impact for
the Arts IT team is the change in reporting line. The details of how work will be organised will be developed in one of the working parties described in
Section 6.6.
Timing of advertising action for positions on hold and process for competitive selection – This issue is dealt with in more detail under section 6.4 of
this document. An important aspect of the implementation process is for the University to examine its organisational needs in light of current vacancies
and fixed term staff who have contracts ending in late 2008 and early 2009.
To maximise opportunities for our current continuing and fixed term staff, we plan that the majority of Faculty general staff vacancies will be advertised
internally in the first instance. Where there are multiple vacancies for the same role (such as the 4 new Director, Teaching and Learning or four new
Faculty Directors of Development) and there is a strong likelihood that there will not be enough internal staff in the candidate pool, we will advertise
internally and externally concurrently.
In some instances the University has started approving positions to be filled on an ongoing basis where the organisational need has been well supported
and we have already explored the option of filling the role with staff members on redeployment.
Request for more detailed information
Early in the consultation phase for the change proposal the University received feedback requesting more detailed information related to the proposed
Faculty Management roles. In response the University released a summary of the core functions that would be undertaken by each position.
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It was important for the University to consult on the high level structure and principles underpinning the change process in the first instance. Having now
had the opportunity to consider staff feedback on these issues, the University has released more detailed organisational charts, position descriptions and
details of proposed reporting relationships as a part of the implementation proposal. The University considers that it would have been pre-emptive to
release this information prior to undertaking consultation with staff on the high level issues.
Technical/Facilities Manager – Human Sciences – The issue of whether the Faculty of Human Sciences will be allocated a Technical/Facilities
Manager similar to the Science Faculty will be discussed with the new Dean when she commences her appointment in early October 2008.
5. Decision to proceed - Finalised Faculty General Staff Structure
The University has carefully considered the feedback received related to the Change Proposal and now confirms a decision to proceed with the proposed
change.
The 2 key changes from the initial proposed organisational structure are:
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The inclusion of the role of Faculty Finance Manager. This is a new role that will report to the Faculty General Manager (FGM)
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The inclusion of the role of Director of Development in each Faculty. The new Faculty General Staff Change and the development of the
Institutional Advancement area have been progressing in parallel. As the work of both projects has been clarified, we have given further
consideration to the inter-relationship between the Marketing, Alumni and Development/Advancement Functions. We have now decided that
the role of Director of Development will be included in the Faculty structure. It will report both to the Dean and to the Executive Director of
Advancement. This will be the principal external relations role in the Faculties, with marketing administrative staff reporting into this role.
As a consequence, the Faculty structure cannot support a separate marketing manager role and we will not be including a Faculty Marketing
Manager role as a part of the Faculty Management structure. This means that the existing role of Communications and External Relations
Manager, EFS will be made redundant. We have commenced the consultation process with affected staff and are exploring redeployment
options.
The following represents the revised final Faculty General Staff Management Structure:
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6. Proposed Implementation Plan
The following are the major tasks that need to occur during the implementation stage of the change process. Some of these tasks will happen
concurrently.
6.1.
EA’s to the Deans
As identified in the change proposal document, this group of staff is significantly affected by the proposed change. Given the affected staff have been in
a period of uncertainty for some time, we will now progress the selection process for these positions.
Anticipated timing of selection early August
6.2.
Confirmation of Faculty General Managers
There is a significant amount of planning and implementation work associated with the shift from the Divisional Structure to the new Faculty structure.
Integral to these activities is the Faculty General Manager. As a consequence, we are planning for the Faculty General Managers to commence in their
new portfolios from mid August.
Anticipated timing of commencement of FGM’s Mid August
6.3.
Staff Movements to the new Faculty Structure
Continuing Staff
With the exception of the EA’s to the Deans and the Communication and External Relations Manager, EFS, all continuing Divisional staff will directly
transfer into a position in the new Faculty structure. Transfer will be to a position in the new structure with responsibilities that are substantially the
same as those undertaken by the staff member in their current substantive position (this means the staff member’s underlying position, not a position
they may currently be acting in on a secondment or higher duties). This will generally be at the equivalent HEW Level to their substantive position. In a
small number of cases the proposed transition will be to a position one HEW level higher, where the function of the old and new roles is substantially the
same. This has been a necessary outcome to address some of the anomalies that have developed between the classification of like positions across our
current Divisions.
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The List of Proposed Staff Movements
The lists in Attachment A identify the proposed movement of each staff member from the current Divisional Structure to the new Faculty Structure. A
process of iterative discussion and consultation has occurred with Faculty representatives including; General Managers, HR staff, some Heads of
Departments and other individual managers and staff to improve the accuracy of the lists. The lists include reporting relationship, position mapping and
title. Where Faculty Management vacancies have been identified these have also been included in the list.
Further refinement of the reporting relationships will occur over coming months to ensure that the information in these lists fully reflect the nature of the
work in each Faculty. This refinement will happen in the Faculties through the Steering Committee, Working Parties and discussions between staff and
managers as described in sections 6.5, 6.6 and 6.7. This refinement will be completed before 1 January 2009.
It is important to note that any staff member based in a Department has a reporting line to the Head of Department. We acknowledge that staff who
undertake specialist Faculty specific roles, such as research or lab assistant roles, will on a day to day basis report to the Chief Investigator or a Unit
Head who in turn reports to the Head of Department.
Letters of appointment will be prepared based on the finalised lists. The letters will advise staff of their position details in the new Faculty structure
effective from 1 January 2009.
Continuing Staff on Higher Duties and Secondment
Transfer of staff from Divisions to Faculties will occur on the basis of a staff member’s substantive position. If a staff member is undertaking higher
duties or on secondment as at 1 January 2009, they will continue with the higher duties or secondment until the end of the appointment term at which
time they will revert to their substantive position, classification and salary level.
Fixed Term Staff
These 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 for the remainder of their fixed term appointment. Fixed term employees are eligible to apply
for continuing positions advertised internally, subject to meeting general University requirements.
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Other Employment issues
Continuity of employment:
General staff members with continuing appointments who are placed in new Faculty and Department roles will remain continuing employees.
Salary:
All general staff in current Divisions will retain the salary of their current classification on translation to the new Faculty structure.
Classification:
The classification of the newly created management roles will be done as one of the first steps in the implementation phase of the change process. If a
review of roles is required as a result of changes to the way work is organised, position descriptions will be updated and positions will be subjected to a
formal evaluation process after staff have moved into the new Faculties.
Salary Maintenance:
In the event that a staff member moves to a position that is later graded at a lower level following an evaluation process, the current incumbent will be
entitled to ongoing salary maintenance. The current Enterprise Agreement (EA) provides for maintenance of salary payments from the date of transfer
for a period of 12 months. We have taken the decision to go beyond the EA provisions and propose that salary maintenance will continue until:
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the staff member moves into a new position; or
their position is reclassified to a higher HEW level; or
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
Enterprise Agreement. In the event that the position falls vacant, the position will be advertised at the new classification level.
The new Faculty structure will be in place from 1 January 2009. Anticipated timing of letters of advice to staff confirming transfer
arrangements to new positions in Faculties: October 2008
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6.4.
Advertising Vacant Management Positions
The following positions have been identified as vacant in the Faculty Management structures:
The draft Position descriptions for the Management positions in the new Faculty structure are attached together with indicative HEW Levels.
POSITION
Manager – HDR
Faculty Research Manager
HR Manager
Director, Learning & Teaching
Director, Development
Student Administration Manager
Finance Manager
IT Manager
Faculty
All Faculties
Arts, Science
Arts, Science
All Faculties
All Faculties
Human Sciences
Business
Human Sciences
To maximise opportunities for our current continuing and fixed term staff, we will be advertising most positions internally in the first instance. In some
cases the University may concurrently advertise positions internally and externally if it is considered unlikely that the University has enough suitably
qualified internal candidates.
Recruitment action for these positions will commence at the conclusion of the consultation period related to the proposed implementation plan.
Anticipated Advertising timeframe from August
6.5.
Faculty Implementation Steering Committee
Each Faculty will establish a Change Implementation Steering Committee that will be responsible for the following functions:
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Consideration of transitional issues that will impact on staff and students during the change implementation phase and development of
implementation plans
 Work in collaboration with Space Planning, Human Resources and other University Offices to facilitate smooth transition of the change process
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Facilitate Faculty based consultation on Change implementation plans
Contribute to the review of the Change process
Identify staff training needs and work in collaboration with Human Resources to develop training plans
In collaboration with Faculty and departmental staff, determine organisational needs and recommend to the Dean whether positions need to be
created and filled
Coordinate activities and make decisions related to recommendations received from the Implementation Working Parties
The membership of this Committee will be determined by the Executive Dean and will normally include the Executive Dean, representatives from the
Faculty Management team (FGM, Faculty HR Manager, Finance Manager, Student Administration Manager) 1 Academic Staff representative, 1 general
staff representative (who are not members of the Faculty Management team).
6.6.
Implementation Working Parties
Each Faculty will establish a number of Working Parties to examine implementation issues in the functional work areas (such as Finance or IT) and the
operations of Departments in the new structure. These Working Parties will report to the Faculty Implementation Steering Committee.
The role of the working parties will be to:
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collect data and review the current practices in the area under review
consult with Central University Offices and Faculty Staff
incorporate University Central Office requirements/models and best practice from other Faculties into the design of work and procedure in the
new structures.
make recommendations to the Faculty Implementation Steering Committee on Faculty work practices, staffing and other initiatives
The working parties will generally be comprised of 4 – 5 members with representation from the combining areas, a general staff member, an academic
staff member and a representative from the central faculty office. The Chair will usually be the Manager of the functional unit eg HR Working Party the
Chair would be the Faculty HR Manager
In the Faculty of Science work has commenced on the formation of working parties and the formulation of preliminary recommendations. Decisions will
not be made on these recommendations until the consultation period for the proposed implementation plan is concluded.
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6.7.
Consultation on work organisation and review of positions
The consultation with staff in both Faculty teams and within Departments is an important step in defining how work will be allocated and performed in
each Faculty.
Once the management positions have been filled and staff are advised of their new reporting relationships, consultation on how work will be organised in
the teams can begin. The Managers in each functional area of the Faculty will meet with their team members to discuss work allocation and how the
work will be performed, taking into account team members current duties, position descriptions and skills. Similarly, Heads of Department will meet
with the general staff in their Department. In many cases this will involve a number of discussions with staff to examine changes in process arising out
of the work undertaken by the working parties.
Where there has been a significant change to the allocation of tasks, the Manager should review the position description with the staff member and
submit the revised PD to Human Resources for evaluation.
6.8.
Review of Change Process
Issues Management Group
With such a large and complex change process it is prudent to undertake an ongoing review of progress and effectiveness. As part of the implementation
process we will establish an issues management group that will become a regular mechanism for the exchange of views/raising of issues between
management and staff representatives over the general staff change proposal. The group will meet monthly or more frequently if required.
We propose that group consists of:
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Two representatives selected by the NTEU
Two representatives selected by the CPSU
Two representatives selected by the Staff Consultative Group
The Director of HR and two HR staff working on the restructure project
One faculty General Manager
One Faculty HR Manager
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Post Implementation Review
An important aspect of any change process is to undertake an assessment of its success and to identify any unexpected issues arising out of
implementation. We propose that such a review will be undertaken at the end of March 2009. The review may be conducted by an internal team or by
appointed consultants, depending on the resource constraints at the time of commencement. The review will report to the Steering Committee of the
academic restructure.
7. Other important Implementation Considerations
The University will be conducting a review of the potential impacts on EEO target groups, indigenous employment strategies, and the job security of
staff during the implementation consultation phase.
It is anticipated that the change process may require some staff to develop new skills. One of the tasks of the management team in each Faculty will be to
work with Human Resources to source or develop appropriate staff development opportunities.
8. Consultation on this proposal
Consultation on the implementation proposal is an important aspect of the change process. Staff have the opportunity to provide feedback and
suggestions on the implementation proposal in the following ways:
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Staff may respond to the proposed changes through written submissions to the Deputy Director HR – Phil Hagan by 22 August 2008.
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Staff on extended leave will be provided with a copy of the Implementation Proposal and will be given the opportunity to provide feedback.
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The Director HR will present and discuss this Proposal on 30 July 2008
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As required, further meetings will be held through August to provide further opportunities for individual or group discussion about the
proposal. These meetings will be scheduled in response to Faculty based needs. In addition, affected staff are welcome to contact Phil Hagan
in Human Resources for further information and advice on the consultation process.
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From August 23 to 5 September the University will consider feedback from staff.
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Once the consultation period on the implementation proposal has concluded there will be further ongoing consultation through the implementation
process to allow staff participation in the change implementation process.
This will take the form of:
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The establishment of the Implementation Steering Committee and Faculty based working parties
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Consultation between Managers in the Faculties and their teams as part of the change implementation process
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The establishment of an Issues Management Group which will meet monthly to discuss implementation issues.
9.
Anticipated Implementation Timeframes
1
Recruitment of Executive Assistant to the Dean: Early Aug
2
Advice to staff confirming transfers effective 1 Jan 2009: through October 2008
3
Recruitment for vacant management positions: September 2008
4
Establishment of Faculty Implementation Team, Working Parties and Issues Management Group – Early September 2008
5
Review of Change process – April 2009
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10. Support Services
The change process will create a number of new opportunities for staff. As a result, HR will be conducting a series of information sessions aimed at
supporting staff if they are displaced or are interested in updating their CV and applying for the newly created opportunities. These sessions are being
conducted on 17 and 24 September 2008.
Feedback on the Implementation Plan should be directed to:
Phil Hagan
Deputy Director, Human Resources
Ph : 9850 9749
Email : phil.hagan@mq.edu.au
11. Attachment Summary
Attachment A – Staff Proposed movement lists as at 29 July 2008
Attachment B - Position Descriptions for Faculty Management Roles
Attachment C - Faculty Organisation Charts
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