1. Merging university departments, schools and faculties Piers Brissenden School of Health Sciences University of South Australia

2. Background School Executive Officer, School of Health Sciences, UniSA In 2003 Schools of Physiotherapy/Podiatry, Medical Radiation, Occupational Therapy, Human Movement merged 75 academic staff, 18 General staff Three buildings, two campuses

3. Background Previous role as Manager, Environmental Biology, University of Adelaide In 1999 Departments of Botany and Zoology at merged 40 academic staff, 16 general staff Three buildings, one campus

4. Why merge? Strength in numbers Ever decreasing funding – the need to create economies of scale Information technology and communication methods Changing teaching methods and an expansion of the education world - globalisation Development of a corporate culture to embrace and lead change

5. Basic principles Good leadership Sound planning Analysis of existing work practices Clear direction and support from the top Good communication Implementation Monitor and allow feedback

6. Where to start Balance staff skills and abilities to meet needs of new structure AdministrativeTechnical Academic supportInfrastructure/Asset mgt FinancialInformation Technology Occupational Health and Safety Teaching and research: various activities Identify how things are done pre-merge

7. Challenges Increased number of people Geographical spread – across buildings and/or campuses Communication Facilities and equipment management Implementing effective systems to gain most from resources

8. Ways of addressing the challenges Hold a forum Allows general staff to consider ways of responding to the challenges Ask the question: Does the current structure provide a good fit with the current needs and priorities for the new school or unit? Hold a forum within the first six months of merging – not too early on Involving HR personnel can be useful

9. Ask the questions What is expected from general staff? Management of financial systems Management of facilities & infrastructure Management of IT Support to teaching programs Support to academics, timetabling, enrolments Provision of a safe working environment What else?

10. Ask the questions This question could be addressed in two stages: a) What are the benefits of the current arrangement? eg. Issues of job satisfaction associated with pride in ones work and specific responsibilities. b) What is wrong with the current arrangements? eg. The current system does not necessarily ensure accountability, quality of outcomes, efficient and effective use of resources. How should we best manage staff, facilities and finances in order to ensure the best use of our resources?

11. A team based approach Collective responsibilities Provides task back up Flexibility in use of staff Consider: What teams would be appropriate? Who would be in them (people can be in more than one team)? How would teams be managed How would teams be resourced? Who would define team responsibilities? How would teams interact?

12. Format of the forum Staff should be asked to bring with them three issues that need to be addressed in order for them to work better; the issues can relate to any aspect of their work Allow four hours minimum with the first hour being lunch and a get to know you session Facilitate discussion groups around specific categories

13. Discussion categories Academic teaching support Research support Information Technology Health and Safety Communication Human Resources Field work and Laboratories OH&S

14. Follow up the outcomes Create a list of issues that fall in each category List likely methods of addressing them Allocate tasks to people or groups – begin forming new work groups; redefine existing ones Consider characteristics of effective teams

15. Characteristics of effective teams After Robbins et al, 1997 Clear goals Unified commitment Good communication Negotiating skills Relevant skills Mutual trust Internal support Appropriate leadership External support Effective teams

16. Introducing change It is important to consider the following points: Skill variety and task significance, when combined create meaningful work A degree of autonomy within jobs (at all levels) allows an individual the feeling of responsibility Feedback enables the employee to know how he or she is performing When the above three factors are present the employee will show greater motivation, performance and satisfaction. Do not underestimate the impact of workplace culture

17. Review systems and processes After work groups have been identified Look at what admin and technical procedures should be streamlined, modified or scrapped Allocate new work groups to focus on specific processes such as: Asset management Purchasing OH&S IT support

18. Communication is the key Develop new and revised processes Communicate them to the new school Staff intranet very effective Regular staff meetings Monitor and adjust as needed Hold another forum after 12-18 months

19. Where my school is at 18 months after merging Well defined work groups established 75% positions and roles finalised 70% performance plans established Combined website well established Staff intranet - improving every month

20. Conclusion To meet the challenge of forming new work groups that are motivated, effective and happy a number of basic principles can be followed The most important factor is to demonstrate a fair and transparent process “Being happy leads to a tendency to embrace new activities, to play and perhaps to innovate” † † Article: Handle with Care - Human Capital Magazine