1. No 1 REVIEW OF ACADEMIC STRUCTURE PROPOSED GENERAL STAFF STRUCTURE 3 June 2008

2. No 2 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

3. No 3 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

4. No 4 PROPOSED FACULTY STRUCTURE Decrease in number of Divisions and creation of (4) larger Faculties. –Business & Economics –Arts –Human Sciences –Science

5. No 5 Academic Structure Table

6. No 6 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.

7. No 7 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.

8. No 8 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)

9. No 9 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

10. No 10 Faculty Org Chart Executive Dean Faculty General Manager Faculty HR Manager Faculty Marketing Manager Faculty IT Manager Faculty Technical Manager Science Only Associate Dean Research Faculty Research Manager Associate Dean HDR Administrative Co- ordinator HDR Associate Dean Teaching & Learning Manager Teaching & Learning Manager Student Administration Heads of Department

11. No 11 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.

12. No 12 POSTIONS WE PROPOSE TO ADVERTISE HDR – Admin Officer Faculty Research Manager HR Manager Learning & Teaching Manager (Academic) Marketing & Development Manager Student Administration Manager

13. No 13 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

14. No 14 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.

15. No 15 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.

16. No 16 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.

17. No 17 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

18. No 18 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.

19. No 19 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.

20. No 20 QUESTIONS ?