THE UNIVERSITY OF NEWCASTLE ORGANISATIONAL CHANGE ... · strategically aligned Faculty Services Centre that can support long-term Faculty objectives as well as day-to-day service

1 Consultation Paper – Faculty of Engineering and the Built Environment PVC Unit and Science and Engineering Challenge – July 2019

THE UNIVERSITY OF NEWCASTLE

ORGANISATIONAL CHANGE CONSULTATION PAPER

FACULTY OF ENGINEERING AND BUILT ENVIRONMENT – PRO VICE-CHANCELLOR’S UNIT AND SCIENCE AND ENGINEERING CHALLENGE

CONTENTS 1.0 BACKGROUND AND STRATEGIC CONTEXT

2.0 RATIONALE AND REQUIREMENT FOR CHANGE

3.0 CONSULTATION PROCESS

4.0 MEANS AND TIMEFRAME FOR CHANGE

5.0 IDENTIFICATION OF IMPACT

5.1 Summary of Proposed Changes 5.2 Summary of Impact

6.0 FINANCIAL IMPLICATIONS

7.0 STAFFING AND TRAINING IMPLICATIONS

7.1 Staffing the Structure

8.0 OTHER MEASURES AND CONSIDERATIONS

8.1 Staff Support 8.2 Workload 8.3 Equity and Diversity 8.4 Health and Safety

9.0 IMPLEMENTATION PLAN

10.0 POST-IMPLEMENTATION REVIEW

ATTACHMENTS A Current PVC Unit Organisational Chart B Current PVC Unit Organisational Chart showing affected positions (shaded dark blue) C Proposed Faculty Services Centre Organisational Chart showing new positions

(shaded dark blue) D Current Science and Engineering Challenge Organisational Chart


E Current Science and Engineering Challenge Organisational Chart showing affected positions (shaded dark blue)

F Proposed Science and Engineering Challenge Organisational Chart showing new positions (shaded dark blue)

G Summary of affection positions/Index of new position descriptions/Index of new contingent positions

H Managing Organisational Change Guideline


1.0 BACKGROUND AND STRATEGIC CONTEXT

The successful delivery of our NeW Futures Strategic Plan and our Faculty Decadal Plans for a changing sector (School of Architecture and Built Environment Decadal Plan and Faculty of Engineering and Built Environment Sustained Excellence in Teaching and Research: Road Map for Engineering Science at UON (2016-2025)), requires us to consider new perspectives and new approaches to how we operate, all with a firm focus on our education and research imperatives.

The Faculty of Engineering and Built Environment (FEBE) Decadal Road Map outlines a shift in strategic approach that includes: expansion of research capabilities to address major societal problems; redesign of educational programs with a ‘for their world, not ours’ philosophy to ensure graduates are equipped for the jobs of the future; and significant student load growth plans, particularly in terms of international student load, to generate resources to support strategic objectives.

2.0 RATIONALE AND REQUIREMENT FOR CHANGE

The environment in which FEBE operates has changed considerably in recent years. The opportunity to attract government research support has diminished and there is a greater need to engage with industry to bridge this funding gap. The competitive and policy landscape of higher education has also changed with a stronger emphasis on the preparation of the graduate for a professional workforce, a quality student experience and appropriate support for new and “at risk” students. Business development and stakeholder engagement has become a critical aspect of FEBE’s ability to resource and support strategic objectives. A streamlined approach to administration and technical support is imperative to maintain effective operations. In addition, there is an increasing academic focus on STEMM outreach and events in both FEBE and the Faculty of Science. The Science and Engineering Challenge (SEC) team are responsible for the management and delivery of a national program of STEMM outreach activities. The SEC has a long-standing program of outreach to schools which supports STEMM engagement and offers an excellent structure to help respond to community expectations in relation to encouraging student interest and participation in STEMM studies and future careers. Shifting priorities in the University’s STEMM outreach strategy require that the SEC be more specifically linked to broader University programs and objectives.

These business needs can be supported by four key activity areas as follows:

1. Teaching, Learning and Accreditation Operations – Course and program development, support and improvement; quality assurance; off-shore program administration; professional accreditation.

2. Industry, Research and Research Training – Higher degree research student administration and support; industry engagement; research grant support; WIL and industrial experience; scholarships.

3. Stakeholder Engagement and Business Development – Student experience and retention; community and academic outreach; international partnerships; corporate communications and events.

4. Administration and Technical Support – Executive support; administration; timetabling; travel arrangements; health and safety.


The rationale for change will impact two areas of FEBE as follows:

1. The Pro Vice-Chancellor’s Unit The Faculty of Engineering and Built Environment Pro Vice-Chancellor’s Unit (PVC Unit) is required to ensure that professional staff support, resources, skills and experience are aligned to support whole-of-FEBE strategic goals. The current staffing situation in the PVC’s Unit does not reflect this requirement. The majority of current staff in the Unit are on fixed term contracts, working on projects or tasks that have emerged as priority areas in recent years. Only a handful of continuing positions are filled and there are several continuing positions that remain unfilled as the roles do not support current strategic priorities. The current staffing situation is also problematic in terms of structural integrity, appropriate reporting lines and distribution of management responsibilities.

It is proposed that there is a need to establish a contemporary, flexible, effective and strategically aligned Faculty Services Centre that can support long-term Faculty objectives as well as day-to-day service needs by reflecting the core business areas of research and industry engagement, business development and stakeholder engagement, teaching and learning, student experience, Faculty operations and executive support.

2. The Science and Engineering Challenge Following the recent retirement of the Director, it is proposed that, the Science and Engineering Challenge be led by the University’s STEMM Ambassador, a Level D academic role with oversight of all University STEMM outreach initiatives. The STEMM Ambassador will set the strategic direction for the Science and Engineering Challenge and support it through academic expertise and extensive networks in government, education and national STEMM organisations.

3.0 CONSULTATION PROCESS

Support for strategic objectives outlined in NeW Futures and the Faculty’s Decadal Road Map have informed the proposed changes for the Faculty of Engineering and Built Environment’s Pro Vice-Chancellor’s Unit. The Pro Vice-Chancellor (PVC), Faculty of Engineering and Built Environment advised staff on 7 November 2018 that the PVC Unit will undergo an organisational change process, details of which were aimed to be released in February 2019. The Faculty Executive and staff of the Pro Vice Chancellor’s Unit have been given regular updates on the progress of the change process and have had the opportunity to ask questions at monthly meetings.

In late 2018, on the departure of the previous director of the Science and Engineering Challenge, there were multiple meetings with the staff in this team to discuss the proposed change to leadership.

During the change process, the PVC will present an overview of the rationale and requirement for change and an overview of the proposed changes to PVC Unit and SEC staff at a meeting to be held 26 July 2019. The meeting will provide an opportunity for staff to ask questions and provide feedback.


Key consultation dates are summarised below:

Date Action November 2018 PVC Unit staff advised of organisational change process, focused on

the PVC Unit. This was discussed at the early November monthly PVC Unit team meeting and staff were provided an opportunity to ask questions.

7 November 2018 22 November 2018 5 December 2018 23 January 2019 11 February 2019 6 March 2019 3 April 2019 17 April 2019 2 May 2019 15 May 2019

PVC presented overview of the rationale and requirement for change at the monthly team meeting 7 November 2018. Further opportunity was provided for discussion and questions at the Unit meetings held 22 November 2018, 5 December 2018, 23 January 2019, 11 February 2019, 6 March 2019, 3 April 2019, 17 April 2019, 2 May 2019 and 15 May 2019. The PVC attended the Unit meeting held on 11 February 2019, 3 April 2019, 17 April 2019, 2 May 2019 and 15 May 2019 where there was further discussion and questions.

February 2018 December 2018 25 January 2019

SEC staff advised of the intended retirement of the Director Staff advised of arrangements for the replacement of the SEC Director position SEC staff advised of appointment of STEMM Ambassador

26 July 2019 PVC met with PVC Unit and Challenge staff to inform them of the rationale and context for the organisational change process, proposed changes to FEBE professional staff and expected timing of the formal consultation process. This meeting provided an opportunity for questions/feedback.

Following this meeting, all FEBE PVC Unit and Science and Engineering Challenge staff received a link to an electronic copy of the Consultation Paper and supporting documents including copies of the Position Descriptions for the new positions. An electronic copy of the Consultation Paper was also uploaded to the University’s intranet site.

Staff members or groups of staff members were encouraged to provide a submission responding to any detail of the proposed change. The proposed timeframe for receiving and considering submissions prior to finalising the Proposal Paper is outlined in the table in Section 4.0 below. Staff were advised to forward submissions to Employee Relations (Ruth Hartmann, 4921 7288, [email protected]).

Each (de-identified) submission will be considered by a meeting of the Staff Consultative Committee and management representatives prior to a Proposal Paper being developed.

Further consultation will be undertaken as part of the regular staff updates and where requested, HR Services staff and the FEBE Pro Vice-Chancellor will meet with affected staff, either individually or in a group, to further discuss the Consultation Paper.

mailto:[email protected]


4.0 MEANS AND TIMEFRAME FOR CHANGE

The timeframe to be followed is:

Date Event 26 July 2019 Staff forum for all FEBE PVC Unit and SEC staff and Union

representatives to discuss consultation paper

Consultation paper distributed to relevant FEBE staff via SharePoint link and made available to all other staff and the Unions on the University's intranet

26 July 2019 – 9 August 2019

Period for open discussion with staff, the University and Unions

9 August 2019 Final written submissions received from staff and Unions

August 2019 TBD The Consultative Committee meets to consider the Consultation Paper and opportunity to comment on the process of consultation /make recommendations

Management meet to consider comments and recommendations

August 2019 TBD Staff forum for all FEBE PVC Unit and SEC staff and Union representatives to present the Proposal paper

Proposal paper distributed to relevant FEBE staff via Dropbox link and made available to other staff and the Unions on the University's intranet

August 2019 TBD Proposal paper and any recommendations forwarded to the Vice-Chancellor for consideration and determination

August 2019 TBD Implementation commences

6-12 months from implementation

Post-implementation review appropriate to the change.

5.0 IDENTIFICATION OF IMPACT

The Faculty Services Centre

The Pro Vice-Chancellor’s Unit in its current form will be disestablished and a Faculty Services Centre will be formed to support Faculty strategic goals and operations. The Centre will operate under the same Faculty Executive academic leadership structure as currently applies to the Pro Vice-Chancellor’s Unit. It will be led by the Associate Director, Faculty Services and be structured around four key areas of activity: Administration and Technical Support; Teaching, Learning and Accreditation Operations; Stakeholder Engagement and Business Development; and Industry, Research and Research Training.


The Centre will consolidate a number of Faculty functions, each of which will be supported by a team of professional staff reporting through to the Associate Director, Faculty Services. The teams and their key areas of responsibility are detailed below:

• The Administration and Technical Support Team, led by a HEW 6 Team Leader, reporting to the Associate Director Faculty Services. This team will provide high level support for the PVC and Faculty Executive team, as well as facilitating transactional activity across the Faculty, including timetabling, health and safety and general administration;

• The Teaching, Learning and Accreditation Operations Team, led by a HEW 8 Manager, reporting to the Associate Director Faculty Services. This team will provide support in course and program development and administration, quality assurance, offshore program delivery, student retention and professional accreditation;

• The Stakeholder Engagement and Business Development Team, led by a HEW 8 Manager, reporting to the Associate Director Faculty Services. This team will provide support in student experience and communications, alumni engagement, community and academic outreach, events, international partnerships, and corporate communications; and

• The Industry, Research and Research Training Team, led by a HEW 8 Manager, reporting to the Associate Director Faculty Services. This team will provide support in higher degree by research student administration and support, industry engagement, research grants support, work integrated learning and industrial experience, and scholarships.

The proposal outlined above is likely to have a significant impact on the following positions: - the HEW Level 7 Administrative Coordinator position will be disestablished, as

associated duties relating to offshore programs and scholarship administration will be managed by the Teaching, Learning and Accreditation and the Research and Industry teams, as aligns with their portfolios.

- the HEW Level 5 Personal Assistant position will no longer be required as the duties performed by this position will be performed by the broader Administration and Technical Support Team, under the supervision of the proposed new HEW Level 6 Team Leader, Operations.

- The HEW Level 6 Timetabling and Workload Officer position will be disestablished. A review of duties and responsibilities required of this position has identified that the same or substantially similar positions across UON are classified at HEW Level 5. It is proposed that a new HEW Level 5 Timetabling and Workload Officer position will be established reporting to the proposed HEW 6 Team Leader, Operations.

- The HEW Level 5 Administrative Officer (0.5FTE) position that currently supports the administration of offshore programs will be increased to 1.0 FTE to better support the workload associated with the addition of new programs offered at the UON Singapore location. The position will also be re-titled to Off-Shore Programs Officer to better reflect the nature of the work performed by the role. The following vacant existing roles will be disestablished as the duties and the responsibilities of these positions are no longer required to be performed by these positions:

- 1 x HEW Level 10+ - Director Science and Engineering Challenge


- 1 x HEW Level 7 – Administrative Officer - 1 x HEW Level 7 - Quality Assurance, Teaching and Learning Officer - 1 x HEW Level 6 – Recruitment and Community Relations Officer

It is proposed that the following fixed-term positions be established as continuing. Incumbent staff members with more than 6 months in the fixed term position will be converted to continuing employment;

- 0.8 x HEW Level 8 – Faculty Executive Officer - 0.8 x HEW Level 8 – Faculty Executive Officer, Teaching, Learning and Accreditation - 1 x HEW Level 6 – Senior Engagement Officer (Student Experience) - 1 x HEW Level 6 – Senior Engagement Officer (Partnerships) - 1 x HEW Level 6 – Senior Teaching, Learning and Accreditation Officer - 0.4 x HEW Level 5 – Communication Officer - 0.8 x HEW Level 5 – Teaching, Learning and Accreditation Officer - 1 x HEW Level 3 – Administrative Assistant

The proposed Faculty Services Centre structure will include the following additional positions that do not appear in the current Pro Vice-Chancellor’s Unit structure:

- 1 x HEW Level 8 Manager, Research and Industry position - 1 x HEW Level 6 Team Leader, Operations position - 1 x HEW Level 6 Senior Offshore Programs Officer position - 1 x HEW Level 5 Engagement Officer (Student Experience) position - 1 x HEW Level 5 Teaching, Learning and Engagement Officer position - 1 x HEW Level 5 Research and Industry Officer position - 1 x HEW Level 5 Timetabling and Workload Officer position - 1 x HEW Level 3 Research and Research Training Assistant

The Science and Engineering Challenge

The HEW Level 10+ Director, Science and Engineering Challenge position is proposed to be disestablished, and leadership of the unit will be assigned to the University’s STEMM Ambassador, a Level D academic role shared across the Faculty of Engineering and Built Environment and the Faculty of Science.

5.1 Summary of Proposed Changes

Details of the proposed changes are outlined in the table below:

Consultation Paper – Faculty of Engineering and the Built Environment PVC Unit and Science and Engineering Challenge – July 2019

FACULTY OF ENGINEERING AND BUILT ENVIRONMENT

EXISTING PVC UNIT ROLES PROPOSED FACULTY SERVICES CENTRE ROLES HEW level Role title Continuing/ fixed

term Filled/ unfilled HEW level Role title Continuing/

fixed term Filled/

unfilled HEW 10+ Associate Director Continuing Filled HEW 10+ Associate Director Continuing Filled

HEW 8 Faculty Executive Officer FTC 0.8 FTE Filled HEW 8

1 FTE Manager Engagement Continuing Filled

HEW 8 Executive Officer Teaching, Learning and Accreditation

FTC 0.8 FTE Filled HEW 8 1 FTE

Manager Teaching, Learning and Accreditation

Continuing Filled

New HEW 8 Manager Research and Industry Continuing Unfilled

HEW 7 Administrative Officer Continuing

Temporarily unfilled as incumbent currently seconded to another role

Disestablished

HEW 7 Administrative Coordinator Continuing Filled Disestablished

HEW 7 Quality Assurance, Teaching and Learning Continuing Unfilled Disestablished

HEW 6 Senior Engagement Officer (Student Experience)

FTC Filled HEW 6 Senior Engagement Officer (Student Experience)

Continuing Filled

HEW 6 Senior Engagement Officer (Partnerships) FTC Filled HEW 6 Senior Engagement

Officer (Partnerships) Continuing Filled

HEW 6 Senior Teaching, Learning and Accreditation Officer

FTC Filled HEW 6 Senior Teaching, Learning and Accreditation Officer

Continuing Filled

HEW 6 Timetabling and Workload Officer Continuing Filled Disestablished

HEW 6

Recruitment and Community Relations Officer

Continuing Unfilled Disestablished


HEW 6 Research and Research Training Officer (funded on restricted)

Continuing Filled HEW 6

Senior Research and Research Training Officer (funded on restricted)

Continuing Filled

HEW 6 Health and Safety Facilitator (funded on restricted)

FTC 0.6 FTE Filled HEW 6 FTC 0.6

Health and Safety Facilitator (funded on restricted)

FTC Filled

New HEW 6 Team Leader, Operations Continuing

New HEW 6 Senior Offshore Programs Officer Continuing

HEW 5 Communications Officer FTC 0.4 FTE Filled HEW 5

0.4 FTE Projects Officer Continuing 0.4 FTE Filled

HEW 5 Teaching, Learning and Accreditation Officer

FTC 0.8 FTE Filled HEW 5

1 FTE

Teaching, Learning and Accreditation Officer

Continuing Filled

HEW5 Teaching, Learning and Engagement Officer FTC 1 FTE Filled HEW 5

Teaching, Learning and Engagement Officer

Continuing Filled

HEW 5 Administrative Officer FTC 0.5 FTE

Temporarily unfilled as incumbent currently seconded to another role

HEW 5 1 FTE

Offshore Programs Officer Continuing Filled

HEW 5 Administrative Assistant FTC 0.8 FTE Filled Disestablished

HEW 5 Administrative Assistant FTC Filled Disestablished

HEW 5 Administrative Assistant Continuing Unfilled Disestablished

HEW 5 Administrative Assistant Continuing Unfilled Disestablished

HEW 5 Personal Assistant Continuing Filled Disestablished

HEW 4 Engagement Assistant FTC Filled HEW 5 Engagement Officer (Student Experience) Continuing Unfilled


New HEW 5 Teaching, Learning and Engagement Officer

Continuing Unfilled

New HEW 5 Research and Industry Officer Continuing Unfilled

HEW 5 Timetabling and Workload Officer Continuing Unfilled

HEW 3 Administrative Assistant FTC Filled HEW 3 Administrative Assistant Continuing Filled

New HEW 3

Research and Research Training Assistant (funded on restricted)

Continuing Unfilled

SCIENCE AND ENGINEERING CHALLENGE CURRENT PLANNED

HEW Role title Continuing/ FTC Filled/ unfilled HEW level Role title Continuing/

fixed term Filled/

unfilled HEW 10+ Director Continuing Unfilled Disestablished

HEW 5 Administrative Coordinator Continuing Filled HEW 5 Administrative

Coordinator Continuing Filled

New Academic Level D STEM Ambassador 0.5 FTE FTC Filled

Please note: Rows with light green shading indicate position unaffected by proposed change Rows with dark green shading indicate filled fixed term position to move to continuing position in proposed change as position description largely unchanged


5.2 Summary of Impact: comparison of existing and proposed resources

HEW Level

Existing (Total FTE)

Existing Fixed Terms

Proposed (Total FTE)

Proposed Fixed Terms

Variance

1 - - - - - 2 - - - - - 3 - 1 2* - +1 4 - 1 - - -1 5 2.6 2.9 7.4** - +1.9 6 2 3.6 6*** 0.6** +1 7 2 - - - -2 8 - 1.6 3**** - +1.4 9 - - - - - 10+ 2 - 1 - - 1 Academic Level D

0.5 +0.5

Total 8.6 10.1 19.4 1.1 +1.8 * 1 x HEW 3 Research and Research Training Assistant ** 1 x HEW5 funded by UON Singapore and 1 x HEW 5 Research and Industry Officer funded on restricted *** 1.6 HEW 6 funded on restricted: 1 x HEW 6 Research and Research Training Officer and 0.6 HEW 6 Health and Safety Facilitator and 1 x HEW6 funded by UON Singapore **** 1 x HEW 8 Manager Research and Industry funded on restricted.


6.0 FINANCIAL IMPLICATIONS

The financial implications expected as a consequence of this consultation paper have been considered in relation to the existing budget and forward budget projections.

The University recognises that significant organisational change requires resources and support, and provision has been made for outplacement services and redundancies that may be required throughout the process.

7.0 STAFFING AND TRAINING IMPLICATIONS

7.1 HR/ER Issues

The organisational change process will be carried out in accordance with the University of Newcastle Professional Staff Enterprise Agreement 2018 and the principles of procedural fairness, equity and diversity, and workplace change. Appropriate support services will be made available including Human Resources support, financial planning advice, superannuation information, and confidential counselling as required. Details in relation to these services for staff and supervisors and details of other processes are provided in Attachment H – Managing Organisational Change Guideline.

7.2 Training and Development

Staff development resources will be available during the change process. Individual development needs will be assessed on a one-on-one basis through PRD discussions, which will inform broader development needs across the Unit.

7.3 Staffing the Structure

In general terms, the new structure will be staffed with reference to the following general principles:

General principles i. Positions that are both affected and not affected are clearly identified in the attached

organisational charts, along with any new positions.

ii. Wherever possible, the conversion or placement of existing staff will be given priority followed by a top-to-bottom approach for positions which require a recruitment or selection process. Exceptions to this top-to-bottom approach will be highlighted and communicated in the implementation plan.

iii. Where it is determined that a competitive selection process is required to fill a position/s, the following may apply:

For new positions, an internal Expression of Interest (EOI) process will be conducted for eligible staff members within the FEBE PVC Unit. Staff members will be asked to provide a short statement demonstrating how their skills and experience are appropriate to the role, as well as how they meet the behavioural competencies outlined in the UON Leadership Framework. Staff members may then be asked to attend a short interview to further determine suitability for the position. Fixed-term staff with less than six months continuous service, agency staff and casual staff will be excluded from the EOI process.

Where the skills and experience required by a new position are deemed not available within the skillset of existing staff, a full external recruitment process will be


conducted with the new position advertised in the external market concurrently with the broader UON. Applicants will be required to submit a statement addressing the selection criteria and, if shortlisted, attend a full panel interview. All continuing, fixed-term and casual staff will be eligible to apply.

In each of the above cases, all affected staff members will be eligible to apply.

iv. Once this process has been completed:

o Staff members with continuing positions at the University who are not placed or transferred will be declared detached and notified of arrangements relating to detached staff (as per the relevant clauses of the Enterprise Agreement).

o Staff members with fixed-term contract positions at the University who are not placed or transferred will be paid entitlements in accordance with the provisions of the Enterprise Agreement.

v. Staff members who wish to express interest in voluntary separation may do so by contacting the Faculty’s HR Business Partner. Requests for voluntary separation are not guaranteed but will be considered on an individual basis based on future work requirements.

8.0 OTHER MEASURES AND CONSIDERATIONS

8.1 Workload

Workload and hours of work will continue to be consistent with the University of Newcastle Enterprise Agreements. Monitoring of workloads will continue throughout the change process. Appeals in relation to excessive workload should be made to respective line managers in the first instance. Should concerns continue, these should be directed to the Director, People & Workforce Strategy.

8.2 Equity and Diversity

The following processes will be adopted to ensure that the principles relating to equity and diversity have been followed and that there will be no adverse impact on priority groupings:

• Equity issues will be considered, expert advice will be sought and, where possible, appropriate consultation with stakeholders will take place prior to finalising decisions and recommendations.

• The composition of decision-making bodies will reflect an appropriate gender balance. • Managers of areas involved in organisational change management will have the

opportunity to obtain expert assistance in dealing with difficult aspects of the change process.

• The University will make every effort to offer staff in positions that are no longer required an equitable range of options.

• Every attempt will be made to provide remaining staff with work which utilises their existing skills and which will be no less satisfying than their current work.

• Change will not result in discrimination against women or members of other equity target groups in terms of their employment, career or developmental opportunities.


• Equitable but not necessarily equal access will be provided to training and development. These opportunities will be prioritised to ensure implementation of the proposal.

• Maintaining flexibility of employment will be taken into consideration.

8.3 Health and Safety

The University recognises that people experience stress associated with organisational change processes. The key control strategies to minimise this risk are as follows:

• Dissemination of timely, clear and regular information • Providing information on accessibility of EAP/internal counselling services • Implementing changes as quickly as possible • Ensuring training needs are identified and that training is scheduled and conducted as

required • Providing employees with clear communication paths to address any issues • Identifying needs and how they can best meet those needs with resources • Providing Human Resources support, and • Referring staff to Discover for training relating to internal grief, change and loss.

9.0 IMPLEMENTATION PLAN

Once the Vice-Chancellor considers and approves the proposal, the following implementation actions will occur:

• All staff will be informed of the implementation timeframe • Staffing the structure will commence • Staff members excess to requirement will be notified • The Director, People and Workforce Strategy or delegate will assist affected staff to

work through available options, particularly those relating to the Enterprise Agreements such as:

a) seeking a Voluntary Separation Package b) seeking redeployment assistance c) seeking outplacement/career transition assistance d) seeking to apply other provisions of the Enterprise Agreements such as

secondment, transfer, pre-retirement contracts, etc.

10.0 POST-IMPLEMENTATION REVIEW

A review appropriate to the change will be conducted within 6-12 months of the Proposal paper implementation. Staff from the area directly impacted by the change will have the opportunity to participate in the review. The review findings will be discussed at a Staff Consultative Committee meeting as well as with the affected area.


ATTACHMENT A - Current FEBE PVC Unit Organisational Structure


ATTACHMENT B - Current FEBE PVC Unit Organisational Structure showing affected positions


ATTACHMENT C - Proposed Organisational Structure Faculty Services Centre showing new positions


ATTACHMENT D - Current Science and Engineering Challenge Organisational Structure


ATTACHMENT E - Current Science and Engineering Challenge Organisational Structure showing affected positions


ATTACHMENT F - Proposed Organisational Structure Science and Engineering Challenge showing new positions


ATTACHMENT G Summary of affected (continuing and fixed-term) positions 1 x HEW Level 10+ - Director Science and Engineering Challenge 0.8 x HEW Level 8 – Faculty Executive Officer 0.8 x HEW Level 8 – Faculty Executive Officer, Teaching, Learning and Accreditation 1 x HEW Level 7 – Administrative Officer 1 x HEW Level 7 – Administrative Coordinator 1 x HEW Level 6 – Timetabling and Workload Officer 1 x HEW Level 6 – Senior Engagement Officer (Student Experience) 1 x HEW Level 6 – Senior Engagement Officer (Partnerships) 1 x HEW Level 6 – Senior Teaching, Learning and Accreditation Officer 1 x HEW Level 5 – Personal Assistant 0.4 x HEW Level 5 – Communication Officer 2 x 0.8 x HEW Level 5 – Administrative Officer 0.8 x HEW Level 5 – Teaching, Learning and Accreditation Officer 1 x HEW Level 4 – Engagement Assistant 1 x HEW Level 3 – Administrative Assistant Index of new position descriptions 1 x HEW Level 8 – Manager Engagement 1 x HEW Level 8 – Manager Teaching, Learning and Accreditation 1 x HEW Level 8 – Manager Research and Industry 1 x HEW Level 6 – Senior Engagement Officer (Student Experience) 1 x HEW Level 6 – Senior Engagement Officer (Partnerships) 1 x HEW Level 6 – Senior Teaching, Learning and Accreditation Officer 1 x HEW Level 6 – Team Leader, Operations 1 x HEW Level 6 – Senior Offshore Programs Officer 0.4 x HEW Level 5 –Projects Officer 1 x HEW Level 5 – Off-Shore Programs Officer 1 x HEW Level 5 – Research and Industry Officer 1 x HEW Level 5 – Teaching, Learning and Accreditation Officer 1 x HEW Level 5 – Teaching, Learning and Engagement Officer 1 x HEW Level 5 – Engagement Officer (Student Experience) 1 x HEW Level 5 – Timetabling and Workload Officer 1 x HEW Level 3 – Administrative Assistant 1 x HEW Level 3 – Research and Research Training Assistant Index of new Science and Engineering Challenge positions 0.5 x Academic Level D – STEMM Ambassador (FTC)


ATTACHMENT H MANAGING ORGANISATIONAL CHANGE GUIDELINE TABLE OF CONTENTS 1. Introduction 2. Principles 3. Consultative Approach 4. Staffing the Structure 5. Other Processes 6. Support Staff and Services


1. Introduction This Guideline outlines the processes to be followed:

● to implement change ● to assist staff ● details of support staff and services

2. Principles The University will apply the principles and processes contained in the University of Newcastle Professional Enterprise Agreement 2018, and in the principles of sound management of workplace change. Copies of the Enterprise Agreement is available at: http://www.newcastle.edu.au/current-staff/working-here/benefits-and-conditions/enterprise-agreements 3. Consultative Approach A consultative approach to staffing the new structure will include:

● the conduct of Staff forums and one to one meetings with individual staff ● Human Resource Services contacts being available for advice and assistance ● an opportunity for Consultative Committee(s) to comment on the process of

consultation that has occurred and make recommendations ● Provision of a copy of this Consultation Paper on the University intranet at

http://www.newcastle.edu.au/current-staff/working-here/benefits-and-conditions/enterprise-agreements/organisational-change/ and in current copies of “In the Loop” which is published fortnightly at: http://www.newcastle.edu.au/newsroom/current-staff

4. Staffing the Structure General Staffing Principles – refer to page 7 of this Consultation Paper. 5. Other Processes (i) Natural Attrition (Turnover) Natural attrition may be used to mitigate the need for redundancies. (ii) Voluntary Separations Staff may express interest in being considered for voluntary separation (redundancy) packages. These may be approved where alignment to business need exists. (iii) Redeployment

http://www.newcastle.edu.au/current-staff/working-here/benefits-and-conditions/enterprise-agreements

http://www.newcastle.edu.au/current-staff/working-here/benefits-and-conditions/enterprise-agreements

http://www.newcastle.edu.au/current-staff/working-here/benefits-and-conditions/enterprise-agreements/organisational-change/

http://www.newcastle.edu.au/current-staff/working-here/benefits-and-conditions/enterprise-agreements/organisational-change/

http://www.newcastle.edu.au/newsroom/current-staff


Where a position is identified as no longer being required the staff member may be offered redeployment and redundancy. Reasonable time release will be provided for staff to attend interviews and training courses. (iv) Seek employment outside the University and Career Development Support In accordance with Clauses 23.1.3 (iii) by electing to remain as a detached staff member for a period of up to 8 weeks, commencing at the date of detachment. The staff member will be provided with support, including a career development program in accordance with Clause 23.3.8 of the Professional Staff Enterprise Agreement 2018.

Staff members electing this option will be offered an externally sourced program, which will include:

• career planning;

• job search plan/ skills, including resume development and interview skills;

• job search assistance;

• personal counselling; and

• financial planning. The career development program and the associated costs will be approved by the Director, People and Workplace Strategy prior to implementation.

(iv) Job Redesign Job Redesign will be used to facilitate change where possible, in particular the creation of work systems that promote efficiency and productivity and maximise the opportunities for staff to contribute in the achievement of the University’s objectives. (v) Training and Development Training will be provided within the limit of resources available and facilitated by:

(a) Performance Review and Development process (b) Implementation of the Proposal

(vi) Pre-Retirement Contracts These will be considered on a case-by-case basis where alignment of the individual staff member’s needs and the business needs exists including a cost benefit to the University. (vii) The Use of Leave Entitlements by Agreement Staff are encouraged to utilise current Annual and Long Service Leave entitlements in consultation with their Manager. This may assist in mitigating the need for forced redundancies. (viii) Secondment


Secondment will be considered, however, opportunities may be limited and there must be an appropriate skill match. (ix) Transfer and Relocation Will be considered, however opportunities may be limited and there must be an appropriate skill match. (x) The Ability to Use Leave Entitlements Combined with Part-Time Employment The option to take leave entitlements combined with part-time employment may be available according to business need. 6. Support Staff and Services Human Resource Services Human Resource Services will facilitate many of these processes by providing advice and support to staff and supervisors. The following staff members are available to assist you:

Lesley Phillips - Human Resource Business Partner Phone: 4921 5379 Email: [email protected] Mark Wylie – Associate Director, Employee Relations and Health & Safety Phone: 4921 5399 Email: [email protected]

Financial Assistance The University cannot directly provide financial advice. Where an individual is declared detached, the University will offer financial assistance and advice up to the value of $500, through a licenced Financial Planner. Staff are encouraged to contact their HR Business Partner to discuss details. Superannuation Information You are encouraged to seek assistance with superannuation matters from your superannuation fund. UniSuper member contacts are: Andrew Syarief, our On-Campus Consultant for general advice. Make a booking to meet with Andrew at: https://www.gobookings.com/au/clients/directory/ or Matt Werakso our On–Campus Financial Adviser for tailored advice on your individual



https://www.gobookings.com/au/clients/directory/


circumstances. To make an appointment to see Matt, please call 1800 UADVICE (1800 823 842) or email [email protected] Further information on UniSuper Services can be found at: https://www.unisuper.com.au/employers/universities/the-university-of-newcastle http://www.unisuper.com.au/learning-centre/calculators-and-tools You may also wish to contact David Pleasance, Manager, Remuneration and Benefits Team on phone: 4921 5299 or via email at [email protected]. Resume Writing and interview skills, or Exit Assistance Resume Building and Interview skills workshop as well as career skills self-directed learning resources are available for staff. For any additional support, please contact your HR Business Partner, Lesley Phillips on 4921 5379. Wellness support A Resilience Through Change workshop will be made available. Counselling Providers Staff who require additional support to adjust to new circumstances or the prospect of new circumstances are encouraged to contact the University's Employee Assistance Program provider. The University's Employee Assistance Program AusPsych – Phone: 02 4926 1688 or visit www.auspsych.com.au Chaplaincy

Details of the University Chaplaincy Centre are available at http://www.newcastle.edu.au/services/chaplaincy/chaplaincy.html NTEU contact details: National Tertiary Education Union (NTEU) - Ph: 4921 6870 Industrial Officer: Lance Dale ([email protected]) Branch Organiser: Jenny Whittard ([email protected]) NTEU Professional Staff representatives: Fran Munt – Ph: 4921 6563 David Rambaldi – Ph: 49 21 5476


https://www.unisuper.com.au/employers/universities/the-university-of-newcastle

http://www.unisuper.com.au/learning-centre/calculators-and-tools

http://www.auspsych.com.au/

http://www.newcastle.edu.au/services/chaplaincy/chaplaincy.html


CPSU contact details: Community Public Sector Union (CPSU) Ph: 1300 772 679 Industrial Officer: Lisa Nelson ([email protected]) Organiser: Ian Braithwaite ([email protected]) CPSU Professional Staff Representatives: Sue Freeman – Ph: 4921 5929


Documents

THE UNIVERSITY OF NEWCASTLE ORGANISATIONAL CHANGE ... · strategically aligned Faculty Services Centre that can support long-term Faculty objectives as well as day-to-day service