ECM Academic Profile Organisational Change Proposal Meeting 1 30 September 2010

Welcome Agenda Reasons for changing the Academic Staff Profile Desired Objectives Extent of the changes and likely effects on staff The proposed new direction and staff profile Process and timeline Questions and feedback

Reasons for Change The Faculty’s financial situation.

Faculty’s financial situation

Faculty’s financial situation continued

Salaries are over 100% of the Faculty’s annual FFM income –2009: 104% when all currently discretionary funded salaries are removed; 112% when discretionary funded salaries are included Academic salaries in 2009 (excluding those funded from discretionary funds) accounted for 72% of the annual FFM income The University (and best practice in a high-cost research intensive environment) requires that the salary component of the FFM be no more than 80%

Desired Objectives Financial viability and sustainability Strategic Academic Staff Profile –Minimise impact on strategic direction –Ensure process is done in a way that reflects the strategic priorities of the Faculty

Proposed changes and likely significant effects on employees Reduction of teaching and research academic staff numbers –Ranking process –Redundancy –Target, over time, of salaries at 80% of FFM income Academic salaries are proposed to be reduced by $4.5 million as an outcome of the organisational change proposal –To achieve 80% salary target, requires an overall reduction of $6.5 million –Academic salaries are currently budgeted at $19 million (2010), and the proposal is to reduce academic salaries by $4.5 million

Proposed changes and likely significant effects on employees continued

Workload Re-allocation of teaching, research and administration duties Possible consequential need for changes in School Structure Affected staff: Academic staff members on teaching and research appointments within the six Schools in the Faculty

Staff not directly affected by the proposed changes at this time Academic staff on research-only appointments; Academic staff on teaching-only appointments; Academic staff who are on fixed term contracts that expire before 30 June 2011; Academic staff that already have a formal agreement with the University regarding the end of their employment (e.g. pre-retirement contract or voluntary redundancy), at the time of any decision on the proposed organisational change; Academic staff employed directly by one of the three Faculty centres: Centre for Offshore Foundation Systems, Australian Centre for Geomechanics and the Western Australian Supercomputer Programme; and Professional staff.

Proposed ranking methodology Proposed principles –Supplied by the Dean –Account for core activities of academic staff (research, teaching, service and collegiality) –Applicable across the Faculty, not applied School by School –Uses data that is easily obtained Proposed methodology –Developed by the Heads of School based on the above principles –Ensures that the Faculty maintains a strong research focus Assessment over the period 1 January 2006 – Census Date (30 September 2010)

Ranking: proposed categories and performance indicators Research –Publications - A*/A (and B for Laboratory and experimental researchers) –Research Grant Income –HDR Student Supervision Teaching –Unit Teaching –Student Project Supervision –Teaching Awards Internal Service (Administration) –Specific roles Collegiality and External Service –Collegiality –External Service

Ranking: proposed weighting CategoryResearchTeachingInternal Service Collegiality and External Service Weight4211

Future Direction Financially sustainable number of teaching and research staff Research focused Increased efficiency and effectiveness Academic staffing profile comparable with similar strong performing faculties Potential need for changes to the School structure

Indicative Timeline Monday 1 November - Meeting 2 Tuesday 16 November - Meeting 3 If a decision is made to go ahead with organisational change: Nov 2010 – January 2011 – Ranking of affected staff across the Faculty Jan – Feb Meetings with identified staff Jan – Dec 2011 – Identified staff leave the Faculty

What happens next? Opportunity for staff to provide feedback: –Feedback on the proposal –Feedback on the proposed ranking methodology

Providing feedback Via Directly: –W/Prof John Dell, Dean, x3704 –Stuart Broadfoot, Manager, Strategic and Operational Planning, x nd Formal Meeting: Monday, 1 November 2010 Internal mail: Marked “Direct” and sent to the Manager, Strategic and Operational Planning, M017 Through the relevant union or employee representative

Providing feedback continued All feedback will be considered before a final decision is made on whether to implement the proposal Feedback must be submitted by close of business on the 8 November 2010 –Approximately 1 week after the second meeting –This will enable the Dean sufficient time to consider the feedback before making a decision

Available support If members of academic staff need personal support or counselling during this organisational change process, this is offered free of charge through the University’s Employee Assistance Programme Service is confidential, and staff can choose either an internal UWA provider or an external provider Full details, including contact numbers, are available at:

Available support continued EAP service providers: UWA Counselling and Psychological Services (08) (During office hours) 1 st Floor, South Wing, Social Sciences Building PPC Worldwide (24 hours) Level 16, 251 Adelaide Terrace, Perth

Post-implementation support If a decision is made to implement organisational change, the following additional support will be provided by the Faculty and University free of charge to affected staff: –Career Transition Services External provider offering counselling, career assessment and job search support –Seminars/Support Pre-retirement contracts Redundancy packages Financial planning Retirement planning

Questions The documentation from today’s meeting and any other documentation released during the organisational change process is available at: