Addendum to CHANGE MANAGEMENT PROPOSAL: Learning and Teaching Centre and ACUOnline. (Version Three 17 March 2010)

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1 Addendum to CHANGE MANAGEMENT PROPOSAL: Learning and Teaching Centre and ACUOnline (Version Three 17 March 2010) IMPLEMENTING RECOMMENDATIONS FOLLOWING THE REVIEW OF THE LEARNING AND TEACHING CENTRE IN LINE WITH THE ACU STRATEGIC PLAN

2 Background It is now proposed that there be a change to the organizational structure originally proposed in the Change Management Proposal (Version Three 17 March 2010) which was considered by the ACUSCC and approved by the Vice-Chancellor on 27 April Specifically the changes are that there will be a Manager (subject to evaluation, proposed at level 9) who will manage the whole team instead of the three team leaders leading three different groups. The new arrangement will allow for a more flexible arrangement for harnessing the professional expertise of the team to service the needs of staff and students across ACU. The team will now function on a project-based model whereby sub-groups of the team will be formed to address specific needs for e-learning support and investigations of emerging learning technologies. In short, the team will function according to its areas of professional expertise with oversight and input by a Manager. The new structure and operational approach will help address a common criticism by academic leaders and staff of the LTC enacting a compliance culture across ACU. This new organisational structure is that of a service model whereby all team members will be focussed on a vision of enhancing the quality of learning and teaching by providing professional support rather than one of enforcement. It is also recommended that all members of the team be Project Officers (e-learning advisors) at HEW level 7. Currently there are staff on HEW level 8 (one), HEW level 7 (three) and HEW level 6 (six). There is a generic Position Description (PD) and Position Information Questionnaire (PIQ) submitted for classification of Project Officers. It should be noted that there has been little change to the PD and PIQ previously classified as HEW level 7 earlier this year. A PD and a PIQ for a Manager are also included for classification. These have been adapted from the previous Team Leaders PD and PIQs to include a more diverse area of responsibilities, including leadership and administration of ten personnel. The Manager s position will be advertised externally. ACU s staff placement policy and processes will apply to opportunities for and placement of other ACUonline staff members. Potential Benefits for Staff No continuing staff members will lose their employment as a result of these changes to the structure proposed in March It is anticipated that staff will benefit from the following: More effective management and coordination of the team with the introduction of a professional Manager position in the structure Introduction of a HEW level 9 position in the structure (subject to classification) A higher profile, University-wide, given to their work More positions at HEW level 7 than previously (subject to classification) No staff member will be HEW level 6 in the new structure (subject to the placement process) Greater opportunity for job satisfaction through flat structure s ability to support long and short-term project teams formed to address diverse e-learning priorities 2

3 Expertise in project management enhanced, eg as part of project teams or project leaders as required Professional development for staff within the team during the change process and as a professional team going forward Greater opportunities to align pedagogical and technological approaches to enhance learning and teaching Greater exposure to innovation and new technologies A focus on team work and development of skills in this area Development of skills and experience to support career options and progression No staff member will be assigned more than one HEW level lower in the placement process in the new model. Potential Adverse Effects for Staff The Change Proposal will impact on staff as they transit to new roles and as the new arrangements are put into place regarding transfer to the LTC. The main change since the proposal considered by ACUSCC in March 2010 is the replacement of three Team Leader positions (HEW level 8) within the structure with a Manager position (HEW level 9 subject to classification) and an accompanying increase in Project Officer positions (HEW level 7 subject to classification). A potential adverse effect for staff is therefore varied opportunity for progression within the e-learning Team for those who may have aspired to applying for a Team Leader position at HEW level 8. Despite this, there is the potential for team members to act in the Manager e-learning position from time to time during Manager s leave periods, gaining management skills and experience that will support future progression opportunities. More widely, working within a skilled and diverse team undertaking a range of projects will give all Project Officers access to professional and skills development and varied experience within the newly structured team that will assist with career progression within and external to ACU. One staff member who is currently HEW level 8 will be able to apply for the HEW 9 position but will not have access to a HEW level 8 position. Placement (subject to classification) to a lower level position will be managed in line with the University s Income Maintenance Policy and processes for salary maintenance. Actions Proposed to Mitigate Adverse Effects Staff will be supported throughout the change process by open communication, a fair placement process (as per ACU policy), access to the EAP and appropriate training. A detailed consultation process has been undertaken around change from the structure proposed in March with three Team Leaders to the flatter structure with one Manager and an increased number of HEW level 7 positions (subject to evaluation). Details of the consultation appear in the section below. This process has allowed full and frank discussion of the pros and cons of the change, and has 3

4 elicited only three written responses from the eleven staff in ACUonline (refer to Paragraph 4 below for staff feedback and response to the feedback). Ongoing discussion will be encouraged throughout the change process. Consultation to Date 1. On Tuesday October 5, 2010 a one-day, face-to-face meeting was attended by all members of the ACUOnline Team. At that meeting the amended organisational model was put to the team members for discussion and input. The meeting was highly interactive with all team members contributing to a list of pros and cons about the new model as well as considering alternative models. The meeting was facilitated by the Acting Deputy Director LTC, Professor David Johnston. A plenary session was held as a conclusion to the day and was also attended in person by Professor Anne Cummins (DVC, Students, Learning and Teaching) and Professor Yoni Ryan (Director, LTC) by teleconference. In the plenary session the team members discussed issues with Professors Cummins and Ryan. 2. Following the meeting, a summary of the positive and negative points developed about the proposed model (See Table 1) was circulated by to all ACUOnline Team members with an invitation for individual, sub-group or whole group additional input (see Point 4 below). 3. A timeline of 5:00 pm Friday October 22, 2010 was set for responses. Table 1: Summary of Points Raised in ACUOnline Team Discussions Positives (for change) Direct / more / easier access to Manager no multiple controls Clear boundaries / expectations for all Manager has clearer perspective of issues from ground level Flatter, more accountable structure Less bureaucracy Greater room for team / individual participation in operations Deeper relationships with all members (increased trust) Less budget for expenditure (money saving) Negatives (against change) No opportunities for professional reclassification Response: Professional development opportunities, skills development and broader experience available within the newly structured team could assist staff win other positions within and external to ACU No career progression Response: Refer to above We were there (with a similar structure) it appeared not to work Refer to Response 4c below Different skill mix that should be recognised Response: The proposed project focus of the e- learning team and the wider LTC will recognise the diverse skill mix What was the point of the previous restructure? Response: In the change management period and prior to the finalisation of the position classifications, with an Acting Deputy Director and Acting Manager and a collaborative approach within ACUonline it has become evident the revised model could work well No coordination of issues Response: Manager will have coordination responsibility as will project leaders according to specialist areas of coverage Very flat structure seen as a negative by some Refer to Response 4c below More pressure on manager 4

5 Refer to Response 4a below 4. Three responses were received within the designated time. 4a Comment: The first identified the need for a Manager to have administrative support given size of the team and the amount of time involved. Response: Once the staff placement process for the former ACUonline team is completed to create the e-learning team within the revamped LTC, the Manager will have access to administrative support currently residing within the LTC. As well, some appropriate administrative tasks may be able to be undertaken by Project Officers within the e-learning team, eg preparation of meeting action notes. 4b Comment: The second indicated support for the flat structure, while having reservations about impact on levels for any staff above HEW Level 7. At the same time, he argued that under the previous model the former coordinators would not really do much more than the project officers as all project officers have been involved with any project type work that has been coordinated and have contributed enormously to research, evaluation and writing of reports or other documentation. So it has never really made sense. He further indicated that when the three coordinator roles were created it did leave a few other staff uncomfortable with the whole process. Response: Support for the proposed flat structure and change from three team leaders to one manager is noted. In relation to concerns expressed about any staff above Level 7, there is currently one continuing staff member in this position, being a Level 8. Four continuing staff have the opportunity for placement at a level above their current level if the Project Officer position is confirmed at Level 7, and three Level 7 staff have the opportunity for placement at their existing level. There are also two contract staff in level 6 roles currently. The ACU placement policy will be followed as per section 4.5 of the approved Change Management Proposal, Learning and Teaching Centre and ACUOnline of March c Comment: The third indicated that the new arrangement should be fully integrated into the structural arrangement for the LTC and not be a set of two entities, but one, with roles and activities set out within the context of its raison d etre. He expressed concern that it is a reversion to a previous model which functioned under a manager and the authority of a coordinator where there were only equals and one Manager. He raised the necessity of satisfactorily addressing the issues surrounding an existing staff member being HEW Level 8 under the proposed flat structure. He also indicated that the lack of an overt organisational plan that all members of the LTC needed to be addressed and warned that proposing limitations on the options available should not occur whilst we appear to lack a sense of focus on what the University needs and not what some of us want. 5

6 Response: There are characteristics about the proposed flat structure with one manager which are quite different to the flat structure/one manager model which operated previously. These include: - addition of the leadership position of Deputy Director; - increased flexibility of the new structure to enable a project focus; - creation of project teams for specific time periods to address shifting priorities and work levels; and - the proposed integration with the LTC so that the two former stand-alone business groups become part of an integrated whole, encouraging greater efficiency and effectiveness. In terms of recognising the circumstances of the existing staff member at Level 8, refer to Response 4c above. Regarding integration of the former ACUonline and the current LTC, the comments offered are noted and being kept in mind as the time for preparing the new Learning and Teaching Thematic Plan approaches. There is sufficient flexibility within the e-learning team s structure and responsibilities to make a well-integrated and valuable contribution to a revamped LTC when the ACUonline and the current LTC, which is also addressing structural and role developments, come together. Thus, in due course, planning in the new LTC will be undertaken by all as members of one business unit. It should also be noted that discussions to date at overview level about future plans for the LTC and the role of ACUonline within it have included the PVC (Students, Learning and Teaching), the Director LTC, the Acting Deputy Director and the Director Libraries to whom ACUonline currently reports. 6

7 ACUonline Revised Structure (within context of proposed move to become part of a revamped LTC) 1 DIRECTOR DEPUTY DIRECTOR MANAGER LTC E-LEARNING TEAM LTC PROJECT OFFICER- E-LEARNING ADVISERS (10 positions) LTC OFFICER MANAGER PERSONAL ASSISTANT TO THE DIRECTOR (.5) EVALUATION COORDINATOR EVALUATION COORDINATOR ADMINSTRATOR (.8) LECTURER IN HIGHER EDUCATION LECTURER IN HIGHER EDUCATION &COURSE COORDINATOR OF THE GRADUATE CERTIFICATE IN HIGHER EDUCATION (.8) PROJECT OFFICER GRADUATE ATTRIBUTES PROMOTING EXCELLENCE INITIATIVE OFFICER (.6) EDUCATIONAL DEVELOPMENT PROJECT OFFICER (.4) ASSOCIATE PROFESSOR HIGHER EDUCATION Change Management Timeline The March 2010 LTC Change Management Proposal timeline has been delayed, mainly due to the time taken to recruit the Deputy Director. There is currently an Acting Deputy Director in place and the new ongoing Deputy Director will commence in January The LTC Office Manager position has also been filled. An Acting Manager for ACUOnline was appointed until the end of See Attachment 1 for LTC Organisation Structure proposed in March 2010, the subject of the revision outlined in this addendum. 7

8 ATTACHMENT 1 LTR Organisation Structure, as Proposed in March 2010 DIRECTOR DEPUTY DIRECTOR LTC MANAGER PERSONAL ASSISTANT TO THE DIERECTOR TEAM LEADER LMS Q A TEAM LEADER A TEAM LEADER B EVALUATION COORDINATOR PROJECT OFFICER QUALITY ASSURANCE PROJECT OFFICER TRAINING PROJECT OFFICER EVALUATION COORDINATOR ADMINISTRATOR LECTURER IN HIGHER EDUCATION PROJECT OFFICER PROJECT OFFICER PROJECT OFFICER PROJECT OFFICER PROJECT OFFICER PROJECT OFFICER LECTURER IN HIGHER EDUCATION & COURSE CORDINATOR OF THE GRADUATE CERTIFICATE IN HIGHER EDUCATION PROJECT OFFICER GRADUATE ATTRIBUTES PROMOTING EXCELLENCE INITIATIVE OFFICER EDUCATIONAL DEVELOPER PROJECT OFFICER 8

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