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ORGANISATIONAL CHANGE

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                         ORGANISATIONAL CHANGE
   1. OVERVIEW

The School of Arts and Creative Industries (School of Creative Industries) was
formed from an amalgamation of creative departments at the time of the last
university restructuring in April 2006. Despite its clear success in many areas, the
School has had to deal with many challenging scenarios including:

      Operating over 3 campuses
      Offering a diverse portfolio, both in terms of the range of subjects delivered,
       and the range of skills taught within subject groups; this requires a large pool
       of academic staff expertise
      Working with high support costs in both technical and administrative areas

   2. BUDGET

At the end of its first ‘merged’ year following restructuring (2007-8) The School of
Arts and Creative Industries operated a deficit of c £1.2m. The substantial part of this
deficit derived, and still derives, primarily from an in-balance of staffing costs to
student income.

The deficit has now been reduced to c. £1m by a series of measures including:

      Reduction of senior academic posts
      Review of servicing provision into the School
      Central monitoring of zero hours contracts
      Voluntary severance
      Moving to rationalise its multi-campus provision

   3. PROPOSED ORGANISATIONAL CHANGE

The School’s strategy for organisational change is based on the following premises:

      To use its resources efficiently and to operate within its income
      To rectify the current annual budget deficit of c £1m
      To continue to operate as a national centre of excellence in creative arts
       practice education and training; to promote our strengths in practice,
       performance and production
      To further develop learning strategies that are practice- and skills-based and
       foreground employability
      To develop its taught-postgraduate and CPD portfolio; to grow international
       business and potential for income generation in partnership with The Institute
       for Creative Industries

In light of the above, the School has reviewed its portfolio and has made/will make
the following changes:

      Withdrawal of the following undergraduate programmes:


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   -   BA Publishing
   -   BA Communication, Advertising and Public Relations
   -   BA Culture, Media and Society
   -   BA Interaction Design

      Programme Re-titling and re-design:

   -   BDes Interior Architecture (to BDes Interior & Spatial Design)

      Reduction of UG recruitment in programmes such as BA Journalism and
       MBus

      The School will continue to further develop practice, production and
       performance-based approaches in programmes such as:

   -   BA Journalism
   -   Generic BDes titles
   -   BA Photography and Film
   -   Bachelor of Music

      Embedding of skills in the 20-credit module framework

The above changes will require the School to change its staff skill set and this may
mean a slight increase in the requirement for creative/enterprise skills in the School
and a reduction in non-practice-based skills.

If an embedded approach is adopted to pedagogy and module delivery the student
experience should be enhanced rather than diminished.

   4. STAFFING IMPACT

a. Summary of impact on headcount and the proactive measures and or
   considered to avoid potential redundancies. Clarify the action that has been
   taken to minimise/ stop additional payroll costs and highlight expected changes
   in the staffing profile:

 Area considered                       Comments
 Recruitment/Promotions restricted     Recruitment has been restricted to areas of
                                       the School requiring highly specific skills
                                       necessary to sustain QSE.

 Voluntary Severance                   The School has sought interests in VS via
                                       the institutional scheme launched in 2009.
                                       Applications were received and accepted by
                                       2 technical staff.

 Agency/temp staff                     None.
 Zero Hour Contracts                   SACI employs zero hours staff only in areas
                                       of specific skills deficit, or in areas where
                                       industry professionals can enhance SE.

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Use of overtime                      None
Redeployment opportunities           None within the School at present.

                                     Once the consultation commences this will
                                     be reviewed across the University, in line
                                     with policy, and in consultation with staff.

Employees transferred to other       Once the consultation commences this will
areas of work                        be reviewed, in line with policy, and in
                                     consultation with staff.

Retraining opportunities             None within the School at present.

                                     Once the consultation commences this will
                                     be reviewed, in line with the policy, and in
                                     consultation with staff.

Natural attrition expected           None at present.
(retirement/vacancies)
                                     This will be reviewed on an ongoing basis
                                     during the consultation period.

Job Sharing                          None at present.

                                     Once the consultation commences this will
                                     be reviewed, in line with the policy, and in
                                     consultation with staff.



  5. COMMUNICATIONS PLANNED

Meeting with School staff on 9 June 2010, following a consultation briefing to the
Trades Unions on 8 June 2010.

  6. NEXT STEPS

Regular consultation with unions and staff in accordance with the University Policy.




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