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THE UNIVERSITY OF NEWCASTLE
ORGANISATIONAL CHANGE CONSULTATION PAPER
STRATEGY PLANNING AND PERFORMANCE
RESOURCES DIVISION
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 & TRAINING IMPLICATIONS
7.1 Staffing the Structure
8.0 OTHER MEASURES & CONSIDERATIONS
8.1 Staff Support 8.2 Workload 8.3 Equity & Diversity 8.4 Health & Safety
9.0 IMPLEMENTATION PLAN
ATTACHMENTS
A Current Organisational Chart B Current Organisational Chart showing affected positions (shaded orange) C Proposed Organisational Chart showing new positions (shaded green) D Managing Organisational Change Guideline
1.0 BACKGROUND AND STRATEGIC CONTEXT The successful delivery of our NeW Futures Strategic Plan, our decadal road map for a changing sector, requires us to consider new perspectives and new approaches to how we operate, all with a firm focus on our education and research imperatives. Over recent years we have been anticipating reduced government investment in higher education. This May's Federal budget crystallised our expectation of demands that we deliver increased efficiencies and to self‐fund our growth to a much greater extent than ever before. Over the past three years the University’s operating costs have increased more than its operating revenue, this is an unsustainable position. The Organisational Design project (ODP) began in November 2016, to ensure that the University's professional staffing structures are sustainable, and optimised to support UON to realise the goals and vision of its NeW Futures Strategic Plan and respond to these anticipated opportunities. In addition to the broader Organisational Design drivers, an external review of Strategy Planning and Performance was undertaken in 2016. The terms of reference were to consider the appropriateness of the current functions, responsibilities and structure of the unit, as well as the performance of the unit and the quality of the service offered to the rest of the institution. The recommendations of the external review were that while the overall functions, responsibilities and structure of the unit are appropriate and performing well, specific strategies should be implemented to ensure that:
the service offerings of the unit align with the changing needs of the institution
the operating model of the unit responds to the peaks in demand for SPP services, and
roles, responsibilities and gradings reflect the nature of work undertaken and are fit for the future.
2.0 RATIONALE AND REQUIREMENT FOR CHANGE The above recommendations from the SPP external review and the following ODP drivers have informed the organisational change for SPP and this Consultation Paper. A Higher Education Sector on the Move
• Changing operating environment • New generation of education and research delivery is evolving globally • Rapidly evolving Australian university sector • UON is taking a pro‐active approach
Our Financial Context
• Sector under increasing economic pressure • May Federal budget ‐ reduce government funding to UON by $10 million per year from 2018. • UON continuing trend of softening student numbers ‐ converging revenue and costs • 2016 surplus largely explained by investment performance
Self‐funding our Future
• Government expects universities to self‐fund growth
• Attracting and retaining students requires world‐class teaching and research supported by world‐class infrastructure
• Competitive markets and increased student choice requires better student attraction and increased retention
Changes for Agility
• Need for agility challenges our processes (how things get done) and structures (how we organise and resource)
• Ensure that the SPP operating model responds to the peaks in demand for SPP services • Competitive environment requires timely delivery against changing students and industry
needs • Consolidating reporting and assurance activities to deliver better information for faster
decisions Changes for Effectiveness
• Increasing investment in market insight and strategic marketing capabilities • Bolstering and aligning ‘business partner’ models – aligning functions to needs of their
customers • Consolidating and improving reporting/analytics within SPP • Improving coordination of Quality Assurance across the institution • Identification and removal of duplication and inefficiencies • Ensure that SPP service offerings align with the changing needs of the institution • Ensure that SPP roles, responsibilities and gradings reflect the nature of work undertaken
and are fit for the future. Changes for Efficiency
• The centralisation of services, process improvements and the elimination of low value work • Some reductions realised through natural attrition and by not filling already vacant roles.
3.0 CONSULTATION PROCESS The ODP key consultation stages informed this proposed organisational change for Strategy Planning and Performance. The design process undertaken to this point has also drawn heavily on the consultation from the external review, which included written submissions from across the SPP team, as well as interviews with each of the mangers in the unit. Since the commencement of the ODP the former and current Directors of SPP have convened regular team meetings to share progress updates and to provide an avenue for feedback and questions from staff which were then fed back to the project team. The Director SPP presented a high level overview of the proposed changes at a meeting of Strategy Planning and Performance staff on 31 May 2017. This meeting also provided an opportunity for staff to ask questions and provide feedback. Following this meeting, leaders and HR Business Partner were available to meet with staff. Subsequent Unit and team meetings and regular communication have ensured that SPP staff have been informed of the outcomes of the review and impending changes.
Key consultation and communication dates are summarised below:
Action
Nov 2016‐ April 2017
Director SPP held weekly team meetings to provide updates and an avenue for feedback and questions from staff on ODP
31 May 2017 Director SPP convened meeting of all Strategy Planning and Performance staff to inform of the rationale and context for the ODP, proposed changes to Strategy Planning and Performance and expected timing of formal consultation process. This meeting also provided an opportunity for questions/feedback.
June 2017‐September 2017
Director SPP held regular team meetings to provide updates and an avenue for feedback and questions from staff.
An electronic copy of this Consultation Paper will be available on the University intranet site following the staff forum on 21 September 2017. All staff will receive a link to an electronic copy of the Consultation Paper on 21 September 2017. Staff members or groups of staff members are encouraged to provide a submission responding to any detail of the proposed change. Submissions should be forwarded to Employee Relations (Ruth Hartmann, 4921 7288, [email protected]). Each (de‐identified) submission will be considered by a meeting of the Professional Staff Consultative Committee (PSCC) and management representatives prior to the creation of a Proposal Paper. Further consultation will be undertaken as part of the regular staff updates and the formal period of consultation required by the University of Newcastle Enterprise Agreements. 4.0 MEANS AND TIMEFRAME FOR CHANGE The timeframe to be followed is:
21 September 2017 Staff forum for all Strategy Planning and Performance staff and Union representatives to discuss consultation paper.
Consultation paper distributed to staff and Unions via SharePoint link and made available to all other staff/stakeholders on the University's intranet
21 September 2017 ‐ 4 October 2017
Period for open discussion with staff, the University and Unions
4 October 2017 Final written submissions received from staff and Unions
October 2017 (TBC) Professional Staff Consultative Committee meets for consideration of the Consultation Paper and opportunity to comment/make recommendations.
Management meet to consider comments and recommendations
October 2017 (TBC) Staff forum for all Strategy Planning and Performance staff and Union representatives to discuss final proposal paper.
Proposal paper distributed to staff and Unions via SharePoint link and made available to other staff/stakeholders on the University's intranet
October 2017 (TBC) Proposal paper and any final recommendation forwarded to the Vice‐Chancellor for consideration and determination
November 2017 (TBC) Implementation Plan Commences
4 ‐ 6 months from VC approval
Implementation process to be completed.
5.0 IDENTIFICATION OF IMPACT Proposed changes are as follows:
Consolidation of reporting and analytics functions into streamlined UON Analytics function
Creation of separate stand‐alone Operational Excellence and Planning team
Greater focus on implementation aspects of Quality and Evaluation team to translate data gathering and analysis work into realised benefits for the institution
5.1 Summary of Proposed Changes
The impact to each team within Strategy Planning and Performance is summarised below. In many instances Position Descriptions have been updated to reflect current and future responsibilities but do not constitute a significant change to the role and do not affect the incumbent of that role. These changes have not been included below.
Directors Office
Transfer of whole‐of‐institution compliance activities to Assurance Services
Transfer of routine and transactional responsibilities from Executive Officer to Executive Assistant
Transfer of SPP and Resources Division Planning and Reporting activities to the Operational Excellence and Planning team
Reduction of one HEW 7 Executive Officer role. The current duties of the Executive Officer role are to be distributed between the Administrative Officer, the Operational Excellence and Planning team, the Director SPP, and the Assurance Services Unit.
Reporting and Analytics
Change of team name to UON Analytics to reflect focus of the group
Consolidation of seven HEW 7 roles (1 x Load Planner/Analyst, 2 x Information Analyst, 1 x HR Systems Officer, 1 x BI Coordinator, 1 x Functional Analyst, 1 x Data Analyst [fixed term]) into one HEW 8 Senior Analyst and five HEW 7 Information Analysts.
Reduction of one HEW 8 BI Development Manager (currently vacant)
Reduction of one HEW 5 fixed‐term Project Assistant (currently vacant)
Reduction of one HEW 5 Information Officer and one HEW 7 fixed‐term Data Analyst. The current duties of these roles are to be allocated within the five HEW 7 Information Analysts.
Reduction of one HEW 9 Senior Data Analyst. The current duties of this role are to be absorbed between the newly created HEW 8 Senior Analyst and the newly created HEW 9 Quality Projects Manager in the Planning and Evaluation team
Business Intelligence
Change of name to UON BI Program to reflect enterprise and program‐based nature of the business intelligence team
Conversion of existing fixed‐term HEW 8 Business Analyst role to a continuing position.
Planning and Quality
Change of name to Quality and Evaluation to reflect deeper focus on Quality aspects of current responsibilities, and the transfer out of planning responsibilities.
Addition of two new HEW 7 Quality and Project Officer roles to reflect current and future workload and responsibilities, being offset by the reduction of two HEW 6 Project Officers.
Creation of one HEW 9 Quality Projects Manager, with a focus on driving implementation of findings and recommendations from Quality processes.
Operational Excellence and Planning
Creation of a new team focussed on continuous improvement frameworks, capability and projects across the University, as well as assuming responsibility for strategic and business planning at an institution level, and corporate performance reporting.
Creation of one new HEW 7 Planning and Projects Officer position.
The team will report directly to the Director SPP, with functional focus for each role (i.e. planning, reporting, continuous improvement) being determined by agreement and on a rotational basis.
New draft position descriptions for newly created professional staff roles in the structure have been developed and evaluated by HR.
5.2 Summary of Impact: comparison of existing and proposed resources
HEW Level Existing (Total FTE)¹
Existing Fixed Terms
Proposed (Total FTE)
Proposed Fixed Terms
Variance²
4 0 0 0 0 0
5 3 1 2 0 ‐2
6 4 0 1 0 ‐3
7 10 2 11 0 ‐1
8 1 1 2 0 0
9 1 0 1 0 0
10/10+ 4 0 4 0 0
Total 23 4 21 0 ‐6
¹Includes staff transferring into SPP from other units prior to implementation plan commencing.
²The total variance includes three current vacancies 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 proposed structure also incorporates the opportunities realised as part of the Organisational Design project and The university recognises that significant organisational change requires resources and support and provision has been made for outplacement services and redundancies as may be required throughout the process. 7.0 STAFFING AND TRAINING IMPLICATIONS
7.1 Position Descriptions
Position Descriptions (PDs) developed for all proposed new positions will be available to staff immediately following the Consultation Forum and accessed through a secure link. PDs for all proposed positions have been developed to align with the relevant HEW Level Descriptors outlined in the Professional Staff Enterprise Agreement 2014 and the UON Professional Staff Capability Matrix. All PDs were assessed by Human Resource Services to determine the appropriate HEW level classification for each position. 7.2 HR/ER Issues The organisational change process will be carried out in accordance with the University of
Newcastle Staff Enterprise Agreement 2014 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 E – Managing
Organisational Change Guideline. During the change process staff development resources will
be available.
7.3 Training and Development
Individual development needs will be assessed on a one‐on‐one basis through PRD
discussions, which will inform broader development needs across the Unit.
7.4 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 placement of 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:
An internal Expression of Interest process for eligible staff members within SPP will be conducted. 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 6 months continuous service, seconded staff, 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 Agreement.
v. Staff members who wish to express interest in voluntary separation may do so during the consultation period by making a submission to Ruth Hartmann in Employee Relations to [email protected] or Sarah‐Jane Tasker, HR Business Partner to sarah‐[email protected]. 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 Interim 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 and 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. They 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 identified/training scheduled and conducted, as required;
Providing employees with clear communication paths to address any issues;
Identifying needs and how they can best meet these needs with resources,
Providing Human Resources support; and
Making Resilience Through Change training available for affected staff members to partake in. 9.0 IMPLEMENTATION PLAN Once the Vice‐Chancellor considers and determines the Proposal to be implemented the following 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 Acting 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 VSP 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.
Current Organisational Structure Attachment A
Director SPP
Business Intelligence Manager HEW 10+
Associate DirectorReporting and AnalyticsHEW 10+
Manager Planning and QualityHEW 10
Administrative Officer¹ HEW 5
Executive OfficerHEW 7
Senior Data AnalystHEW 9
BI Reporting AnalystHEW 7
Data AnalystHEW 7
Load Planner/ Analyst HEW 7
Information AnalystHEW 7
Data Analyst HEW 7
Planning and Projects OfficerHEW 7
Project OfficerHEW 6
Planning and Projects OfficerHEW 7
Project OfficerHEW 6
Project OfficerHEW 6Vacant
Project OfficerHEW 5
Business Analyst HEW 8
Information Analyst (Planning)
HEW 7
Project AssistantHEW 5Vacant
Information Officer¹ HEW 5
HR Systems Officer
HEW 7
BI Coordinator
HEW 7
Functional Analyst
HEW 7
Manager BI and Development
HEW 8VACANT
Planning & Performance Officer
HEW 6
Role proposed to be transferred into SPP
Current Structure showing affected positions Attachment B
Director SPP
Business Intelligence Manager HEW 10+
Associate DirectorReporting and AnalyticsHEW 10+
Manager Planning and QualityHEW 10
Administrative Officer¹ HEW 5
Executive OfficerHEW 7
Senior Data AnalystHEW 9
BI Reporting AnalystHEW 7
Data AnalystHEW 7
Load Planner/ Analyst HEW 7
Information AnalystHEW 7
Data Analyst HEW 7
Planning and Quality OfficerHEW 7
Project OfficerHEW 6
Planning and Quality OfficerHEW 7
Project OfficerHEW 6
Project OfficerHEW 6Vacant
Project OfficerHEW 5
Business Analyst HEW 8
Information Analyst (Planning)
HEW 7
Project AssistantHEW 5Vacant
Information Officer¹ HEW 5
HR Systems Officer
HEW 7
BI Coordinator
HEW 7
Functional Analyst
HEW 7
Manager BI and Development
HEW 8VACANT
Planning & Performance Officer
HEW 6
Role proposed to be transferred into SPP
Affected positions
Vacant positions
Proposed Organisational Structure showing new positions Attachment C
Director SPP
Manager UON BI Program HEW 10+
Associate DirectorUON AnalyticsHEW 10+
Manager Quality and EvaluationHEW 10
Administrative Officer HEW 5
Senior AnalystHEW 8
BI SpecialistHEW 7
Information AnalystHEW 7
Quality and Performance OfficerHEW 7
BI Business Analyst HEW 8
Planning and Projects OfficerHEW 7
Planning and Projects OfficerHEW 7
Analytics Centre of Excellence (ACE)
Information AnalystHEW 7
Information AnalystHEW 7
Information AnalystHEW 7
Information AnalystHEW 7
Business Intelligence
Enterprise Data Warehouse (EDW) Project (Roles TBD, funded under
IT POW)
Operational Excellence and Planning
Reporting to Director
Quality and Evaluation
Quality and Performance OfficerHEW 7
Performance OfficerHEW 6
Information OfficerHEW 5
QATL NetworkFaculty/ELFS QATL, T&L Support and Academic
policy roles oversight with DVC(A) and PVC(L&T)
Planning and Projects OfficerHEW 7
Quality Projects ManagerHEW 9
New role
Summary of affected positions HEW 9 Senior Data Analyst HEW 8 Manager BI and Development (currently vacant) HEW 7 Executive Officer HEW 7 Data Analyst x 2 HEW 7 Information Analyst HEW 7 Load Planner/Analyst HEW 7 HR Systems Officer (proposed to be transferred from P&WS) HEW 7 BI Coordinator (proposed to be transferred from Student Central) HEW 7 Functional Analyst (proposed to be transferred from Student Central) HEW 6 Project Officer x 2 HEW 5 Information Officer (
ATTACHMENT D
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 Enterprise Agreements, and the principles of sound management of workplace change. Copies of the Enterprise Agreements are 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 8 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
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 Transition Assistance In accordance with Clauses 22.1.2 (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 career transition support in accordance with Clause 12.3 of the Professional Staff Enterprise Agreement 2014.
Staff members electing this option will be offered a comprehensive suite of career transition assistance including working with a specialist career transition provider to develop an individual career transition plan, which may include:
o Financial planning;
o Retraining;
o Relocation support;
o Resume preparation;
o Job search assistance;
o Small business planning; and
o Personal counselling. The career transition plan and the associated costs will be approved by the Interim 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:
Sarah‐Jane Tasker ‐ Human Resource Business Partner Phone: 4921 5379 Email: Sarah‐[email protected] Mark Kelly – Associate Director, Employee Relations and HR Partnering Phone: 4913 8030 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. Please contact your HR Business Partner, Sarah‐Jane Tasker 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 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 Career skills self‐directed learning resources are available for staff through Discover. For any additional support, please contact your HR Business Partner, Sarah‐Jane Tasker on 4921 5379. Wellness support Resilience Through Change workshop for staff is available, please register through Discover. 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 From 1 August 2017 the University will commence with a new provider, AusPsych. AusPsych – Phone: 02 4926 1688 or visit www.auspsych.com.au To ensure continuity of support, staff that commenced a program of support with Life Matters prior to 1 August 2017 can continue to access this provider for the full program sessions.
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) Jenny Whittard ‐ Ph: 4921 6870 Lance Dale – Ph: 02 8066 6600 E‐mail: [email protected] NTEU Newcastle Branch website: http://www.nteu.org.au/newcastle/
NTEU Professional Staff representatives: Fran Munt – Ph: 4921 6563 David Rambaldi – Ph: 49 21 5476 CPSU contact details: Community Public Sector Union (CPSU) Ph: 1300 772 679 Ron Hunter Email: [email protected] Cassandra Guidice Email: [email protected] CPSU Professional Staff Representatives: Sue Freeman – Ph: 4921 5929 Nick Koster – Ph: 4042 0088
