Staff Briefing Proposal for the Organisation of Research Administration Services: HDR and Research Publication Administration Research Management Business Transformation Project
Professor Peter Høj Vice-Chancellor and President
Timeline to date Candidature Management System Development Planning Q4 2016 Stage 1 release 30/1/17 Stage 2 releases 24/4/17 & 25/5/17 Stage 3 releases 24/7/17 & 6/12/17 Stage 4 Q1 2018 eSpace System Development Planning 2016 Upgrade to support continuous improvement 21/1/17 Development 2017 - 2018 Consideration of structural model Planning Q3 2017 Executive Consultation Sept. – Oct. 2017 Issues Paper Feedback Period 17/10/17 – 3/11/17 Formal Proposal Consideration Period 15/12/17 – 31/1/18
Current HDR administration resourcing Current HDR Administration Resourcing 3.5 3 2.5 2 PGAO FTE 1.5 1 0.5 0 0 100 200 300 400 500 600 # HDR students
Example of current differences in HDR PGAO support in AOUs AOU1 AOU2 AOU3 HDR Cohort 200 145 15 PGAO 1FTE, HEW5 3FTE, HEW8,8,5 1FTE, HEW6 HDR completion averages 3.89 3.95 4.04 (years) HDR Avg. Load consumed at 0.83 0.72 0.75 withdrawal Resourcing varies with budget – outcomes are not significantly different
Average days to request closure by month following implementation of Candidature Management System Average Days to Request Closure by Month 120 100 80 Days 60 40 20 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Attainment of Milestone Extension of Milestone Change of Advisor or Advisory Team Request for Leave Four highest volume activities shown
Feedback on the Consultation (Issues) Paper • 236 written responses were received Submissions from Number Directly affected staff 15 UQ Academic staff 73 UQ Professional Staff (including the submissions involving the 15 directly affected staff above) 25 HDR and Honours students 106 Various representative groups 32
Feedback on the Consultation (Issues) Paper Topic % of Total responses* Loss of service and support to HDR students & academic staff 32% Access to student welfare and pastoral care 27% Location of support – business face-to-face support 25% Potential impact on academic staff 24% Proposed timing of the transition 19% Querying the need for a centralised approach 15% Comments on the HDR Cluster Model (positive and negative) 11% Clarifications sought on the HDR Service Plan 10% * Excluding individual testimonials
Changes in response Revision of the timeline; • Clarification of the embedded ‘in-business’ HDR model; • Revised allocations for the HDR Candidate Development and Experience support • stream; Reconfiguring the service model based on workload requirements; • Incorporation of additional transitional positions in the Graduate School; • Clarity provided regarding additional positions in the Graduate School, including a • revision to the leadership positions; Renaming of some of the HDR administration positions; • Updates to the Graduate School Service Plan to improve clarity and provide more • detail; Clarified the selection panels for the HLO and Team Leaders will include representation • from PGCs and HDR students and preferences for AOU allocation will be accepted; Amendments to the list of PGAO roles in-scope; • Confirmation of transitional resources arrangements in the Library; • Clarification of the roles of eSpace Librarian positions. •
A One UQ Approach to Research Publications Administration
Research Publications Service Model
Proposed Research Publications Structure Associate Director, Scholarly Communication & Repository Services HEW9 Other Service areas Manager, Scholarly Manager, eSpace Not impacted by this Publishing HEW8 proposal HEW8 Scholarly Communication Scholarly Communication Librarian, Research Librarian, Research Officer Officer Outputs Outputs HEW5/6 HEW5/6 HEW5/6 HEW5/6 Existing Positions minimal or no changes to current duties Research Output Officers Research Output Officers Transition Support (existing) (new) New Positions 2FTE, HEW4, 2 year fixed-term 2FTE, HEW4 4FTE, HEW4 Minor variations to some current positions. Creation of a number of new positions.
Benefits of the new Research Publications Model • Increased efficiency • Staff-time within academic units will be able to focus on unit specific tasks • Increased accuracy of records • Focused and trained Central team able to provide a framework to engage with academic staff and present the publications collection within the context of strategic scholarly publishing • Consistent support for academics • Increased visibility of activity • Improved governance and reporting
A One UQ Approach to HDR Administration
The new model – HDR Administration • Staffing • 60 FTE, of which 30 will be embedded in AOUs • – HDR Governance and Administration • – HDR Development and Experience • Consistent HEW levels for staff and proportionate support for all AOUs based on HDR numbers, rather than financial resources available • HDR Liaison Officers (HLOs) embedded in AOUs backed up by other HLOs, and supported by a Team Leader, Senior Manager, and Director that are HDR policy and administration experts • Staff will receive induction training, and be offered professional development specific to research training support – creating a team of dedicated highly trained professional staff
The new model – HDR Administration Student experience and support • Students will have access to a HDR Liaison Officer (HLO), in person and online or by phone for administrative queries or for general advice • HLO will work with AOUs to support a tailored induction each research quarter • HLO supports milestones and other local development activities as well oral examinations as they are introduced • HDR Admin Officers (HAO) provide policy/procedural advice
Proposed HDR Administration Structure PVC (Research Training) & Dean, Graduate School Deputy Dean, Graduate School Oversight of outreach program funded by Education Queensland and Industry Director, Graduate School HEW10B Senior Manager, HDR Business Analyst Policy and Agreements Officer Wonder of Science Team Deputy Director Development HEW8 HEW7 3FTE; externally funded HEW10A HEW9 Manager, Engagement and Team Leaders, HDR Liaison HDR Administrative Manager Enquiries Coordinator Development Existing Positions 4 FTE, HEW7 2 FTE HEW8 HEW5 HEW8 minimal or no changes to current duties New Positions replacing PGAO roles currently based in Schools/Institutes HDR Administrative Officers HDR Liaison Officers (HLO) Development Coordinator New positions Enquiries Officers (HAO) 2 FTE HEW4 25 FTE, HEW5 HEW7 required to provide the leadership and support new structure 14 FTE HEW 5/6 HDR Governance and Administration Transitional HLO Careers Advisor Program governance Embedded in AOUs • 1 FTE, HEW5, 1 year fixed- • HEW7 term • Policy and legislative • Initially closed recruitment Placements Coordinator compliance to affected PGAOs only 0.6FTE HEW6 Candidate • Events Coordinator HEW6 development and progression Communications Coordinator HEW6 Engagement Administration Officer HEW5 HDR Candidate Development and Experience
AOU support – HDR Administration AOU support • HLO supports PGC (milestones, updates on candidates, reports etc.), enabling PGCs to meet the UQ’s expectations of this role • Team Leader has regular contact and supports/guides HLO to meet the expectations of the AOU, in line with the Service Plan, which includes support for activities such as workshop organisation, AOU travel award schemes, buddy systems, events etc. • Senior Manager also has regular contact with the AOU and provides support as needed; Director, Deputy Dean and Dean also provide support as needed • In summary, support is provided to meet expectations for HDR program management and student experience, and for escalation of queries/issues through a series of highly training HDR administrators and where necessary to the Dean/Deputy Dean Escalation path Backup and guidance Dean / Deputy HDR Development and Experience Dean Director (HEW10B) Senior Manager Embedded in AOU HDR Student, Team Leader (HEW9) Dean / Deputy (HEW7) Advisor & AOU Dean HDR Liaison Experience Director Officer (HEW10B) (HEW5) Deputy Director HDR Admin. (HEW10A) Manager HDR Admin. (HEW8) HDR Governance and Administration Officer Program Governance (HEW5/6)
Benefits of the proposed HDR Model • Recognised professional role • Staff have a clear role • Consistent support for students and PGCs • Increased efficiency with end-to-end coordination • Increased visibility of activity and governance/reporting • Career development for staff (progression, professional development) • Opportunities to coordinate and leverage interdisciplinary connections
Next steps
Summary of available positions Number in brackets represents fixed-term transitional positions.
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