Proposal for Workplace Change Griffith Centre for Creative Arts Research (GCCAR), Queensland College of Arts (QCA) - January 2019
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Proposal for Workplace Change
Griffith Centre for Creative Arts
Research (GCCAR), Queensland
College of Arts (QCA)
January 2019Table of Contents 1.0 Introduction ................................................................................................................................... 3 2.0 Nature and Rationale for Change .................................................................................................. 3 3.0 Proposed changes to the staffing structure for GCCAR ............................................................... 4 4.0 Measures the University is taking to avert or mitigate any adverse affects on staff members ... 5 5.0 Formal Consultation Process ........................................................................................................ 6 Attachment A: Timelines for Implementation ......................................................................................... 7 2| Griffith Centre for Creative Arts Research
1.0 Introduction
The Griffith Centre for Creative Arts Research (GCCAR) was established in 2014 as an Arts, Education and Law
group-based research centre to build upon the University’s reputation in creative arts research. The inaugural
director was Professor Ross Woodrow and the vision was to include creative based scholars drawn from the
Queensland College of Arts (QCA) and other parts of the group who had demonstrable expertise in creative
research.
The Griffith Centre for Creative Arts Research (GCCAR) has a membership of over 60 with strengths in:
• Aboriginal Art, Design and Media
• Interactivity, Technology and User Experience
• Gender, Sexuality and Identity
• Documentary, Historiography and Archives
The Centre’s key role was to facilitate, encourage and co-ordinate multi-disciplinary interaction: between the
various creative disciplines, and with other disciplines, Institutes and Centres within the Arts, Education and Law
(AEL) group, the University, and more widely.
GCCAR was established as a group based centre and was to be assessed after a three-year period on its progress
toward ramping up as University based research centre. In 2017, GCCAR withdrew from its group level focus for
membership and appeared to become embedded with the QCA. Additionally, despite ongoing support from
the group and initial support centrally, the GCCAR has not realized its vision and at this point in time is not adding
value to the creative arts research mission of the QCA, the group and university.
This proposal supports the disestablishment of GCCAR, addresses the structural changes required as a result of
disestablishment which will be formally sought from the Senior Deputy Vice Chancellor.
2.0 Nature and Rationale for Change
Rationale for Change
The general principles that underpin the establishment of a research centre are focused on added value, critical
mass and financial sustainability with aims to:
• Undertake research to national and international standards, aggregating research activities in
related fields into coherent themes;
• Attract external funding exceeding national averages;
• Drive research collaboration internally and with external partners from research institutions,
business and industry, and other stakeholder group;
• Support the provision of high quality research training for Honours and HDR students;
• Provide a supportive and productive research environment for staff, including mentoring
arrangements for early career researchers.
Despite the highly valuable work of its members, the Centre’s most recent staircase results fall far short of these
aims and related performance expectations. GCCAR’s annual research income was $47k or approximately
$1.1k/FTE for 2017. This was a significant reduction from approximately $9k/FTE in 2016. The Centre’s income
is a range Category 2, 3 and 4 Research Income noting that the Centre has not been successful in securing any
3| Griffith Centre for Creative Arts ResearchCategory 1 research income for the past 4 years. Additionally, there has been a consistent drop in publications
points from 70.3 (ERA points) in 2014 to 28.5 (ERA points) in 2017. In short, the research funding and publication
performance of GCCAWR is well below expectations.
As a collective, the Centre’s capacity to attract external funding does not exceed national averages nor is it
financially sustainable. It is acknowledged that the opportunity for the Research Centre to amplify the profile
and performance outputs of its individual members has not been realised. In other words, given that the Centre
is not adding value to the level of research performance, one can expect that a similar level of performance can
be achieved through a business-as-usual approach whilst operating within the Queensland College of Art and
the Griffith Film School respectively.
There is a significant HDR student membership within GCCAR and students will retain their enrolment through
the Queensland College of Art (QCA) or the Griffith Film School (GFS) and will be encouraged to participate in
the school-based activities as appropriate. The QCA and GFS are well positioned to provide quality support,
research training and mentoring for early career researchers and research students which will be administered
by the professional staff within the QCA. The research centre has very few adjunct or associate members who
will be impacted by the disestablishment, many of which will retain their affiliation through the QCA or GFS
respectively. Similarly, any external partnerships would be maintained with the College and School directly.
Financially, there is very little impact in the transition of current research projects back to the constituent
elements for the members from their respective areas.
There are two key positions embedded and funded by the Centre that are impacted by the proposed
disestablishment. Firstly, the Research Centre Manager position plays a role in the day-to-day activities of the
Centre, supporting the operations and administration associated with the management of the Centre and its
members, including management of external grant applications. Secondly, the Centre Director role that exists
primarily to manage and lead GCCAR. The key accountabilities of these roles will no longer be required.
3.0 Proposed changes to the staffing structure for GCCAR
There is clear rationale for the disestablishment of the Centre and as a result the dedicated administration
positions within it. Currently the Centre’s predominant expenditure is the salary of both the dedicated Research
Centre Manager position and the fixed term Research Centre Director role which is due end on the
31 December 2018. In addition to these positions, there is a fixed term Research Fellow (Grade 1) position that
is funded by the Queensland College of Art and a small number of Adjunct positions.
Therefore, it is proposed that:
1. The HEW 6 (0.6FTE) Research Centre Manager role is declared surplus to requirements;
2. The Research Centre Director position ceases effective the 31 December 2018;
3. The fixed term Research Fellow currently funded by the Queensland College of Art will transfer to the
College.
Table 1: Summary of proposed staffing changes for GCCAR
Position Title Level Outcome
Research Centre Manager (0.6FTE) HEW 6 Surplus to requirements
Research Centre Director Academic Manager Cease 31 December 2018
Research Fellow (Grade 1) RF1 Transfer to the Queensland College of Art
4| Griffith Centre for Creative Arts ResearchIt is noted that the Research Centre Director will maintain their concurrent appointment of Deputy Director (Research), Queensland College of Art until 31 December 2019. Any unpaid positions affiliated with the Research Centre will transfer to the Queensland College of Art or the Griffith Film School respectively. 4.0 Measures the University is taking to avert or mitigate any adverse effects on staff members The University will consult with and engage staff on an ongoing basis during the change management process. The University will fully comply with the Griffith University Professional and Support Staff Enterprise Agreement 2017–2021 in terms of seeking to avoid or mitigate against detrimental outcomes for affected staff. A copy of this Change Proposal will be supplied to the relevant Unions. 4.1 Proposed process for staffing the new structure Considerable thought has been given to mitigating the impact to the existing staff members of the proposed change. Every effort will be made, where appropriate, to provide redeployment opportunities (both within the Queensland College of Art and across the University) for the member of staff currently in the position which may be declared surplus to requirements. The Senior HR Advisor will work closely with the Pro Vice Chancellor, Arts, Education and Law in the provision of redeployment of the affected member of staff. Redeployment and any redundancies will be managed in accordance with the Griffith University Professional and Support Staff Enterprise Agreement 2017–2021. 4.2 Proposed timing Should the proposed changes be approved, it is anticipated that the implementation will be completed before the 22 February 2019. A proposed timeframe for implementation is provided at Attachment A. If the decision taken is to proceed with the proposed changes, the University will adhere to the relevant provisions of the Griffith University Professional and Support Staff Enterprise Agreement 2017–2021. 4.3 Staff concerns All efforts will be made to ensure that staff concerns are given reasonable and fair consideration during the consultation and implementation process. The Pro Vice Chancellor, Arts, Education and Law will proactively provide advice and guidance to staff as requested, relating to the proposed staffing structural changes. The HR Business Partner, Ms Marlo Biddle, is available to respond to specific HR issues and queries. 4.4 Additional support services Confidential counselling services are available free of charge to all impacted employees through the Employee Assistance Provider Benestar 1300 360 364. All information provided through this support avenue is confidential and will not be made available to the University. 5| Griffith Centre for Creative Arts Research
5.0 Formal Consultation Process All relevant staff within the area of Queensland College of Art and the Griffith Film School will be notified of this proposed change management process. In accordance with Clause 47 – Change Management provisions of the Griffith University Professional and Support Staff Enterprise Agreement 2017–2021, the University will consult with staff members and the relevant unions. This proposal will be circulated for comment and or feedback over two (2) week period. The consultation period will commence at 9.00am on 21 January 2019 and will conclude at 5.00pm on 1 February 2019. An initial meeting with the affected staff members will be arranged prior to the consultation period. All affected staff members and relevant Unions will be invited to submit written submissions and/or participate in individual discussions with the Pro Vice Chancellor, Arts, Education and Law. Advice of any formal consultation sessions in work time will be provided to staff with adequate notice. Written feedback regarding the proposed change are invited and should be made by 5.00pm on 1 February 2019 to HR Business Partner, Ms Marlo Biddle at m.biddle@griffith.edu.au Following the consultation period, the University will consider all feedback and any issues raised before making a final decision on the proposal. 6| Griffith Centre for Creative Arts Research
Attachment A: Timelines for Implementation
Professional Timeframe
and Support
Staff
Enterprise Agreement
1- Consultation
47.1 Early-Mid January
When the University proposes a significant change to work
2019
organisation, consultation with affected staff member(s) and
the union will take place as soon as feasible, and not later
than the point at which the relevant University officer or body
has made an in-principle decision to propose a change which
is likely to impact on staff.
47.1 Mid-January 2019 to
The University will provide relevant information which
Early February 2019
includes a written change proposal as part of the
consultation process.
47.1 TBA
Where the proposed change is significant in nature, the
matter will be placed on the agenda of the PSSCC.
2- Implementation and Review
47.3
Should the university decide to proceed with the proposed change,
in either its original or revised form, then the University will consult
with affected staff and with relevant unions, and establish, publish Implementation Plan Early February 2019
and communicate strategies and timelines: released
• the implementation of change; and
• if appropriate, review of process.
3- Redeployment and Redundancy
47.4 Early February 2019
Should the changes involve the potential of positions becoming
surplus to requirements, clause 48, Redundancy/Redeployment will
apply, and the consultation required in accordance with that clause
will be incorporated in the implementation documentation at
subclause 47.3
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