CASS: INTEGRATIONPLANNING FORUMToni Makkai

25 May 2009

College of Arts and Social Sciences

APPRECIATING OUR ENVIRONMENT

Review key factors

Next steps

Today

ANU ENVIRONMENT Real income declining for the past 15 years Strategically target scarce resources; move

away from historical fundingBlock and Teaching grants

Set priorities U/graduate curriculum; p/graduate training University’s block/discretionary funding aligned

to strategic research plan External rankings Highly competitive world – students, staff,

grants Critical mass – size matters Integration of colleges is happening

THE COLLEGE – KEY ISSUES Programs/schools

Fragmented across old structures Become smaller over time within the existing structure

– salami slicing Unbalance – funding, teaching, research Integrate research and teaching Costs and compliance have increased Future success is about a mixed portfolio

Growth Students – pgc/hdr Grants – ARC, International Consultancies – Federal govt Endowments – strategic tarte University -- block grant/discretionary

CASS RESPONSE

Determine our own structure for next 30 years Disciplines Interdisciplinary work

About the future not the past Not based on individual personalities Intellectually coherent Sustainable Policy oversight

CASS executive, education, research committees Strategic priorities

CASS education and research plans

WHAT HAPPENS TO OUR EDUCATION AND RESEARCH?

Education Academic awards and program are managed and

approved by the College Progressively review BA programs to streamline

according to capacity to deliver high quality Responsibility will reside where the convenor sits Focus on developing flexible PGC HDRs will reside in the most appropriate cluster

Research Individual projects will continue Research collaboration -- interdisciplinary/team

based

KEY PRINCIPLES

Research School(s), will be key sub-

organisational structure under the college

Clusters of disciplines/interdisciplinary or

cognate discipline areas

Clusters will align with a Research School

Centres (depending on size) align with a

cluster

Implementation from 1 January 2010

NEXT STEPS

1 day planning forum May 25th 2009

Draft paper circulated for comment by 8th June

Consultation during May/June 2009

Confirmation of structure and formalise change

management proposal August 2009

Organisational structure approved by VC August

2009

 Implementation progressively Sep – Dec 2009

Implementation of new structure January 2010

FIGURE 1: INTEGRATION OF THE COLLEGE – A POSSIBLE EXAMPLE

TODAY

Morning session – the heart of our college Academic clusters

Basic principles

15-40 EFTS

Dynamic academic unit

No split clusters

Can be cognate or interdisciplinary

Goals to be achieved

1. Identify cluster groupings

2. Determine most appropriate name to be universally

applied – Depts? Programs? Schools? Other?

MIXED PROFILE FOR DYNAMIC ACADEMIC UNIT

Critical mass

Shared education and/or research agendas

Strength in undergraduate and/or PGC education

Capacity to offer postgraduate coursework

Cohort of HDR students

Research strength in publication and grants

Capacity to perform well in ERA

Consultancy, professional partnerships and/or

community outreach

Makes a contribution to the profile of the College

TODAY

Afternoon session – the super structure 1 college

1-3 research schools Sustainable into the future

Staffing Income Relatively similar size

Goals to be achieved1. How many? 2. What names?

Research School of ????

3. Map out cluster alignment to research schools

PRACTICAL ISSUES

Focus on the key goals to be achieved today

Act in the future interests of the whole

college

Professional and respectful

Identify areas of common agreement

Where there is disagreement use sub-group

to resolve and report back

QUESTIONS/COMMENTS?

    Additional estimated income 2009  Salary costs and Staff count (approx)

AREA  RecurrentBudget

Net Fees  S Income  Q 

Income 

(Total income/cash) 

R Funds  Academic 2009 

General 2009 

Arts  23,217 3,882 2,008 3,068 32,175 24,832 177 51

RSSS  8,689 405 5,364 3,862 18,320 6,734 58 27

ADSRI  1,532 200 2,278 459 4,469 2,447 16 13

CAEPR  469 13 1,279 1,215 2,976 838 15 11

CEDAM  1,101 0 0 145 1,246 1,280 9 8

RSH  2,417 210 1,457 2,026 6,110 2,697 24 17

CASS admin  6,987       6,987 4,860 1 48

TOTAL  44,412 4,710 12,386 10,775 72,283 43,688 300 17515

RESEARCH INCOME $,000

IGS RTS RIBG Total

Arts 721 4,343 164 5,228

RSSS 456 880 187 1,522

RSH 218 752 72 1,043

CAEPR 111 94 24 229

ADSRI 102 90 62 254

CEDAM 13 74 3 91

CASS Gen 0 0 512 512

Total 1,621 6,234 1,024 8,879

    Additional estimated income 2009  Salary costs 2009 and Staff count 

AREA  Recurrent Net Fees  S 

Income Q 

Income 

(Total income/cash) 

% admin costs 

R Funds Academic 2008 General 2008 

Arts  23,217 3,882 2,008 3,068 32,175 9.1 24,800 196 74

RSSS  8,689 405 5,364 3,862 18,320 6.6 7,343 59 44

ADSRI  1,532 200 2,278 459 4,469 5.9 2,447 14 18

CAEPR  469 13 1,279 1,215 2,976 8.1 838 13 9

CEDAM  1,098 0 0 145 1,243 12.2 1,213 7 0

RSH  2,361 210 1,392 2,021 5,984 6.8 2,697 22 19

CASS admin  6,987       5,666   4,859 1 54

TOTAL  44,353 4,710 12,321 10,770 72,154 8 44,197 312 218