Australian National University’s Lena Karmel Lodge is one of many residences which will undergo change to its operating model if the Renew ANU proposal is adopted. Photo: James Coleman.
Yet another Renew ANU change management proposal has been published, this time for the Residential Experience Division.
It’s proposed 10 positions will be disestablished – five currently occupied and five vacant (two of these due to the voluntary separation scheme).
The division operates 13 of the Australian National University’s 15 residences, accommodating 5796 students.
Residential Experience director Felicity Gouldthorp said the proposal would streamline the current three operating models across the campuses (ANU-run, UniLodge-run and hybrid) to a single hybrid operating model where the residences would be managed by ANU with UniLodge supporting front-of-house services.
“The main objective of our proposal is to move our division from its current state of three separate operating models to a single operating model, making sure we don’t compromise … the distinct, individual identities of each of our residences,” she said during the town hall meeting on Wednesday (6 August).
“We want to provide a living environment that’s clean, it’s safe, it’s secure, it’s comfortable. But we want an operating model that can deliver those student outcomes but also make sure we’ve got highly effective operations.”
It’s expected the change management proposal would realise $500,000 from non-salary savings through changes in outsourced costs and staff profiles.
Seven new continuing roles have also been proposed, while many existing roles will either be retitled or retitled and “refreshed”.
According to the proposal, ANU would head up senior leadership and management while UniLodge staff would be responsible for facilities support, room inspections and readiness, cleaning, maintenance and contractor liaison.
“This delineation allows UniLodge to concentrate on their core strength in professional property support and provides a more agile and scaleable workforce that can respond effectively to staff shortages or peak demand periods (e.g. student arrivals, departures, or emergencies and staff illness),” it stated.
“There is a requirement for residence front desks to be serviced 24/7, 365 days a year. UniLodge staff can deliver on this requirement where ANU staff cannot, and should not be expected to.”
Wamburun Hall’s conversion from being completely run by UniLodge to the hybrid model in 2024 was given as an example of how such a change would have a “positive cultural impact”. The hall has since seen a reduction in early termination (ET) and interhall transfer (IHT) requests, and an increase in occupancy.
“The proposed transition of all remaining residences to the hybrid model is expected to ensure those residences where occupancy is lower, ETs and IHTs are higher, and the level of student support and service is perceived to be less, will operate according to the same consistent standard, improving student experience outcomes,” the proposal stated.
Under this model, Davey Lodge, Warrumbul Lodge, Kinloch Lodge and Lena Karmel Lodge will transition from sole management by UniLodge to a hybrid staffing model.
Toad Hall and Graduate House, currently solely operated by ANU staff, would also switch to the hybrid model.
Feedback is open until 12 pm, 20 August, with the final implementation plan to be released on 8 September. The implementation plan is scheduled to begin on 15 September.
