VH's new organization

In short, we must change the way the departments are organized at the faculty level so that, in the long term we:

• strengthen our academic environments
• secure and develop our competence supply
• increase collaborations across the subject areas
• provide the conditions for sustainable leadership
• strengthen the administrative support for teachers and researchers

The slightly longer answer is that in 2018 a scientific evaluation was carried out - quality and benefit (KoN). The evaluators' conclusion then was that we have "a golden egg that needs to be hatched". The essence of their recommendation was that we needed to develop a strategic direction for the research, create larger critical mass and increase the international presence.

We have since worked for this for almost five years, both at faculty and department level, without the desired result. On the contrary, we can state that the grant rate has fallen, we have fewer PhD students and our strategic recruitment is lagging. We need to change in order to move forward.

Of course, a reorganization does not solve all problems, but we in the faculty management believe that it is the right way for a positive development. Our world is changing. Our knowledge and research are in demand and needed for sustainable social development. It gives us the conditions to ‘hatch our golden egg’, but we need to gather our strengths smartly and cooperate more to succeed.

The faculty cannot count on increased core funding. The only way to get more funds is through competition, and for that it is required that the departments have a strategic operational focus, strong academic environments and operational support that contributes to teachers and researchers having more time for their core tasks.

SLU's delegation rules govern the division of responsibilities in the process. The vice-chancellor delegates to the dean, who delegates to the head of department. The vice-chancellor also delegates directly to the head of department.

According to the vice-chancellor's delegation order, it is the dean's responsibility to:

 to , in consultation with the vice-chancellor, decide on the division of the faculty into departments and other units that report directly to the dean; the faculty board decides on the division into boards, committees and other bodies responsible to the faculty board.

to decide on the activities of the faculty and departments in terms of administration, registration, archiving, premises and security. The dean should, by means of a special decision, indicate the extent to which this responsibility is delegated to the heads of department

when changing the name of a department or other organizational unit under the dean, to obtain the vice-chancellor's consent to the new name,

to decide on the activities of the faculty and departments. The dean should, by means of a special decision, indicate the extent to which this responsibility is delegated to the heads of department. Within the faculty, there are special agreements drawn up between the dean and each head of department. It states, among other things, that the head of department is responsible for creating a well-functioning internal organization with appropriate functions and delegations within the department, and for giving subordinate managers good conditions to carry out their tasks.

According to the vice-chancellor's delegation order, it is the head of department's responsibility to:

to be the head of and lead the department's operations and decide on its organization, working methods and infrastructure within the framework of allocated resources and given delegation.

We have only listed a selection of the dean's and department heads' responsibilities. You can read the full list in the vice-chancellors order of delegation.

The process has been designed in consultation with the departments and the trade unions have been informed on an ongoing basis. During the course of the process, you have been able and can convey views through your manager. In the spring of 2023, all employees were given the opportunity to participate in workshops, in Swedish or English, where you could express your thoughts on what we need to consider so that the merger can be as successful as possible.

At the beginning of 2024, a process will be started where organization and working methods within the new departments are developed. The department management must design together with employees how the new department will function. We have a shared responsibility to make sure it goes well!

A process manager, HR, and the leadership development unit (GHAL) will support the process.

SLU's delegation rules govern how the distribution of responsibilities regarding management and organization looks like. According to the vice-chancellor's delegation order, it is the head of department's responsibility to be the head of and lead the department's operations and decide on its organization, working methods and infrastructure, within the framework of allocated resources and given delegation.

Thus, it is the head of department who will lead the process of designing, together with the employees, how the department is best organized. The process will start in 2024, when the dean's decision regarding the new institutions comes into force.

Here you can read the vice-chancellors's delegation order in its entirety.

The dean has appointed an acting head of department and an acting deputy head of department for each respective institution, who will serve from January 1, 2024, until further notice, but no later than June 30, 2025. The acting heads of department have been tasked with forming an interim management group for each institution.

In the spring of 2025, according to the delegation order, there will be elections for the heads of department, and the heads of the new institutions will be appointed. They will assume their positions on July 1, 2025.

Until December 31, 2023, the current head of department is the main responsible person.
 

Existing heads of departments will be tasked with starting the planning work regarding how the integration will take place in practice. The integration will be carried out based on guiding principles and with the support of a process manager and GHAL (SLU's leadership development unit).

At the beginning of 2024, a process will then be started where organization and working methods within the new institutions will be developed. Employees and management must work together to design how the new institution will function. We have a responsibility to jointly make sure it goes well!

The operations at the animal hospital are part of KV's core operations and need a common mission, management and control.

The vice-chancellor therefore decided on 8 February that UDS should be integrated with the VH faculty. The aim is to strengthen the integration between animal health care, research and education in clinical subjects, strengthen the strategic competence supply in the short and long term, improve the working environment and increase the focus on financial management.

Many questions and concerns revolve around UDS' finances and how any future deficits will affect the faculty's operations.

The animal hospital's financial deficit until 2022 will be managed/zeroed out with central funds, according to an internal agreement in the management and approval from the Swedish Financial Supervisory Authority.

UDS' finances must be in balance by 2023. The clinics have stated performance targets, which generate a balance for the whole. The clinic managers have been tasked with reducing costs and/or increasing revenues in order to achieve the performance targets.

A new structure for monitoring the finances will soon be in place, which will enable greater control over costs and revenues at unit level.

Many changes have already been implemented in UDS operations and more are underway. As an example, the horse clinic increased its turnover by 54% in December, compared to 2021. Revenues increased by just over SEK 2 million. This is thanks to several initiatives from the employees.

If, despite all efforts, UDS should have a negative result at the end of the year, this will be charged to animal health care.

Job security is not affected by the reorganization. The regulations apply just as usual and there are no plans for reductions. Here you can read more about SLU's terms of employment.

Questions are primarily handled by the immediate manager. You can also turn to a protection agent. The faculty management will regularly inform about what is happening in the process, either via the line or in writing in a mailing. The web pages and this FAQ will also be updated continuously for transparency in the process.

If you feel worried, you can get support via occupational health, which works to prevent work-related ill health. Through early initiatives, SLU strives to create sustainable workplaces and a good working environment. Talk to your immediate manager or the occupational health service for support measures.

Education and supervision of students and doctoral students comes first. They shall not be affected by the reorganization.

We are well aware that our parallel processes around integration, expansion and reorganization can be experienced as messy and overwhelming. However, the processes are coordinated with each other. Not everything will happen at the same time and not everyone will be affected by all the changes. We do our best to inform and create clarity around all processes.

In the process of reorganization at faculty level, we wish to participate in a few workshops and be involved in discussions at departmental level.

Contact your immediate manager if your workload becomes too high.

The faculty management wishes they had the opportunity to answer all questions that are emailed to them individually. Unfortunately, due to time constraints, it is impossible. Instead, we try to collect questions and answers on the web so that everyone has access to them. The FAQ will be developed later. The faculty management has also invited (via VH-alla and UDS-alla) to digital coffees and drop -in at Moccado during the spring.

If you have any questions, please contact your immediate supervisor. You can also contact a safety representative.