Skip to Content

Our OsloMet

Our OsloMet

Administration for the future

The Board wishes OsloMet to utilize its administrative resources in a more efficient and relevant way with respect to the university's priority areas, as well as to enhance administrative interactions across the organisation. The Administration for the Future programme has been launched to help us achieve these goals.

Background

As a result of OsloMet’s ambitious Strategy 2024, efficient use of administrative resources and administrative interaction across the organisation has been put into focus. The Ministry's savings requirements in connection with the de-bureaucratisation reform also imply savings in the administration.

The Board has decided that OsloMet will strive for a ratio of 2.3 scientific work years per administrative work year, so that more resources can go to the core activities, i.e. education, research and dissemination.

Objectives

The Administration for the Future programme is designed to help OsloMet reach two goals:

  1. Efficient utilisation of administrative resources more in line with the university's priority areas
  2. Increased administrative interaction across the organisation

The objectives must be reached by the end of 2019.

Organisation

The administration programme has three programme areas that unite and implement parallel measures:

  1. Restructuring:

Measures aimed at reducing the proportion of administrative staff in relation to that of academic staff without the use of dismissals. The programme is meant to support and strengthen the managers during restructuring.

  1. Improvement and efficiency improvement:

Measures that let us work "smarter", including digitisation projects. Several administrative projects aimed at improvement, efficiency improvement and digitisation are ongoing at OsloMet. The Administration for the Future programme has a coordinating role in ensuring that ongoing improvement projects maintain holistic perspectives and conforming practices across the organisation. The programme is also responsible for translating the effects of various improvement projects into measures that help OsloMet reach the goals set by the board.

  1. Profit realisation:

OsloMet must have management mechanisms that ensure that the organisation benefits from the resources released through the restructuring and improvement measures (programme area 1 and 2). The programme has a role in guaranteeing that released resources are transferred to the areas OsloMet has decided to prioritise.

Restructuring - framework and instruments

As of autumn 2017, several restructuring measures will be implemented to ensure that the board's objectives are met.

A restructuring agreement has been drawn up between the employee representatives and the OsloMet management. The restructuring agreement (pdf) provides a framework for how the restructuring should be conducted and with what instruments.

The parties agree that no one should lose their job as a direct consequence of the restructuring process.

Role and mandate

The administration programme is responsible for ensuring that OsloMet complies with the board's decisions, and it has the mandate to set guidelines for other ongoing projects relating to work processes, digital solutions for administrative functions and organisation of tasks if necessary.

The administration programme also provides support and guidance and will work closely with the portfolio management office, the line organisation and the project owners at OsloMet.

The programme has a coordinating role and a special responsibility for guaranteeing the following guidelines and principles:

  • Holistic perspective: change and development activities must have a broad enough focus.
  • User orientation and simplification: the needs of the users must be the starting point of the administration’s central and local activities, and processes should focus on simplicity for everyone involved.
  • Conforming practices: the programme will work towards increased organisational flexibility through standardisation and conforming practices across the organisation.
  • Appropriateness: the programme should not unduly add administrative duties to academic staff. However, academic employees will be involved in the programme's activities and may find that their work practices change.
  • Anchoring and involvement: solutions must be found in collaboration between organisational levels and units through appropriate participative processes and open dialogues.

Information

Employees and units must be kept informed of the activities of the programme and related decisions of the management through the following channels:

Documents and links 

Documents and links with Norwegian titles are only available in Norwegian

Programbeskrivelse (pdf)
Omstillingsavtalen (pdf)
Rambøll-rapporten fra forprosjekt (pdf)

Les tidligere publiserte saker på intranettet:

Månedens interne utlysninger (publisert 5.2.2018)

Bli en bedre møtedeltaker (publisert 26.1.2018)

Handbook for managers during restructuring (publisert 11.12.2017)

New job opportunities in-house (publisert 8.12.2017)

Stillingsstopp og ansettelsesstopp (publisert 18.10.2017)

Setter på bremsene (publisert 25.6.2017)

Veien videre for en smartere administrasjon (publisert 22.03.2017)

En administrasjon for HiOA som universitet (publisert 14.02.2017)

Kontakt