HUMAN RESOURCES ANNUAL REPORT 2003

HUMAN RESOURCE ACHIEVEMENTS 2003 -- HIGHLIGHTS

Human Resources at the University of Western Australia continues to demonstrate high quality
practice. That the University is a well-regarded employer is documented in a range of survey data
and awards including, during 2003:

‰ Winner of the Prime Minister's national Employer of the Year in Higher Education for
Employment of People with Disabilities (second consecutive year).
‰ Nomination as a National Employer of Choice for Women (also second consecutive year).
‰ Winner of the GU Australian Human Resources Award for Work-Life Balance Strategies.

During 2003 a number of other key activities occurred as summarised below.

Personnel and Employment Relations

‰ There was a review of the role of School Manager as a follow-up from the restructure of the
University. It will be completed in 2004.
‰ Ongoing discussions with staff over new enterprise agreements for academic and general staff
continued although the uncertainty created by the Government's reform agenda as outlined in
The Nelson Report, and delays in its passage through the parliament, made this difficult. It is
anticipated that enterprise agreements will be finalised in the first half of 2004 after it is
clear what the financial outcomes of the Nelson legislation mean for the University.
‰ The Go8 led the negotiations for a conciliated agreement on settlement of the casuals case.
‰ The University also made a successful application to the Federal Court concerning the
meaning of Clause 16 of the Academic Staff Agreement. This established that frustration of
employment is not precluded under terms of the Agreement.
‰ Negotiations with the Health Department finally concluded in the establishment and
implementation of dual employment arrangements for clinical academics.
‰ In a significant measure to create efficiencies in the classification process a process
establishing 'streams' of standard jobs descriptions was introduced.
‰ A University-wide Risk Management policy and program was introduced. Major risks to the
University have been assessed and appropriate responses are being prepared.
‰ The University’s Workforce Diversity Strategy, a proactive recruitment campaign to reach out
and attract a more diverse range of employees, continues to receive recognition at state and
national level.

Staff and Organisational Development

‰ During 2003 the University again conducted a Working Life Survey to assess its organisational
climate and provide information for human resource planning purposes; the survey, done
three-yearly, has now been conducted three times.
‰ There was also a major review of performance management processes and a revised system
will be implemented in 2004.
‰ To support the University’s employment philosophy the University commenced a review of its
recruitment and retention practices to ensure that it remains an employer of choice in an
increasingly competitive international marketplace.
‰ A review of CSD programs in 2003 focused on ensuring a more strategic direction particularly
in relation to support for: Orientation and Induction, and Leadership Development. A new
Leadership Programme for Heads of School and School Managers was continued to support the
university restructure. A leadership reference group has been established to review the
leadership support offered to UWA staff and new and modified programs will be rolled out
commencing in 2004.
‰ Major improvements to induction and orientation will be introduced in 2004.
‰ There was major development activity in CATL during 2003 as it built a stronger framework
for e-learning through its consolidated support for WebCT and continued the roll-out of
Outcomes Based Education (OBE) across the faculties.

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 HUMAN RESOURCES ANNUAL REPORT 2003

HUMAN RESOURCES STRATEGIES AND KEY RESULT AREAS

The Human Resources Department contributes to the University through three strategies and a set
of key result areas.

KEY STRATEGIES Strategic Human Organisational Quality Assurance

Resource Leadership Development and To ensure that the
To identify appropriate Support Services University meets its
HR strategies, trends To support the statutory and audit
and opportunities development of UWA as requirements
a learning organisation
To provide a high through To monitor
quality consultative ‰ Programmes organisational and
service responsive to individual performance
individual and through regular
To contribute to organisational evaluation and review
cultural change and need against best practice
organisational well- ‰ Facilitating standards
being opportunities for
collaborative To identify, promote
sharing and implement
practices that
To provide high quality demonstrate social
human resource services responsibility
KEY RESULT AREAS 1. Strategic Policy, 4. Service and 5. Evaluation and
Planning and Programme Provision Review (Including
Coordination ‰ Staff Development System Audit,
‰ Employee Monitoring and
2. Consultancy Advice Relations Reporting)
and Support ‰ Risk Management 6. Staff Performance
‰ Safety and Health Management
3. Relationship Building

The work of the Human Resources Department supports those responsible for day to day human
resource management through the rest of the University. The management plan for human
resource management in the University as a whole can be found at
http://www.hr.uwa.edu.au/publications.

FUNCTIONAL ORGANISATION OF HUMAN RESOURCES

Organisational and Staff Development Services

(Evaluation of Teaching Unit (SPOT), Centre for the Advancement of Teaching, Centre for Staff
Development, personal development and leadership programmes)

Organisational and Staff Development Services experienced many changes in 2003 with eleven of
eighteen staff commencing as new appointees including the Director. Overall, the staffing
complement increased by the equivalent of four full time staff to support new initiatives in the
Centre for the Advancement of Teaching and Learning. This required some modifications to Love
House to provide interim accommodation for the new staff.

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Nonetheless, the core business of the Service continued efficiently and a number of new initiatives
were commenced. Organisational and Staff Development Services has focused on four key concerns
during 2003:
‰ To improve its operational processes to generate effective support for the university staff;
‰ To review its services and identify areas requiring improvement;
‰ To increase its partnerships with faculties and administrative units; and
‰ To ensure its members are effectively deployed to make best use of their skills and
capabilities.

A particular focus in 2003 was to develop more support for teams, project management and
leadership. There was a shift away from single short workshops toward more intensive and
supportive developmental programmes, and a stronger focus on providing consultancies to local
units. Many advisory groups have also been established to provide stakeholder guidance relating to
programmes and new initiatives.

Systems within OSDS have been significantly overhauled. A stronger reliance on web-based bookings
and enrolments management has been achieved and the website revised in preparation for its
transition to My Source.

Staff have actively contributed to UWA’s committees, reviews and initiatives, and have also
continued their involvement with external committees, associations and Australian initiatives.

Employee Relations and Management Services

(Industrial Relations, Enterprise Bargaining, Classifications, Organisational Change,
Consultancy/Advice on HR Issues)

Throughout 2003 the main foci of the Employee Relations and Management Services Section (the
Section) were matters arising out of the implementation of the University Restructure and
attempting to progress enterprise bargaining negotiations in an environment of some uncertainty
created by the Government’s reform agenda. The work of the area continued to be organised
according to the portfolio approach established during 2002. This has had a positive impact on the
relationships between Employee Relations and Management Services Staff and Faculties and
Schools. The portfolio approach has facilitated a high level of consultation and responsive service
to Faculties and Schools in relation to a broad range of human resource matters.

Throughout 2003 the Section worked towards the achievement of Human Resources key objectives.
Where key objectives have not be progressed to completion this has been due to external factors
beyond the Section’s immediate control. The Section provided high level consultancy services to
the Vice Chancellery, Faculties and Schools. The portfolio approach has continued to enhance the
quality of service provided in this regard.

Safety and Health Office

(Occupational Health and Safety, Risk Management, Employee Assistance Programme, Insurance,
Injury Management, Radiation Protection, Biological Safety, Chemical Safety, Workers'
Compensation)

During 2003 the Safety and Health Office continued to concentrate on nurturing a safe and healthy
work environment, updating and introducing new safety and health related policies and procedures,
performing extensive training, supporting its committees and networks and providing information,
advice and other support as required.

Significant activities in 2003 included

• Planning of facilities, such as the Molecular and Chemical Sciences building
• Greater involvement in liability and property loss management
• Implementation of a manual handling risk management program
• Consolidation of ergonomic assessments and provision of equipment
• Obtaining full accreditation under the Gene Technology Act

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 • Introduction of a University wide risk management framework

Equity and Diversity Office

(Equal Opportunity, Diversity, Affirmative Action, Harassment, Discrimination, Work and Family,
Workplace Culture)

Throughout 2003 the Office maintained its activities designed to assist faculties and organisational
units translate into practice the university’s broader strategic focus on both equity and diversity
issues. There has been a particular focus on enhancing workforce diversity. The Office also
maintained a high level of awareness raising activity around workplace diversity issues and
establishing an inclusive work and study environment, as well offering a more substantial
contribution to the teaching and learning framework by facilitating the incorporation of diversity
and inclusivity perspectives.

The Office has also engaged in an ongoing benchmarking exercise with comparable higher education
institutions both nationally and internationally and has been active in securing awards and national
recognition for the University’s ground breaking policy initiatives around work/life balance, sexual
orientation and workforce diversity.

Personnel Operations and System Management

(Recruitment, Appointments, Leave, Salary Related Payments, Resignations, Terminations,
Concept, Web Self Service, System Reports, Superannuation & Salary Packaging, Eligible
Termination Payments and Statements)

2003 was a year of change for Personnel and Systems having undertaken some major internal
restructuring and experienced significant staff movement. With a focus on providing a value add
service to faculties and centres, work practices and processes were reviewed and realigned to
Human Resources objectives. Numerous projects were commenced to provide for new initiatives
and aimed at bringing about significant savings and improvements in the recruitment and systems
for staff and faculties. With projected completion dates in 2004 the team was involved in setting
the ground work for the realisation of the projects’ outcomes. The team was also responsible for
the coordination of five key executive placements including the Vice Chancellor, Deputy Vice-
Chancellor, Pro Vice-Chancellor (Academic), Pro Vice-Chancellor (Research and Innovation) and
Executive Director Finance and Resources.

Staff were involved in committees, reviews, cross functional projects and working parties and have
also represented the University at a local and national level.

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KEY STRATEGY: STRATEGIC HUMAN RESOURCE LEADERSHIP

Strategic Human Resource Leadership

‰ To identify appropriate HR strategies, trends and opportunities

‰ To provide a high quality consultative service

‰ To contribute to cultural change and organisational well-being

1.0 STRATEGIC POLICY, PLANNING AND COORDINATION

1.1 Human Resource Strategic Planning

Human Resources Strategic Plan
Throughout the course of 2003 Human Resources reviewed and amended its strategic planning
framework to demonstrate more clearly the articulation between its activities and the
strategic directions of the University.

Australian Universities Quality Audit (AUQA)

Human Resources contributed to development of the UWA submission to AUQA and
participated in meetings with panel members during their visit in August.

Human Resources Quality Audit

Results from the Human Resources quality audit (contributing to AUQA audit) were
benchmarked with selected government agencies and assessed early in 2003 for incorporation
into the University’s strategic planning process. In general there was positive feedback from
the University community.

Performance Management
A University-wide committee chaired by Professor Margaret Seares reviewed performance
management for UWA staff. A report was circulated for feedback in November. It is intended
that new procedures will be put in place by mid 2004. A part-time development officer
located in OSDS is preparing necessary guidelines and templates in partnership with a steering
committee representative of the University.

Equity and Diversity Management Plan

The Equity and Diversity Management Plan 2004-2006 was developed through 2002/3 in
consultation with key stakeholders across the UWA community. The Plan sets strategic
directions for the University’s equity and diversity management program, focusing on three
key outcomes:

‰ The UWA workplace values diversity and the work and study environment is free from
all forms of discrimination and harassment
‰ The UWA workplace is free from employment practices that are biased and unlawfully
discriminate against any employees or potential employees
‰ UWA employment programs and practices include strategies to achieve greater
workforce diversity

The Plan was endorsed by the University community in 2003. Equity and diversity reporting
will occur within the annual UWA cycle of accountability and focus on meeting aspirational
targets and culture change strategies rather than rigid performance indicators per se.

1.2 Human Resource Policy Development

University Restructure – School Managers
A review of the School Manager roles was conducted late in 2003 to provide the University
Executive with feedback on how this new role is evolving and identifying any matters
requiring further attention. Separate focus groups were held with heads of school and school
managers provided feedback on their perceptions. The report will be finalised in 2004, but has

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 already resulted in a number of changes to University processes and the identification of
development needs.

Workplace Bullying
Human Resources is developing a coordinated approach to the issue of bullying, in order to
raise organisational awareness about this issue and improve management response.
Components of the UWA Bullying Information and Action Plan will be rolled out in 2004.

Recruitment and Retention of Staff

A project focused on improving recruitment and retention policies was established late in
2002 and continued throughout 2003. A Working Party and implementation team is looking at
making the process, including advertising and e-recruitment, more efficient and will also
examine new strategies for expanding and diversifying the pool of applicants for University
positions.

Mobility
A policy proposal examining the issue of employment mobility in terms of career development
was prepared in response to staff feedback. During 2004 a reference group will develop
strategies to consider strategies to expand mobility opportunities. Career development is an
important recruitment and retention strategy.

Retirement
A policy proposal examining ways in which universities can support staff retirement planning
processes was prepared. Planning for retirement is important both to recruitment and
retention and to succession planning.

Academic Portfolios
The academic portfolios was in abeyance for most of 2003 while the performance
management review was underway. It will be introduced as part of performance management
by mid 2004.

Organisational Wellness
Research was undertaken to identify the key factors in organisational wellness and develop a
holistic framework to inform human resource activity. A paper was presented at an
international management conference on the issues.

Safety and Health

New or revised policies, procedures and guidelines produced in 2003 included
‰ Fitness for Duty (Non Workers' Compensation) (draft)
‰ Food Hygiene Procedures
‰ Marine Vessel Safety and Regulation
‰ Responsibility and Accountability (revised)
‰ Safety in Research Risk Assessment (draft)
‰ Sharps Injury and disposal of Sharps Procedures
‰ Smoking Policy (revised)
‰ Student Placement Guidelines
‰ Use of University Vehicles
‰ Manual Handling Policy (revised)

Review of General Staff Disciplinary Procedures

New disciplinary procedures for General Staff were negotiated with the Unions during 2002.
Formalisation of broader range of penalties remains outstanding due to the impeded progress
of enterprise bargaining. This matter will need to be further facilitated through enterprise
bargaining during 2004.

Review of existing grievance handling procedures

This review was not conducted during 2003 and will carry over to 2004.

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 Physical contact in Teaching and Learning for Music Performance
The focus of the policy is on what is considered appropriate behaviour (including cultural
issues) and not just about sexually oriented behaviour. It was developed as a statement for
the School of Music following consultation at a national level. The Faculty of Medicine and
Dentistry and the School of Human Movement have indicated interest in developing a similar
response to this issue.

2.0 CONSULTANCY ADVICE AND SUPPORT

2.1 Consultancy
Consultancy advice and support is provided by all functional areas of human resources.

Organisational and Staff Development Services

Organisational and Staff Development Services provided over twenty major consultancies to
local areas on request. Clients included the library, faculties, research centres and
administrative units. The focus of the consultancies primarily related to either conflict
resolution or team development. Consultancies were normally operated across a full day.
Some consultancies to external clients were also provided from the Centre. Clients included
Flinders University, Murdoch University, Department of Conservation and Land Management
and BMS.

Equity and Diversity

The Equity and Diversity Office provided the following consultancy services through 2003:

‰ Visits to Deans, Senior Management Group, and Heads of Organisational Units

‰ Actively participated in more than seventeen recruitment and selection processes
across the University
‰ Customised consultancy services in Faculties/Schools when equity, diversity and cross-
cultural issues arose
‰ Equity and diversity presentations were made to various Faculties, schools, staff and
student groups, as well as to the WA Public Sector, and other Universities nationally.

Employee Relations and Management Services

Much of the consultancy and advice provided by Employee Relations occurs largely on an
individual basis and is focused on difficult people management problems. In addition there
were activities related to Organisational Change and Restructuring as summarised in the
table below.

Area Completed Ongoing/On Hold

School of Surgery and •
Pathology
School of Paediatrics and •
Child Health
Archives & Central Records •
Population Health •
AMEB •
Research Services •
Civil & Resource Engineering •
Earth and Geographical •
Sciences
Research Services •

Safety and Health Office

The Safety and Health Office provided advice on University construction and refurbishments
projects and also for specialist external facilities such as animal, gene technology and
radiation laboratories.

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2.2 Relationship Building and Awareness Raising
Human Resources Website
During 2003 there was ongoing development of the Human Resources website which has now
adopted the University's content management system. Organisational and Staff Development
Services has assumed management of the University Staff web page from 2004. This ongoing
project will ensure regular maintenance of the information, and will enable greater
coordination of the various contributors. During 2004 there will be a review of all policy web
pages in order to create a standard format and additional information for monitoring
purposes.

Human Resource Newsletter

Human Resources issued one of its occasional newsletters of interest to staff with
management responsibilities during 2003. The topic was the implications of changing
demography on staff renewal. Issues during 2004 will focus on flexible remuneration and
inclusivity. All issues are placed on the Human Resources website.

Human Resources Briefing Sessions

Employee Relations has established Human Resource Briefing Sessions designed to inform
Faculties, Schools and Divisions of topical matters issues being progressed within Human
Resources. These sessions proved to be a useful means of building relationships with broader
University community as well as useful means of obtaining feedback and providing
information about human resource matters. Three sessions were conducted throughout 2003
and sessions are planned for 2004.

Issues of Teaching and Learning (ITL)

This newsletter completed its ninth year of publication in 2003. It is circulated to some 1,500
readers within UWA, 100 heads of teaching and learning across Australia, and is also
mounted on the Web. A number of themes were explored this year, particularly in relation to
teaching quality, teaching portfolios, and excellence in teaching. The number of issues will
be reduced from 10 to 5 from 2004, to better accommodate staff demands and a new
leadership newsletter.

Linking feedback from student perceptions of teaching active strategies for teaching
improvement - CUTSD funded project
The report for this project has been prepared and submitted to DEST, and other Heads of
Teaching and Learning Units advised of the project outcomes. The results of the study have
also been mounted on the Web.

G08 Universities
Meetings held with other staff developers at the 2003 G08 Universities HR Conference has
resulted in the establishment of a collaborative project to support the development of
researchers in the G08 universities. UWA has developed a number of strategies and will be
contributing to the identification of ongoing developmental issues which need to be
addressed across the group. UWA also continued to make a significant contribution to, and
influence, the considerations of the Go8 Universities on important industrial relations
matters during 2003. The alliance with these Universities has continued to strengthen
throughout 2003 enabling us to ensure that UWA's interests are properly considered in
industrial relations matters of strategic importance. Throughout 2003 the G08 Universities
continued to work collectively on the Casuals Case, leading the negotiations for a conciliated
outcome which will be formalised by award variations throughout 2004.

Safety and Health Representatives

Nineteen safety and health representatives (SHR) were appointed during 2003, fourteen for
the first time. At the end of 2003 there were 54 nominated workplaces at the University with
SHR representation in 47 of these. SHO staff was allocated to groups of SHR to work more
closely with them.

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 Equity and Diversity Adviser Scheme
Equity and Diversity Advisers dealt with a range of issues through the course of the year,
although the trend towards a decreased casework volume continues. The Equity and Diversity
Office resource and support the Advisers through a variety of mechanisms:

‰ A lunch was hosted by the DVC to support the Equity and Diversity Advisers and affirm
their role.
‰ Lunchtime sessions were held with guest speakers invited to address key issues/areas
of concern e.g. bullying, disability discrimination
‰ Grievance data were discussed with the Advisers and an ongoing trend analysis was
undertaken, the findings of which were communicated to the DVC, Equity and Diversity
Committee
‰ Support was provided to the Advisers to attend conferences and Equal Opportunity,
Diversity and other appropriate training
‰ Advisers were encouraged to implement a range of proactive strategies within their
Faculties/Schools/Areas (eg. Faculty of Agriculture and Natural Sciences (FNAS)
representative implemented a Cultural Awareness Training program)
‰ Information on equity and diversity matters, including case law, was circulated to
Advisers on a monthly basis

Diversity Forum
The Equity and Diversity Office addressed the WA diversity forum to showcase both its
sexuality and workforce diversity initiatives. Both strategies were also presented at the
national Equal Opportunity Practitioner’s conference in Australasia (EOPHEA) in Tasmania
and an international Human Rights and Diversity conference in New South Wales.

Diversity Initiatives Fund (DIF)

This program is critical to stimulating further culture change. Eleven applications were
received for the 2003 DIF round and $ 15,000 was distributed over six projects. These
initiatives included:
‰ provision of additional transition support student services,
‰ encouraging young women into non-traditional areas,
‰ enhancing the educational and employment access for students and staff with mental
health issues and those experiencing colour deficient vision and
‰ evaluating Indigenous students’ perspectives of their undergraduate
medical/dental/health sciences courses.

Excellence in Teaching Awards and Diversity Awards for General Staff

The awards provide an opportunity to profile equity and diversity achievements within the
broader University community. The Excellence in Teaching Award recognises an academic
staff member for excellence in inclusive teaching and learning. The Diversity Award
acknowledges a general staff member who has made a significant contribution towards the
provision of inclusive services for students.

Anti-racism Initiatives
The Manager, Equity and Diversity, was the Vice-Chancellor's representative on the WA
Universities Vice Chancellors' Forum Against Racism. In partnership with the WA Premier and
the Office of Multicultural Interests they jointly host the annual Vice Chancellors' Oration. In
2003 Professor Fiona Stanley, Australian of the Year, spoke at Edith Cowan University.

Work and Family/Life Initiatives

To support work and family/life balance, the Equity and Diversity Office:
‰ Encouraged Managers and supervisors to apply existing flexibility provisions within the
UWA Enterprise Agreement.
‰ Stimulated the development of a Diversity Initiatives Fund project to further develop
this area

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 ‰ Co-convened the University’s Child Care Committee which is conducting a needs
analysis to establish the extent to which there are unmet child care needs for staff and
students.

There is an ongoing need to monitor the campus climate with respect to pregnancy and
maternity leave in relation to staff entitlements and it legal and management framework. A
wish to align maternity leave entitlements with those prescribed by the ILO (i.e. 14 weeks) is
currently being progressed through the current round of the enterprise bargaining agreement.

Sexuality Awareness
The Office continued to make an active contribution towards the development of sexuality
initiatives at UWA. The Office participated in activities such as the Pride Parade and Pride
breakfast and provided financial assistance to the Ally project to purchase a Rainbow banner
and flag. UWA appears to be the first Australian University to fly the Rainbow Flag for a
period during Pride month.

The Ally project aims to create a more diverse and inclusive culture at UWA by promoting
greater visibility and awareness of gay, lesbian, bisexual, transgender and intersex (GLBTI)
issues. Central to this project is the training and development of a network of ‘Allies’, that is
staff and students who are prepared to align themselves with and advocate.

Occasional Seminars around Disability Issues in Higher Education

The Equity and Diversity Office, in partnership with Student Services and Safety and Health
Office, hosted three public seminars around disability issues within education and
employment. A/Prof Geoff Riley, Sub-Dean Student Affairs, Faculty of Medicine and Dentistry
spoke on Managing Mental Heatlh in a Work and Study Environment and Managing Disruptive
Behaviour in a Work or Study Environment. The third seminar was addressed by the Deputy
Disability Discrimination Commissioner, Mr Graeme Innes, who discussed the concept of
‘reasonable accommodation’ of the needs of staff or students with a disability, and discussed
the draft Disability Standards in Education which are expected to be launched in early 2004.

The Vice-Chancellor’s Oration 2004

The University, in partnership with the Office of Multicultural Interests, will be hosting the
Vice-Chancellor’s Oration on Sunday March 21st 2004 to mark the International Day for the
Elimination of Racial Discrimination and the formal conclusion of Harmony Week. The Office
has been active in undertaking arrangements to host this important public event.

Annual Events
International Women’s Day was celebrated on March 8, 2003 with around 150 people
attending morning tea in the Sunken Gardens. The guest speaker was Ms Caroline Wood who
shared her experience of advocacy work undertaken in the majority world through her current
role as Women’s Issues Coordinator, Amnesty International.

The Equity and Diversity Office contributed actively to a cross-University Committee which
organised the 2003 Vice-Chancellor’s Oration held at Edith Cowan Unviersity on the
International Day for the Elimination of Racism, Xenophobia and Racial Intolerance with guest
speaker Professor Fiona Stanley.

KEY STRATEGY: SERVICE AND PROGRAMME PROVISION

Service and Programme Provision

To support the development of UWA as a learning organisation through
‰ Programmes responsive to individual and organisational need
‰ Facilitating opportunities for collaborative sharing

To provide high quality human resource services

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3.0 STAFF DEVELOPMENT

3.1 Centre for Staff Development

The Centre for Staff Development aims to provide a range of developmental opportunities to
support all UWA staff in their organisational, leadership and personal developmental needs. In
2003, it reduced the low demand courses and increased those more strategically orientated.
In total, 132 workshops were presented. These were attended by approximately 1800 people.
In addition, 20 extended programmes were developed and presented, an increase from those
offered in 2003. These provide participants with more effective opportunities to develop and
reflect on learning outcomes, although they do require long-term commitment from
participants. Some 394 staff participated in these programmes.

Oversight of staff development issues is undertaken through two representative groups. The
Staff Development Reference Group comprises key leaders in the University, including the
Deputy Vice Chancellor, and ensures the Centre is operating strategically and effectively.
The Advisory Group on General Staff Development draws on a range of contributors from
across the University, and ensures that general staff needs are well supported. Both groups
met three times in 2003. The Terms of Reference for each group were revised, along with
memberships.

A number of developmental projects were initiated by the Centre in 2003. These have
focused on two key areas: Orientation and Induction, and Leadership Development.

Foundations of University Teaching and Learning

In 2003, the number of participants in each programme was increased from 16 to 20 to
accommodate demand. Participants included academics, researchers and library staff,
continuing the trend evident in 2002. Increased challenges in finding suitable session times
were encountered in Semester 2, and have led to some reviews of structure and
organisational requirements for 2004.

Seminars and Tutorials for Postgraduate Tutors

Seven workshops were offered across the university, with 89 tutors participating. These
workshops were offered to Schools or Faculties to support the development of basic tutor
competencies in managing their teaching roles.

UWA Teaching Internship Scheme

The Teaching Internship Scheme continues to operate very successfully, with applicants far
exceeding placements. Twelve interns were accepted into the 2003 programme and funding
has been approved for its continuation in 2004. Interns have continued to demonstrate their
strong commitment to teaching in their participation in teaching forums and have been
involved in applications for university teaching awards.

Leadership Programmes
The Leadership Programme for Heads of School and School Managers was developed to
address the new leadership roles resulting from the changes to school structures. Support for
these roles continued in 2003, with a series of sessions titled “Food for Thought”. These
sessions were lunchtime forums, exploring particular thematic issues, and were generally
attended by around fifteen to twenty participants. In general, participants were school
managers rather than heads of school.

Feedback from university members identified the need to extend the range of leadership
programmes operating for general university members. To this end, an Introduction to
Management programme was conducted three times in 2003, and Taking the Lead was
introduced in Semester 2. These received very positive feedback. New programmes in
Semester 2 included A Fresh Look at Client Service and three team development programmes
(research, project and general teams). An issue arising from these programmes is the

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 difficulty in maintaining member commitment. Support from supervisors has been identified
as one key factor, along with the need to maintain ongoing communication and
connectedness with participants.

Leadership Project
After feedback from staff a Leadership Development Reference Group was formed in 2003.
This group comprises OSDS and HR representatives, school managers, heads of school and
other managers. The group has assisted in the development of a new leadership orientation
program, and continues to shape and develop the leadership developmental processes for the
University.

Orientation/Induction
An Induction Process Review Working Party was established to improve the University’s
induction processes in the University. The work has included the development of an online
induction web page, an expanded orientation programme at the central level, strategies to
improve orientation at the local level, the development of a peer support system for
incoming staff, and a monitoring process to ensure induction is completed. The programme
will be introduced progressively through 2004, with an official launch in July 2004.

In support of this project, extensive work has been undertaken to develop more targeted
orientation programs. February 2004 will see the introduction of three new orientations
targeting teaching and learning, research and leadership.

Career Development
More than 135 staff attended workshops on Career Opportunities For General Staff, Career
Development, Applying For Academic Staff Promotion, Career Tips For Success, Practice In
Facing Selection Panels, Interview Tips And Techniques, and Creating Good Written Job
Applications were offered in 2003. In addition, the Staff Development Officer provided
individual assistance with job applications and career-related issues to 15 staff, including
some redeployees.

Ally Project
The Ally Network grew significantly in 2003. Four workshops were run during the year and 54
new Allies attended training, increasing the size of the Ally Network to about 90 UWA staff
and students. A presentation on the UWA Ally Network was given at the Equity practitioners'
conference in Tasmania in November.

Supervising Postgraduates
Nineteen participants attended this full-day workshop, which is mandatory for all new
supervisors.

Raising Researchers
This programme continued to operate very successfully over 2003. Twenty new participants
commenced the 2003 programme, focusing on the development of career strategies and the
enhancement of workplace capabilities. Additional workshops were provided in a range of
relevant areas, including Having a Voice in the Research Forum, How to Write Effective
Reports and Proposals and Making the Most of Your Conference Poster. After low demand for
workshops on applying for research grants it has been determined that these will be provided
through the Research Office. Developing Research Networks, reflecting the University’s
concern for encouraging research collaboration, was offered with a total of 24 attendees.

The Raising Researchers programme concludes its first two years of operation in March, 2004.
A report has been prepared for consideration and funding for the continuing engagement of
the coordinator has been approved for the 2004 budget.

Research Training Scheme:

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 A further research workshop on the Research Training Scheme was very well attended by 25
School and Faculty Managers responsible for entering and managing the RTS Scheme.

Information Technology Support:

Support for information technology has been under review. IT Online has experienced
dwindling enrolments and staff will now be advised to enrol in the University Extension online
courses. Face to face workshops on Excel, Power-point and other core programmes have
been reasonably attended, although fewer will be offered in 2004. Workshops to assist staff
to shift their web pages to the My Source Management System will be ongoing in 2004.

3.2 Centre for the Advancement of Teaching and Learning (CATL)

CATL experienced some major developmental activity over 2003, as it consolidated its
support for WebCT and the University’s strategic initiative relating to Outcomes Based
Education (OBE). A range of external visitors and Teaching and Learning activities were also
supported through this unit.

WebCT
Support to the University has been greatly enhanced by the appointment of a Lecturer,
WebCT, WebCT Trainer and a LMS Analyst Programmer. This team has worked diligently to
build a stronger framework for e-learning, and has been well assisted by the WebCT
Management Group. The purchase of a new server to better manage course preparation and
testing, and the development of a unified WebCT support system have led to major advances
in this service. This was further facilitated by the introduction of the use of student PIN
numbers, rather than library bar codes. Over semester 2, the team developed and presented
thirteen workshops to 126 staff. 2004 will see a number of online support units developed for
use by staff using WebCT.

The Faculty CATLyst Scheme

The CATLyst scheme continued to operate successfully over 2003, providing ongoing faculty
support to staff through consultancies, participation in special projects and contributions to
various committees. Regular meetings were held to maintain contact across these members,
and to build strong linkages with CATL.

The scheme provides a valuable contribution to teaching and learning by enabling faculties to
gain support as they develop ongoing teaching and learning initiatives. In 2003, the CATLysts
were predominantly focused on OBE and supporting the integration of WebCT across the
University. CATLysts also offered a range of local workshops to their faculty members, and
supported their local Teaching and Learning Committees.

Ensuring Teaching Quality (ETQ)

The Ensuring Teaching Quality review was successfully completed early in 2003. The report
provides a detailed summary of School approaches to teaching and learning, and aims to
facilitate the sharing of good practice. This is the third such report, demonstrating the
evolving nature of teaching and learning in the UWA community.

Advancing Teaching and Learning

A number of visiting speakers were profiled in 2002, with the intention of encouraging
teaching and learning innovation. Professors Phil Race and Sally Brown from the Institute of
Learning and Teaching in Higher Education visited the University for four days and presented
a number of workshops relating to Linking Outcomes to Assessment; Putting the Learning into
E-learning, and Reviewing and Refreshing your Career. Professor Robyn Mason, the Australian
Universities Teaching Committee Visiting Scholar, was also hosted by UWA, and presented
three seminars on e-learning to invited members of the Western Australian University
community. Betty Leask, from the University of South Australia was also partially funded to
present two-day workshops on Internationalisation for staff. Associate Professor Lynne Taylor
from the University of Manitoba visited the University for three months. During that time, she
presented a workshop on plagiarism which was strongly attended.

14
 Australian Awards for University Teaching
In 2003, a new system for supporting nominees for the Australian University Teaching
Committee awards was introduced. Two panels were formed: one supporting individual
nominees, the other guiding institutional teams. Of the six submissions, three were short-
listed for consideration in the final judging: Dr Tanya Dalziell was an individual finalist, and
the Schools of Anatomy and Human Biology, and Indigenous Studies were institutional
finalists. This was the second top university in terms of short-listed nominations. The School
of Indigenous Studies were awarded the prize for their “Innovative and Practical Approach to
the Provision of Services to Indigenous Students”.

3.3 Leadership Development for Women Programme

Demand for the 2003 LDW programme 'Developing Personally and Professionally' was
extremely high, with 85 women applying to attend. Additional funding was approved to run
two programmes in 2003, with 30 women in each. The first programme commenced in
February and finished in December; the second started in June and will finish in April 2004.
Peer Learning Groups, introduced in 2002, continued to form part of the programme and
provided an opportunity for participants to explore in greater depth key issues that exist for
them as women working at UWA. The first group presented a summary of these issues to 37
invited guests, including supervisors, heads of school, deans, and senior executive on 1
December 2003.

The LDW co-ordinator organised a national meeting in Tasmania of practitioners responsible

for women’s programmes at other Australasian universities. The successful meeting, held in
conjunction with the Equity practitioner’s conference (EOPHEA), was attended by 27
representatives from 19 Australian and New Zealand universities.

3.4 Evaluation of Teaching Unit Activities

Usage of SPOT (Student perceptions of Teaching) continues to be high, with some 1330
reports generated to teachers across the University. Teachers accessing this service included
lecturers, tutors and demonstrators / clinicians.

2003 saw the piloting of a new Unit Evaluation process. The standardized survey, titled SURF
(Student Unit Reflective Feedback) was tested across units taught in five schools in second
semester. Members of the pilot study will contribute to further refinement of the
questionnaire in readiness for its administration across the University in 2004.

3.5 Other Staff Development

Employee Relations and Management Services
During 2003 the section contributed to a range of courses organised by the Centre for Staff
Development for staff in management and supervisory positions. These included How the
University Works, Good Practice Management and Performance Management.

Equity and Diversity Office

The Equity and Diversity Office continued to maintain a high volume of delivery of equity and
diversity training to both staff and students during 2003. The Office delivered more than fifty
customised modules that focused on the various facets of equity and diversity e.g.
Recruitment and Selection training, Diversity and Discrimination, Diversity in Teaching and
Learning, Equal Opportunity – Law and Practice. The Office also contributed to a number of
workshops conducted through the Centre for Staff Development.

There were also a significant number of sessions offered within the student body at both
undergraduate (Law, Industrial Relations, Engineering, Agriculture Medicine and Dentistry)
and postgraduate (UWA’s prestigious MBA program) level.

Safety and Health

15
 An important component of the USC charter is to ensure that the occupants of the University
are adequately informed of the hazards associated with working at the University. To achieve
this the SHO conducts several formal training courses for staff and students of the University,
in addition to performing safety and health related training on request by Faculties / Schools
/ Sections. The Safety and Health Office trained or arranged for the safety related training of
nearly 1,100 persons during 2003.

Safety and health information was also provided in other training courses such as
‰ Programme in Animal Welfare, Ethics and Science (PAWES) (128 persons)
‰ RACI/UWA Chemical and Laboratory Safety Course (109 persons)
‰ Critical Incident Counselling (16 persons)
‰ How the University Works: Human Resources Issues (22 persons)

A one-day Safety Seminar for University personnel was conducted in July 2003 and attended
by 78 persons.

4.0 PERSONNEL AND SYSTEMS

4.1 Personnel Operations

Appointments/Cessations
During 2003, the University advertised 330 job vacancies through print media and online. The
University recruited 807 new staff (291 academic and 516 general ) and a total of 521 staff
left the university. There was a significant turnover at executive level with five of six
positions vacant during the year and four appointments made by year's end.

Promotions
There were 80 applications for academic promotion, compared to 74 in the previous year, of
which 48 were successful. A further 28 decisions were outstanding at the end of the year.
Amongst the general staff there were 83 applications for promotion by reclassification, an
increase of approximately 142% on the previous year.

Long Service Leave Working Party

There was ongoing review of the management of the long service leave liability across the
University, A decision is awaited on central funding but managers are aware of the need to
ensure that the liability is reduced.

4.2 Systems Management

Staffing Statistics
2002 2003
Academic Staff
Fixed Term 554 598
Tenurable and Tenured 626 645
General Staff
Fixed Term 563 616
Ongoing 1078 1134
Other
Fixed Term 58 59
Ongoing 41 35
TOTAL 2920 3087

E-Recruitment
A new module additional to the HR database program Concept, has enabled greater
integration of data from job applications, appointment through to employment separation.

Human Resources Web Self Service

The facilitation of completing timesheets online
The introduction of leave management and personal details change online

16
 Consolidated Feed
The year saw the introduction of a translation table for conversion of data from Concept to
PeopleSoft together with a new suite of salary summary reports.

4.3 Salary Packaging and Superannuation

In 2003 some 1278 employees took advantage of the salary packaging arrangements available.
Recreation Centre membership was made available for salary packaging in addition t the
other choices of superannuation, parking, child care, novated car leases, lap top computers
and PIAF ticketing.

UniSuper has introduced a reduced contributions option for Level 4 and below general staff
positions providing additional flexibility and choice. Takeup is at the discretion of the
employee and involves a an equivalent reduction in the employer payment.

5.0 EMPLOYEE RELATIONS

5.1 Industrial Relations

Enterprise Bargaining
Enterprise bargaining negotiations commenced in first quarter of 2002 with the respective
unions. Input was sought from the wider University community as to matters for negotiation
during this round of enterprise bargaining negotiations. Unfortunately the Government’s
reform agenda, particularly the components linked to industrial relations reforms made the
bargaining environment very uncertain and progress with negotiations stalled mid year. It is
anticipated negotiations for replacement Academic, General and English as Second Language
Teachers Agreements will commence in earnest during the first quarter of 2004.

Award Simplification
A draft General Staff Institutional Award has been completed and processes will be initiated
with the relevant unions in 2004 to finalise this matter with the Australian Industrial Relations
Commission.

Review of the salary structure and classification of Dental Clinical Assistant (DCA’s) positions
In consultation with OHCWA management a proposal for salary and classification for dental
clinical assistants was prepared and presented to the Unions. No final agreement has been
reached on this matter and it may be pursued further through enterprise bargaining
negotiations or alternatively the Union have indicated they may seek the Commission’s
assistance to progress this matter.

National Industrial Relations Cases

The G08 Universities continued to have significant impact on the outcome of national
matters. Most significantly throughout 2003 has been the influence of the G08 in relation to
the Casuals case. The G08 position formed the vast majority of the settlement position. This
has resulted in a settled agreement considerably lower than the original claim from the
Unions. Major elements of the settlement position include an increase in the casual loading
to 23% (instead of the 30% claimed), limited access to conversion to fixed term or ongoing and
only with respect to general staff (no conversion rights for academic staff as originally
claimed) and the Unions agreed to drop components of the claim relating to out of ours
contact for academic staff. The agreed settlement position will during 2004 be given effect
via variation of relevant industrial awards.

The outcome of this case demonstrates the continued significant influence of the G08
Universities (since their withdrawal from the Australian Higher Education Industrial
Association.) on the outcome of national industrial relations issues.

The value to the University of being in a position to influence the direction and outcome of
these national matters is significant.

17
 Other Industrial Matters
Federal Court Application: The University applied to the Federal Court for an interpretation
of Clause 16 of the Academic Staff Agreement. The purpose of this application was to
determine whether the University was precluded from treating employment as frustrated by
virtue of the provisions of Clause 16 which deals with termination of employment. The
Federal Court found in favour of the University. The consequence of this finding has been a
determination to treat the employment of a previous member of staff as frustrated. The
employee concerned was advised of this determination in November 2003. The Union have
filed a 170LW dispute in relation to this matter in addition an application for unfair dismissal
has also been filed.

Denial of Contractual Benefit Claim: a member of University staff sought via the State
Commission a remedy for denial of contractual benefit. The case was heard in first instance
by a single Commissioner who found in favour of the University. This judgement was
appealed and the matter was heard by the Full Bench of the State Industrial Relations
Commission on 3 December 2003. The Full Bench unanimously dismissed the appeal finding in
favour of the University.

Dual Employment Arrangements Clinical Academics: In early 2003 the Department of Health
informed the University they were no longer willing to continue the arrangements for
payment of supplementary clinical loading under the previously agreed terms of the parties.
The Department of Health were seeking direct employment of the clinical academics largely
to address issues related to medical indemnity insurance. Throughout 2003 negotiations were
conducted with the Department of Health and the Australian Medical Association to establish
dual employment arrangements for clinical academics. This process was finalised in
December 2003 when a State Industrial Agreement was registered providing for the direct
employment of clinical academics by the Department of Health. Arrangements were
negotiated to protect existing University superannuation entitlements and dual employment
contracts issued to the bulk of clinical academics. There remains some work to be completed
during 2004 to identify those clinical academics that should be considered for dual
employment arrangements but have not as yet been translated.

Day of National Strike Action: 16th October was a day of national strike action in protest to
the Federal Government’s proposed reforms for higher education. Information was provided
to Faculties, Schools and Sections concerning the rights and obligations of staff in relation to
strike action. Returns of those participating in strike action showed a very low participation
rate of 180 staff and disruption on campus was minimal.

5.2 Management Services

Support the Implementation of the University Restructure
The Employee Relations and Management Services section has continued to provide support to
Faculties and Schools for matters relating to the implementation of the University
Restructure. Establishment of new School structures has taken greater time in some Schools
than others, particularly those that were established through the merging of a number of pre-
existing departments. In this regard there has been high activity on a range of issues in the
School of Biomedical and Chemical Sciences, School of Earth and Geographical Sciences and
School of Surgery and Pathology.

One staff member remains displaced as a result of this post restructure activity. This staff
member is currently on maternity leave and redeployment will commence on her return from
leave.

Redundancy/Voluntary Separation
During 2003 there were twenty one redundancies/voluntary severances, of these three were
directly linked to the University Restructure.

18
 A new management situation arose this year when long term Research Grant staff were
deemed redundant due to the cessation of various grants. These staff had been converted to
on going status by a School even though they had previously been employed under research
grants. The redundancy/redeployment provisions of the general staff agreement allow staff
to opt for redundancy immediately whereas the grant requires the staff to work to the end of
the six months notice period. Also there is no provision for grant funds to be used to pay out
redundancy liabilities. If the notices of redundancy were not issued a further six months
liability would have accrued at the end of the period of work under the grants. This situation
has highlighted that the current agreement is not well suited to needs of research and that
the long term implications were not realised when staff were made ongoing.

Staff in the section helped design and participated in retirement planning workshop for one
Faculty. A number of pre retirement contracts have been facilitated throughout 2003 and
guidelines for use of pre retirement contracts are being developed.

Salary Progression
The Salary Progression Committee held three meetings during 2003. A total of 14 applications
were considered of which 11 were successful, 2 were unsuccessful and one is pending.

5.3 Classification Services

Turnaround Time
The turnaround time for completion of reclassification’s is generally well within the
timeframe allowed under the Enterprise Agreement. This year has seen a significant jump in
the number of reclassification applications which was only able to be managed by allocation
of additional support resources to this function and some distribution of workload amongst
the group.

Classification Process Review

As reported in 2002 some progress has been made on the implementation of the
recommendations contained in the Classifications Review. It was intended to further progress
this matter under enterprise bargaining as a number of the recommendations require some
changes to the existing Agreement in order to fully implement the recommendations.
Preliminary discussions have occurred as part of enterprise bargaining and there is some in
principle support for the proposed changes.

Further progress has been made in establishing generic job descriptions for certain categories
of work. These “standard” or “generic” job descriptions have been established for the
following streams:
Administrative Positions Levels 3 to 6
Accounts Positions Levels 4 to 6
Information Technology Positions Levels 4 to 8
Research Positions Levels 4 to 8
Technical Positions Levels 4 to 7

It is intended to further progress the establishment of generic job descriptions as part of the
Recruitment and Selection project to be undertaken within Human Resources throughout
2004.

Classifications
The Classification Review Committee met ten times during 2003. A total of 83
reclassification applications were received during 2003 in addition to the 14 carried over from
2002. This is a significant increase in the number of reclassification applications representing
approximately 142% increase over the previous year. The assessment of these 97
reclassification applications was as follows:

Application Status 2003 2002 2001

Successful 78 24 34

19
 Partially Successful 1 1 3
Unsuccessful 1 1 1
Withdrawn 2 0 1
Yet to be Assessed 15 14 9

During 2003, there were no appeals against the decision of the Classification Review
Committee

In addition to the reclassification applications there were 260 new positions requiring
classification assessment.

6.0 RISK MANAGEMENT, SAFETY AND HEALTH SERVICES

6.1 Safety and Health Services

Manual Handling Risk Management Plans
Development of Manual Handling Risk Management Plans in 16 work areas across the
University. The plans were developed via focus groups facilitated by an Occupational
Therapist. The focus groups identified manual handling hazards, assessed the level of risk and
determined risk reduction strategies, which generally involved removing higher risk hazards,
developing specific guidelines, purchasing relevant equipment and manual handling training.
This project targets areas which have had a history of manual handling injury and will
continue through to 2005.

Workstation Ergonomic Assessments

The Occupational Therapist assessed over 320 staff and PhD students at their office computer
workstations during 2003, with a response to a request for an ergonomic assessment usually
within 48 hours.

Electrical Equipment Testing and Tagging

Ongoing development of electrical equipment testing and tagging program occurred with
trials conducted in selected areas and minor works funding obtained to assist in introducing
this more widely within the University.

Gene Technology
Successful transition from the deemed status for accreditation of the University, certification
of facilities and licensing of dealings under the Gene Technology Act 2000.

6.2 Incident/Injury, Worker’s Compensation and Rehabilitation

During 2003 there were 275 incidents and injuries reported at the University with 79 accepted
workers' compensation claims of which 28 people required time off work with a total of 469
work days lost. By comparison in 2002 there were 250 incidents reported with 74 accepted
workers' compensation claims of which 30 people required time off work with a total of 177
work days lost. An unusual number of severe injuries (broken leg, serious shoulder strains)
and two stress claims contributed to the increase in lost days. A comparison of the UWA
statistics for the 5 calendar years 1999 to 2003 is provided below.

UWA Incident and Injury Statistics - 1999-2003

1999 2000 2001 2002 2003
Accidents and incidents reported1 271 213 255 250 275
No of worker’s compensation claims1 94 82 98 74 79
No of lost time injuries1 30 35 31 30 28
Total UWA employees 6351 6418 6754 7454 7198
FTE UWA employees 2364 2403 2447 2559 2645
FTE Total employees2 2439 2478 2522 2653 2739
Incidence rate (per 100 FTE employees)3 1.2 1.4 1.2 1.1 1.0
Frequency rate (per 106 hours worked)3 6.3 7.2 6.3 5.8 5.1
Lost time days 438 557 216 177 469
Average time lost rate (days/injury) 15 16 7 6 17

20
 Premium % of payroll (Estimated) 0.19 0.25 0.22 0.19 0.19
1. Figures closed at the end of February the following year
2. Total employees = UWA and non UWA employees covered under workers’ compensation
3. Incidence rates and Frequency rates calculated using full time equivalent total employees

6.3 Insurance
During 2003 there saw a consolidation and capital injection into the insurance market. There
has been a noticeable absence of major disasters and the fall out effect of HIH and 9/11
have been absorbed by the market in general. However, there is still a significant hardening
of market attitude and availability of capacity within Australia in particular for risk profiles
as diverse as UWA. The University was again faced with some difficulties in securing suitable
terms for the placement of the 2004 program.

The much lauded tort law reform acts that have been implemented in some state
jurisdictions will eventually ease the current GPL program difficulties, but this contingency
has an extremely long tail and that law reform now will not reduce claims that are already in
the system and will remain there for many years depending on relevant statute limitations.

On reviewing the overall UWA insurance program for 2004 the increases of the past three to
four years have now stabilised and in fact there has been some easing of market expectation
which has in respect of our property program resulted in a nett reduction in overall rate
when compared to asset values of the past three to four years. Whilst there was no
significant loss event during 2003, the storms of 28th and 30th March 2003 resulted in 37
damage reports ranging from localised water damage to significant infrastructure and
electrical damage to equipment both in research facilities and UWA control systems on and
off campus.

Theft of electronic equipment (laptops) still indicates a lack of attention to security of these
items and it is necessary to strictly enforce the security conditions that are in place for these
items under the University's property insurance program. If this trend continues it will be
necessary to review the continued coverage of these units within the property program. The
Audio Visual unit has implemented a security upgrade for all equipment on campus under
their control and losses from this area have reduced markedly.

6.4 Employee Assistance Programme

The University provides free, confidential and professional assistance to employees and to
other persons whose care is the responsibility of the employee, through the Employee
Assistance Programme (EAP). This service is offered through Davidson Trahaire (external
provider) and Student Services (internal provider).

During 2003 the two services saw a total of 210 new clients (Davidson and Trahaire 138 and
Student Services 72) and 11 ongoing clients from 2002. This compares with 183 new clients in
2002 and 16 ongoing clients from 2001. Between 65% and 75% of the client contacts were for
personal related issues.

Both EAP providers produce quarterly and annual reports. These reports are distributed to
Senior Managers of the University for their information and action as required.

6.5 Risk Management

University wide Risk Management program introduced. Risk Management Advisory Committee
established, Risk Management Policy and Plan prepared and distributed. Survey of Academic
and Administrative units conducted and used to compile a list of the ten major risks facing
the University. Presentations on the policy and plan made to the Senior Managers Forum (20
October) and University Management Group (21 October). A web site on Risk Management
was established.

21
7.0 EQUITY AND DIVERSITY SERVICES

7.1 Equity Caseload

Twenty three incident reports were received from Equity and Diversity Advisers. Incidents
were spread across the University and the key issue identified related to various forms of
workplace bullying. There were no other trends that were significant. These findings mark a
distinct departure from previous years where the caseload was significantly higher and there
were marked EO-related issues such as sex, race, disability and the intersections thereof. A
fuller analysis needs to be conducted with respect to this issue in order to determine whether
this finding represents an under-reporting of workplace EO issues, a positive shift in culture
change or a combination of both factors.

The Equity and Diversity Office dealt with an additional thirty eight cases during 2003, some
of which involved formal complaints.

7.2 Workforce Diversity Strategy

The UWA Workforce Diversity Strategy has continued to mature into a key human resource
initiative for the University of Western Australia. It has been a key agent of culture change
assisting the organisation to reconsider assumptions around merit, recruitment, promotion
and diversity.

More than seventy-five staff from the identified priority areas have been recruited through
the Strategy into a mixture of employment options at UWA. While the outcomes have been
impressive generally, the University was recognised for the second successive year by winning
the Prime Minister’s Employer of the Year Award for the employment of people with
disabilities. The policy change ratified in late 2002 (whereby all Level HEE 1-Level HEE 3
positions are required to be advertised through the Diversity Job Bank in the first instance)
has yielded significant outcomes.

The University was able to meet its negotiated contractual arrangements with the
Department of Workplace Relations (DEWR) to support the Indigenous component of the
Workforce Diversity Strategy. Seventeen positions across a range of different areas were
offered to Indigenous people through the life of the contract and the majority continue to be
employed at UWA. The Office, in consultation with the School of Indigenous Studies, is
currently developing a targeted Indigenous Employment Strategy with a particular focus on
the employment of Indigenous academics.

7.3 Student Equity - Projects and Services

The Equity and Diversity Office continued to forge stronger links with the student equity
agenda during 2003.

‰ It actively participated on the Interview Working Party for reviewing the selection
process for prospective entrants into Medicine and Dentistry. The questions and process
were tested for cultural bias and sensitivity and agreement was also secured to
incorporate the important criterion of ‘Health and Social Diversity’ into the selection
process.
‰ Diversity in Teaching and Learning sessions were conducted with academic staff
undertaking the Foundations of Teaching and Learning and Teaching Interns program.
Support was also provided to academics wishing to add a diversity dimension to their
teaching program e.g. a third year unit in Law, namely, ‘Contemporary issues in
Australian Society’.
‰ The number of refugee and humanitarian entrant positions offered under the UWA
Excellence Awards program has been increased from four to six, reflecting the
extension of the University’s commitment in this area. The Office actively assisted staff
in Student Services with a view to promoting the above programs among new and
emerging ethnic communities.

22
 ‰ The Office actively contributed to the policy debate with respect to the issues of
concern arising from the impending changes in the higher education area following the
‘Crossroads’ Review e.g. policy development with regards to students and poverty,
students with disabilities. The Office also prepared a position paper for the
consideration of the Equity and Diversity Committee in relation to the access to higher
education of Temporary Protection Visa (TPV) holders.

KEY STRATEGY: QUALITY ASSURANCE

Quality Assurance
To ensure that the University meets its statutory and audit requirements

To monitor organisational and individual performance through regular evaluation and review against
best practice standards

To identify, promote and implement practices that demonstrate social responsibility

8. 0 EVALUATION AND REVIEW

8.1 Reviews, Audits and Other Assessments

External Assessments and Reports
Human Resource Quality Audit
An external consultant was engaged to conduct a Human Resources audit as part of the
broader AUQA University-wide audit.. The Equity and Diversity Office received positive
feedback with respect to overall vision, program management and service delivery.
Constructive feedback received has been incorporated within the operations of the office.

Benchmarking exercise
The Equity and Diversity Office is currently participating in a gender equity benchmarking
exercise with universities both in Australia (University of Queensland, UWA, University of
Auckland, Melbourne University and Queensland University of Technology) and overseas
(University of Auckland and University of British Columbia). Preliminary discussions held
indicate that UWA had performed well in this area based on reports from participating
agencies, data trends and scope of initiatives implemented. Human Resources is also
participating in a benchmarking exercise with other G08 universities on a range of factors.

2003 Equal Opportunity Report – WA Government

The 2003 Equal Opportunity Yearly Report for the WA Office of EEO (WAOEEO) was submitted
in July 2003 in accordance with legislative requirements specified under the 1984 WA Equal
Opportunity Act.

Equal Opportunity for Women in the Workplace Agency

The University was not required to submit an annual Equal Opportunity for Women in the
Workplace Compliance Report as it had been waived last year based on strong performance in
the gender equity area. The University of WA has received the Employer of Choice Award
from the Equal Opportunity for Women in the Workplace Agency based on its achievements in
the area of gender equity.

Awards and Accolades

The University won three other accolades (two national and one state) arising from the work
conducted by the Equity and Diversity Office in conjunction with HR:

‰ The GU Corporate Award for Best Work/Life Balance Strategy – This was awarded in
recognition of the advanced raft of work/life balance initiatives in place that serve as a
role model for other organisations. The University was commended on its organic
approach towards this contemporary workplace issue and special mention was made of

23
 the responsive nature of the policy and program framework which catered to the
diversity in the staffing body.

‰ The Prime Minister’s Award for the Employment of People with Disabilities – The
University has won this accolade for the second time in recognition of it’s
achievements. The Workforce Diversity Strategy has employed 35 staff with disabilities
since it’s inception in 2001 and it was this demonstrated continued commitment over a
significant period of time that secured the award for UWA.

‰ Commendation, 2003 WA Premier’s Award – The Workforce Diversity Strategy was a

finalist and received a commendation for the 2003 WA Premier’s Award. Feedback
received from the sponsoring agency indicated that the WDS would be showcased a best
practice among WA public sector agencies.

Internal Assessments and Reports

Working Life Survey
During 2003 the University again conducted a Working Life Survey to assess its organisational
climate and provide information for human resource planning purposes; the survey, done
three-yearly, has now been conducted three times.

Exit Survey
Analysis of exit data from 2002 was completed by the Institutional Research Unit on behalf of
Human Resources and a report prepared incorporating interview and written comments. The
University now has five years of exit data. Trends maintained with over 80% of departing
staff satisfied with their working experience at the University.

8.2 Human Resource Participation in Decision-Making Bodies

University Committees and Working Parties
Staff from Human Resources continued to participate in and contribute to a wide range of
ongoing University Committees and specially constituted working parties.

These included:
Senior Forums Carcinogenic and Mutagenic Substances
Senior Management Group Committee
Academic Board Ventilation Committee
Promotions and Tenure Committee Emergency Planning Committee
Senior Appointments Committees
UWA IT Strategy Working Party General Human Resource Issues
University Extension Board Classification Review Committee
Senior Managers Forum Salary Progression Committee
Working Party on Academic Misconduct Enterprise Bargaining Working Parties
Performance Management Steering
Equity and Diversity Issues Committee
Equity and diversity Advisory
Committee Financial Issues
People with Disabilitites Committee Financial management Operations
Medicine and Dentistry Working Party Committee
on Student Selection
Equity and Diversity Advisors Teaching and Learning Issues
Workforce Diversity Committee Teaching and Learning Committee
Child Care Needs Working Party Teaching and Learning Liaison Group
Staff Development Reference Group
Safety and Health Issues (chair)
University Safety Committee Advisory Group on General Staff
Radiation Safety Committee Development (chair)
Biosafety Committee Staff Development Grants Committee

24
 Leadership Development for Women Senior Women's Network
Planning Group Ally Network
Excellence in Teaching Awards
Selection Panels Community Involvement
UWA Outcomes Based Education University Extension Board
Coordinating Group Learning Links Board of Management
Raising Researchers Advisory Group
OSDS/Faculty Teaching and Learning Preparation of Submissions
Liaison Group Submission to the Strategic Review of
WebCT Management Group (Comprises Postgraduate Research
four sub-committees: quality, Contribution to the UWA Working Party
support, integration and operations)> on the proposed National Institute
Leadership Development Advisory for Learning and Teaching in Higher
Group Education Review, and drafting of
the submission
Lobby Groups AUQA panel meetings
University Managers Group
Status of Women Group

External Committees and Other Bodies

General
‰ Australian Human Resources Institute
‰ Institute of Public Administration Australia
‰ Association for Tertiary Education Management

Industrial Relations
‰ The Go8 Industrial/Employee Relations sections maintained contact throughout 2003 by
way of regular teleconferencing. This forum was used primarily to discuss matters
related to national industrial cases and enterprise bargaining.
‰ The G08 engaged in meetings and discussions with representatives of Department of
Education Science and Training and Department of Employment and Workplace
Relations particularly relating to intended workplace reform criteria.
‰ Participation also continued in meetings between the industrial relations practitioners
of the four Western Australian Universities.

Safety and Health

Staff from the Safety and Health Office regularly met safety personnel from other Western
Australian universities to exchange safety information and experiences.

Equity and Diversity

The Equity and Diversity Office continued to consolidate existing and develop new external
links with key stakeholders:

‰ Regular communication with other Diversity practitioners in Higher Education through the
national EOPHEA network. The University was represented as the WA representative on
the coordinating committee for the biennial national conference held in Launceston in
November 2003
‰ Regular contact with other WA University Equity staff through the WA Universities' Vice-
Chancellors' Coalition Against Racism
‰ Ongoing communication with both WA, Federal and International organisations in the
Equal Opportunity sector
‰ Active and ongoing participation in a variety of WA and national Indigenous, multicultural
and other human rights community-based organisations (e.g. the Diversity Officer has
been nominated Interim Chairperson, Metropolitan Migrant Resource Centre

Organisational and Staff Development Services

Staff from OSDS contributed to the following organizations or committees:

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 ‰ National Executive, Higher Education Research and Development Society of Australasia,
(HERDSA)
‰ Editor, HERDSA Guides Series
‰ ASCILITE
‰ National Executive, Australian Council for Online and Distance Education
‰ Convenor, Staff Development Network for Women,
‰ Australian University Teaching Committee (AUTC) University Contact
‰ OSCS Contact for EDUCAUSE
‰ Review Board, International Journal of Educational Technology

9.0 PERFORMANCE MANAGEMENT OF STAFF

9.1 Misconduct Investigations

Two preliminary investigations were completed with respect to alleged academic misconduct
in both cases formal misconduct proceedings were not invoked. There were five cases of
misconduct concerning general staff one of these remains ongoing. Two of the five cases
resulted in the employment of the staff member concerned ceasing, one case remains
ongoing and the other two resulted in formal censures being issued.

9.2 Unsatisfactory Performance/Workplace Conflict

A number of significant cases of unsatisfactory performance and workplace conflict arose
during 2004 During 2004 there were sixteen cases of unsatisfactory performance of which
eight remain ongoing cases. Six grievance matters were investigated four concerning staff
conflict, one involving conflict between staff member and a student and one concerned
contractual entitlements.

A summary of cases arising in 2003 is outlined below:

Category Active Cases Closed Cases Total

Unsatisfactory Performance 8 8 16
Unsatisfactory Performance [Probation] 1 5 6
Misconduct 2 2 4
Restructure 3 2 5
Redundancy 1 ~ 1
Enterprise Bargaining 1 2 3
Grievance [Staff Conflict] 3 1 4
Grievance [Contractual Entitlements] 1 ~ 1
Policy Amendments 1 1 2
Other 1 2 3
Totals 22 23 45

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