1 Selection Policy Principles

Purpose The University aims to recruit and attract high quality staff. Several challenges impact on the University’s capacity to recruit and select staff with the required capabilities. These challenges include a diminishing labour market, increasing competition among employers for staff and the changing demographics of the working population. In response to these challenges, the University needs a comprehensive and rigorous yet simplified approach to recruiting and selecting talented staff. This policy provides an open and transparent framework for managers and supervisors to select staff employed under the terms of the General Staff Agreement. This Agreement includes general, technical, professional and some research staff. The policy is supported by a selection and appointment guide which maps the selection processes and techniques to be used by the selection committee.

1.1 Quality Staff

The strategic staffing objective of the University’s Operational Priorities Plan is to recruit, develop and retain high quality staff, supporting development of their full potential, within “a one staff-one University” philosophy. The Selection policy supports this goal. The recruitment and selection of staff to fill vacant positions is the responsibility of individual work areas and applies a framework common to the whole University.

 

1.2 Selection on Merit

The University uses a merit based system to optimise the search and selection for the most suitable applicant who best meets the requirements of a position. Managers and supervisors first define the position requirements and its selection criteria. They then develop attraction and search strategies to target potential applicants and advertise the vacancy. The University’s Selection policy no longer requires applicants to specifically address the selection criteria in a written statement. Applicants are assessed on their merit and the extent to which they meet or exceed defined selection criteria. This assessment is made on the basis of their written application, the application of behaviourally-based interview questions, their performance in work tests and/or presentations and the information gained from references and/or background checks. The procedures and the selection guide provide helpful information to assist members of the selection committee in implementing the policy. They promote the best possible choice of applicant and are designed to ensure that decisions are not made on the basis of considerations unrelated to the requirements of the position. To do so could, in some circumstances, lead to claims of unlawful discrimination.

 

1.3 Confidentiality

Applications for vacancies are strictly confidential and access is restricted to those directly involved in the selection process including Human Resources staff. Committee members are required to sign the Statement of Confidentiality.

 

1.4 Need to Search and Advertise

To ensure that the most suitable person for a vacant position can be selected, the Preparing to Recruit and Attract Staff policy provides managers and supervisors with a framework to apply competitive and wide-ranging search processes. The Advertising policy clarifies how targetted advertising is to be implemented.

 

1.5 Exceptions to Advertising

“Hard-to-fill” positions are those for which targeted advertising yields poor results. Searching more creatively and widely for likely candidates may be more effective. Search efforts may include searching the Candidate Register, contacting preferred recruitment service providers, or using professional networks to obtain leads about potential applicants. Refer to the Preparing to Recruit and Attract Staff policy. The normal selection process applies. Vacancies, for a period of up to 2 years, may be filled without advertising. However, this non-competitive process precludes the staff member from future promotion. This can be avoided be applying a competitive selection process on entry to the University. Internal professional and general staff vacancies may be filled by applying the Fast Track Appointment policy. Please consult the following flow chart on Staff Selection Procedures:

 

 

2 Approval to Fill a Vacancy

2.1 Vacancy reasons

A vacancy may arise for the following reasons: newly created positions staff attrition (eg resignation/retirement) leaves of absences/short term needs staff restructuring research projects A request to fill a vacancy requires the identification or confirmation of a set of position descriptions and the relevant selection criteria (refer 2.5) for general staff or position guidelines for academic staff. General Staff: Preparation of an accurate statement of duties and responsibilities for the position to be filled, and relevant selection criteria, are the responsibility of the school and must be authorised by the Head. Human Resources will classify the position according to the University of Western Australia General Staff Agreement. If the vacancy is to be formally advertised schools should allow a minimum of two weeks for the classification process prior to submitting a request for advertisement. Academic Staff: Position guidelines for teaching and research academic staff and research staff are contained in the University of Western Australia Academic Staff Agreement.

 

2.2 Approval

In most cases the Dean's approval is required to fill a vacancy. The school's request for approval should include the following information: a Recommendation to Offer New Employment Contract or a completed Request For Advertisement form with the following: a draft advertisement the position description or an information statement about the position (academic) a search plan for academic appointments and general staff appointments at a senior level (see A – 7 for details) suggestions for membership of the selection committee

 

2.3 Advertising

In general all vacant positions must be advertised. The requirement to advertise vacant general staff positions can be satisfied by openly advertising or limiting the advertisement to current staff of the University (internally). An advertisement on the University’s website for a period of at least one week meets the requirement to advertise. All academic vacancies must be advertised. To attract international applicants to long term vacancies, all Level B (teaching and research) vacancies should be advertised internationally. General staff who are employed in positions at Level HEE10 or above will normally be offered a contract of up to 5 years. Level 10 Grade 1 and 2 may, at the Dean’s discretion, be filled on an ongoing basis.

 

2.4 Exceptions to Advertising

To assist schools with short term needs there are limited exceptions to the requirement to advertise: General Staff (including research grant funded): General staff can be appointed for up to 2 years without advertisement. In exceptional circumstances a work area may, on approval of the Head of School, extend employment to a total of 2 years (including the initial appointment). Staff appointed without advertisement cannot normally be converted to ongoing appointments without having been selected in competition with others. Teaching and Research Academic Staff Academic staff can be appointed for up to 2 years without advertisement. In exceptional circumstances a work area may, on approval of the Head of School, extend employment to a total of 2 years (including the initial appointment). Research Academic Staff (Research Associates, Research Fellows) Where possible all Research academic positions should be advertised. The University recognises that it is not always appropriate to advertise (eg ARC or NH&MRC named appointments). Schools can make a case to Deans to waive the requirement to advertise if it is reasonably certain that no better person is available.

 

2.5 Selection Criteria

Selection criteria are essential to the selection process. They supply the means by which a selection committee can assess the relative merit of applicants and ensure that the assessment in shortlisting, interviewing and the reference checking stages is made on the same bases for all applicants.

2.5.1 Vacant Position

Selection criteria must be prepared for every vacant position and the selection decision based on these criteria.

 

2.5.2 Preparation

In preparing relevant selection criteria: identify the main purpose of the position identify the duties or responsibilities which must be performed to achieve this purpose determine the indicators of successful performance of these duties determine the essential and desirable qualifications, skills, knowledge and experience required

 

2.5.3 Work Categories

Selection criteria should be work-related and will normally cover the following four categories (see Position Description Form): qualifications or training relevant skills and abilities relevant knowledge relevant previous work experience

 

2.5.4 Academic Positions

For academic positions, selection criteria will be prepared by the head of school and approved by the Dean. For general staff positions (excluding those at a senior level), approval of the head of school is required.

 

2.5.5 Teaching & Research Positions

Selection criteria for teaching and research academic positions should be based on the University's standard selection criteria (see Attachment A – 8). They should include requirements related to teaching and research and be consistent with the position classification standard appropriate to the level of the position.

 

 

 

3 Advertising

3.1 Need to Fill A General Staff Vacancy?

To ensure your advertisement is placed as quickly as possible it will help if you follow the steps below: What Do I Need To Do? Firstly: New Position Send the Position Description for new positions to Lucette Cant / Janet Saldanha via email attachment for classifying. Forms can be found at: Position_Description_Template.rtf   Existing Position Ensure that the Position Descriptions for existing positions are up-to-date. Copies can be obtained by contacting Classifications on ext 1239 or email to classifications@admin.uwa.edu.au or by accessing TRIM. Discussing the duties with current or recent incumbents of the position will assist this process. Update Position Descriptions to reflect changes on electronic document and send via email attachment to classifications@admin.uwa.edu.au for assessment. The Classification Officer will advise you within 2 weeks when the amended Position Description has been assessed and classified. If a redeployee is identified you will be advised.   Now You Can: Fill out Request to Advertise Form, fax copy to Ros Stevenson on 1194 if Level 4 or above and get appropriate signatures. Prepare draft advertisement (see below for example) in an electronic Rich Text Format (RTF) document.   For jobs classified at Levels 1 – 3 Email Position Description and draft advertisement to the Administrative Assistant, Equity & Diversity or Malcolm Fialho mfialho@admin.uwa.edu.au in the Equity and Diversity Office to seek suitable candidates through the Diversity Job Bank (DJB). Do not send documentation to the DJB prior to classification as the documentation will be returned to you delaying the process. Applications will be promptly sent to you by the Equity and Diversity Office. Send the signed Request to Advertise in the internal mail to the Administrative Assistant as soon as possible. Advise the Administrative Assistant of outcome.   If the DJB does not find a suitable applicant/s: Email draft advertisement and TRIM Reference Number (only classified position documentation will be accepted) to rstevenson@admin.uwa.edu.au in an electronic RTF document, by noon of the Friday 1 week prior to advertising. Do not send documentation to Ros Stevenson prior to classification as the documents will be returned to you delaying the placing of the advertisement. Fax Request to Advertise to Ros Stevenson on 1194, even if not signed. Send the signed Request to Advertise by internal mail to Ros Stevenson (M350) by the Wednesday prior to the appearance date. NB: Human Resources does not have the authority to publish advertisement without the appropriate approvals.   Levels 4 and above Email draft advertisement and TRIM Reference Number (only classified position documentation will be accepted) to rstevenson@admin.uwa.edu.au in an electronic RTF document by noon on the Friday 1 week prior to advertising. Do not send documentation to Ros Stevenson prior to classification as the documents will be returned to you delaying the placing of the advertisement. Fax Request to Advertise to Ros Stevenson on 1194, even if not signed. Send the signed Request to Advertise in the internal mail to Ros Stevenson (M350) by the Wednesday prior to the appearance date. NB: Human Resources does not have the authority to publish advertisements without the appropriate approvals.   EXAMPLE SYSTEMS ENGINEER (REF 123) SCHOOL OF CIVIL & RESOURCE ENGINEERING An opportunity to help shape the future 3 year appointment Closing Date: 1 January 2002   The School of Civil & Resource Engineering is a large teaching and research group, with well equipped laboratory and experimental facilities with many computer driven items of testing equipment. We are seeking a person with: High motivation Keeness to embrace new responsibilities   The full position description and the criteria for selection are included in the application package; please refer to application details below. To discuss or clarify any aspects of the position please contact Josephine Bloggs on 9555 5135 or jbloggs@aussie.com.au. SALARY RANGE: HEE Level 7 $48,928 to $54,424 The University offers an attractive benefits package including generous superannuation, salary packaging, generous leave provisions and a challenging and supportive working environment. Application Details: Interested applicants must obtain the position’s application package by accessing the website below or telephoning the 24 hour “hotline” on 6488 3733. Essential details of UWA’s application procedures are contained in the package. http://jobs.uwa.edu.au/   SAMPLES PERSONAL ATTRIBUTES/BEHAVIOURS (We are seeking a person with:) A willingness to assist others An eye for detail Commitment to Equity and Diversity Customer focused Desire to succeed Embrace change Energy and vision Enthusiastic Entrepreneurial Flexible Friendly attitude Good memory Initiative and aptitude Innovative Keenness to embrace new responsibilities Motivated Positive attitude Professionalism Responsible Responsive Self motivated Team building capabilities Team player Willing to learn   ROLE (Text) Wear many hats and enjoy the variety Diverse varied role Career start opportunity Varied and vital role Hands on executive support role Challenging and varied role Broad range of responsibilities   POSSIBLE BENEFITS (Blurb or Text) Career mentoring Generous superannuation Sports facilities Child Care facilities

 

3.2 Funding - General Staff

Central funding is available for external advertising of operating grant funded positions as follows: one advertisement in the West Australian. Operating grant funded positions (funds received from DEST and Full Fee Funds) under the University Budget comprises Funds 10 and 11 only. All other advertisements, including those funded from 63, will be charged to the respective Business Unit and Project Grant which must be provided on the Request to Advertise form.

 

3.3 Search Plan - General Staff

For all senior general staff positions the head of school must prepare a search plan at the time of drafting the advertisement.  Implementing a search process is a way of broadening the field of well qualified applicants and identifying potential applicants from diverse groups of people.  The search goes beyond the normal advertising process but it does not: imply that anyone encouraged to apply through the search plan will be treated other than on merit mean that candidates who have no realistic chance of appointment should be encouraged to apply The search plan should be submitted along with the advertisement and the selection criteria to the Dean for approval.  Particular attention should be given in the search plan to the possibility of identifying qualified female applicants.

 

3.4 Publication

The publication in which overseas advertisements is to be placed will be identified by the head of school and endorsed by the Dean. Funding will be based on the cost of 11 column centimetres in the Times Higher Education Supplement. Additional costs will be charged to the school/faculty.

 

3.5 Additional Advertising

Any additional advertising will be coordinated through Human Resources and charged to school or faculty accounts which must be nominated when submitting advertising material. The request for advertising must be made on the appropriate form.

 

3.6 Additional Information

All general staff positions will be advertised in the Human Resources Job Vacancies webpage. Information on University personal files is not available to selection committees, therefore staff applying for vacancies must supply all information relevant to their applications. All applicants need to address the selection criteria in their written application to be considered for interview. Information for internal staff about how to address selection criteria can be obtained by contacting the Centre for Staff Development. The General Staff Agreement 2009 provides that vacancies are advertised in the Employment Opportunities with a minimum closing period of one week (current practice is a closing period of 2 weeks) with written applications submitted by the closing date specified in the advertisement.

 

3.7 Need to Fill An Academic Staff Vacancy?

To ensure your advertisement is placed as quickly as possible it will help if you follow the steps below: What Do I Need To Do? Firstly: Consider the profile of your students and the needs of the School. Consider what attributes you are seeking – discussions with colleagues will assist. Now You Can: Prepare position documentation (selection criteria and search plan). Fill out a Request to Advertise Form and fax to Ros Stevenson on 1194. Get appropriate signatures on Request to Advertise form. Prepare a draft advertisement, (see below for example) in an electronic Rich Text Format (RTF) document. Email documentation and draft advertisement to rstevenson@admin.uwa.edu.au electronic RTF attachments by close of business Friday 1 week prior to publication. Send the signed Request to Advertise form by internal mail to Ros Stevenson (M350) by the Wednesday prior to the first appearance date. Human Resources does not have the authority to publish advertisements without the appropriate approvals. We can only guarantee placement of the advertisement if the documents are received on time, are complete and are in the appropriate format. EXAMPLE SENIOR LECTURER (2 POSITIONS) (REF 456) GP VOCATIONAL EDUCATION AND TRAINING UNIT SCHOOL OF PRIMARY HEALTH CARE Fixed term until 31 December 2004 Full time with consideration given to applicants seeking a 0.5 appointment Closing Date 1 January 2002 Appointees to these positions will have responsibility for the education and training of GP vocational registrars, will be based at General Practice in Claremont and will be involved in considerable travel. We are seeking people with the following : Energy and vision Commitment to teaching SALARY RANGE: Level C $65,810 to $75,885pa (full time) Plus a clinical loading of $17,669pa (full time) and limited rights of private practice. Applicants with teaching experience are requested to submit a teaching portfolio as part of their application. For further information regarding the position please contact Professor J Bloggs on 9555 1234 or jbloggs@uwa.com.au *Located adjacent to the picturesque banks of the Swan River, The University of Western Australia offers an attractive benefits package including generous superannuation, fares to Perth (if applicable) for appointee and dependants along with a removals allowance, generous leave provisions and a working environment that is the envy of many. These and other benefits will be specified in the offer of employment. Application Details: For copies of the selection criteria please access the website below. Written applications quoting the reference number, personal contact details, qualifications and experience, along with contact detail of three referees should be sent to Director, Human Resources, The University of Western Australia, 1st Floor, Motorola Building, Cnr Fairway and Cooper Street, Crawley WA 6009 by the closing date. If you wish to apply for more than one position, you must complete a separate application form for each position. http://jobs.uwa.edu.au/ *This paragraph is included only when advertising in a newspaper outside of Western Australia.

 

3.8 Funding - Academic Staff

Central funding is available for external advertising of operating grant funded positions as follows: Academic and Academic Related positions Lecturer B and above (other than chairs): One national advertisement, normally in the Australian Higher Education Supplement and an allowance of $AUD500.00 towards one electronic advertisement, or $AUD1000.00 towards advertisement in a further hard copy publication. Senior Administrative, Senior Professional, and Associate Lecturer/Research Associate positions: One advertisement in the West Australian or the Australian Higher Education Supplement, (exceptions may be made for senior specialist positions by agreement with Director, Human Resources.) Operating grant funded positions (funds received from DEST and Full Fee Funds) under the Unversity Budget comprises Funds 10 and 11 only. All other advertisements, including those funded from 63, will be charged to the respective Business Unit and Project Grant which must be provided on the Request to Advertise form.

 

3.9 Search Plan

For all academic positions the head of school should prepare a search plan at the time of drafting the advertisement. Implementing a search process is a way of broadening the field of well qualified applicants and identifying potential applicants from diverse groups of people. A search goes beyond the normal advertising process but it does not: imply that anyone encouraged to apply through the search plan will be treated other than on merit mean that candidates who have no realistic chance of appointment should be encouraged to apply The search plan should be submitted along with the advertisement and the selection criteria to the Dean for approval. Particular attention should be given in the search plan to the possibility of identifying qualified female applicants (see guidelines for search procedures at Attachment A – 7).

 

3.10 Additional Information

Advertising of all employment opportunities in Australia will be in accordance with section A – 3.1. Heads of school in which the vacancy exists are encouraged to pass on details to colleagues within Australia and overseas. Where appropriate the details should be forwarded to house journals, many of which publish notices of vacancies either at no charge or for a small fee (also chargeable to the school or faculty account unless the total cost of overseas advertising is within the allowance specified in 3.2 above). Closing dates for academic appointments are usually a minimum of four weeks following publication of the last advertisement for advertisements limited to Australia and 6-8 weeks when applications are sought from overseas. Specialist journals with infrequent editions or long lead times before publication may influence the closing date.

 

3.11 Research Grant Funded Advertising

There is no provision in the central funding for the advertising of research grant funded positions or other positions funded by outside bodies. Funding for such advertising (and any relocation costs) is the funding source responsibility.

 

 

4 Salary Budget Data

Salary Budget Data

4.1 Salary Budget Data 2006

Salary Budget Data 2006

 

4.2 Salary Budget Data 2007

Salary Budget Data 2007

 

4.3 Salary Budget Data 2008

Salary Budget Data 2008

 

4.4 Salary Budget Data 2009

Salary Budget Data 2009

 

 

5 Selection and Appointment Guides

Selection and Appointment Guide for Chairs of Selection Committees for an Academic Staff Vacancy Human Resources June 2004   INTRODUCTION Please read these guidelines prior to convening the selection committee and commencing short listing as they outline the entire process and will assist you and your selection committee understand your responsibilities. These guidelines will also assist you to work within both an efficient and ethical framework. It is a requirement for the Chair to have attended recruitment and selection training and it is expected all members will have attended. If your training did not occur in recent years please consider receiving an update. The selection and recruitment process is a critical factor in ensuring the University has the right staff. How well we manage this process also enhances the University's credibility and underlines our commitment to integrity, accountability and transparency in our decision making processes. Based on the assessment and recommendations made by you and your selection committee, the University will make an offer of employment. This is a significant commitment of the University's financial, management, training, and other resources to an individual. Sound business practice requires the selection process to provide a clear basis for entering into such a commitment and is documented such that recruitment decisions are capable of review.   Key Principles The recruitment, development and retention of high quality staff is the University's prime objective. It has chosen a merit based selection system to optimise the potential for selecting the best person. This method uses a combination of written application, behaviourally based interview questions, testing/presentations and referee reports to determine relative merit against defined selection criteria. This process has been established to ensure the best possible choice and that there is no discrimination on grounds unrelated to the requirements of the position. The prerequisites and selection criteria for each position supply the means by which a selection committee can assess the relative merit of applicants to ensure their assessment is made on the same basis for all applicants. If the prerequisites and selection criteria have not been reviewed and updated, you could recruit the wrong person for the position based on outdated requirements and duties. For further information on, or assistance with, the selection process please contact the Human Resource Adviser on ext 4671. For further information on or assistance with appointment matters please contact the appropriate Human Resource Officer (Contact Guide). Details of the University's policies and procedures regarding recruitment and selection can be found at Staff Selection. The following documents are appended to these guidelines to assist you in the selection process: Appendix 1 – Short listing and Interview Rating Scale Appendix 2 – Sample Questions Appendix 3 – Suggestions for Conducting Selection Interviews Appendix 4 – Seminar Presentation Sample Evaluation Criteria Appendix 5 – Selection Reporting Checklist Enclosed are three forms which require completion as part of the selection and appointment process documentation. Statement of Confidentiality Standing Selection Committee Recommendation to Offer New Employment Contract   THE SELECTION PROCESS FLOWCHART OF SELECTION PROCESS Setting up a Selection Committee As the Chair you are required to set up a Selection Committee comprising: Dean of the Faculty as chair for Levels C & D (may be delegated to Head of School or nominee for Levels A & B and Research Academic positions) two other members of the School the Head of School or nominee one member from outside the School (a member of academic staff at equivalent or higher level from another School) At least one female and one male must be on the committee to provide gender balance. The issue of diversity should also be considered in establishing the committee. If the appointment is to a clinical or para-clinical department in a teaching hospital it is usual to co-opt the chairperson of the Hospital’s appointments committee or nominee. The selection committee should not include any person who has a close personal relationship with an applicant. If that member of the committee is the most appropriate, they are required at the outset to declare their relationship to the applicant. Search and Screen committees are required for Professor Level E appointments. You may choose to establish a Search and Screen committee and to assist you with this process please refer The Search And Screen Committee   Responsibilities of the Chair and Selection Committee To read and sign the 'Statement of Confidentiality' form. To maintain confidentiality at all times. All proceedings related to the selection and appointment of staff are strictly confidential. Access to all papers, including applications, is to be limited to members of the selection committee and the committee's secretary. Deliberations and decisions of the committee must not be discussed outside the committee without the specific authority of the Chair. If applicants make queries as to the progress of the selection process, or the deliberations of the panel, their queries should be referred to the Chair for response. To agree on selection techniques, weighting of criteria, interview questions or other evaluation tools prior to interviews to ensure all applicants are treated in an equitable manner. To structure interviews and other exercises consistently. To provide feedback to applicants. All applicants are entitled to receive feedback from the selection committee once they have been formally notified of the outcome. Either the Chair or previously agreed upon committee member must respond to such requests in a timely manner. To ensure the process is completed within a reasonable timeframe.   The Assessment Process Only One Application is Received For an Advertised Vacancy It is a requirement that a Selection Panel is convened to assess the application against the criteria outlined in the position description and a decision made as a panel as to the suitability of the applicant. If all panel members are unanimous that the applicant meets all the requirements of the role, recourse to interview is not required. The process must be clearly outlined in the selection report provided to Human Resources. Short Listing Assessing the written applications is the first step in identifying competitive applicants for further assessment. All committee members are to be involved in the short listing process. As Chair, you need to ascertain, for internally advertised positions, the applicant’s employment status at UWA before sending the applications, together with the Statement of Confidentiality, to all members of the Selection Committee for independent short listing. Set up a full committee meeting to jointly rank the applicants against the criteria to determine an initial short list according to an agreed rating scale (see Appendix 1) and document the results. When you and the Selection Committee are reading the applications: think about the environment in which the position functions translate the claims made by applicants into this context consider whether the experience described demonstrate the applicant's understanding of the requirements of the position assess the level of their formal skill and understanding It is helpful to assess the written applications against a matrix (refer attached). Only applicants considered competitive for the position need to be interviewed. Ensure short listed applicants have signed the Privacy Authorisation and if not contact them to get authorisation. Seek referees’ reports for all short-listed candidates including from members of the Committee who have been approached to act as a referee for one or more of the short listed applicants. Providing a report before the applicant’s performance at interview is considered a way of minimising bias and maintaining transparency of decision making. Advise non-short listed INTERNAL applicants of their performance relative to the criteria and the reasons for not granting an interview. Document the short listing process and outcomes. Return all non-shortlisted applications to HR Services, Human Resources by hand so they can prepare and send ‘regret to advise’ letters. You and the selection committee through a further meeting or via email must: discuss the content, structure and evaluation of the interview/seminar/research presentation and order it in a logical way (a seminar or Research presentation is not compulsory for research vacancies or Teaching and Research vacancies of less than three years) consider referees’ reports decide on a final short list for interview finalise the interview questions and/or other assessment method(s) related to the criteria Return the final non-shortlisted applications to HR Services, Human Resources by hand so they can prepare and send ‘regret to advise’ letters.   Referee Reports This process is to obtain information about the applicant’s workplace behaviour from persons nominated as referees. The aim is to collect further evidence about the applicant’s suitability with respect to each criterion. If you or a committee member identifies a person not nominated by the applicant as referee, you must get the applicant’s permission to contact this person and give them an opportunity to comment on any possible referee bias. Whenever possible the applicant’s current supervisor should be contacted (with the consent of the applicant). You should seek other views where there are differences of opinion between referees. If the person is working or recently worked at the University their supervisor should be contacted. Where an applicant's referee is also a member of the selection committee, his/her comments should be considered no differently to any other referee. You should only ask referees questions directly related to selection criteria. All responses should be recorded in writing.   The Interview and Other Job-Related Exercises The purpose of the interview is to complete the picture about the applicant you have formed from the short listing process. The interview should seek to explore more fully claims made in the written application and to assess verbal communication and interpersonal skills (remembering that some applicants will handle the interview better than others). Helpful suggestions for conducting the interview are at Appendix 3. For some positions it is important to test a specific skill or knowledge. In reaching an assessment the committee should consider all the data available about the application — the written application, interview, seminar/research presentation and referee reports. The more sources of information used, the greater the chances of forming an accurate and well rounded assessment of the applicant's suitability for the position. Arrange for each short listed applicant to be contacted, with as much notice as possible, and advise: interview time, date and venue that a seminar or research presentation (if applicable) is part of the assessment process including where it will be held and the time the approximate time the process will take Ensure they are asked if they have any special requirements when making these arrangements. Ensure all members of the selection committee attend and assess the seminar/research presentation in accordance with the suggested evaluation criteria attached (refer Appendix 4). Organise a comfortable waiting area for applicants and inform reception. Take a lead role in the formal interviews (see Appendix 3). Sight originals and copy evidence of qualifications and eligibility to work in Australia if not an Australian or New Zealand citizen. If these are not available, you should advise the applicant any offer of appointment may be subject to the production of evidence within a reasonable period of time. Ensure the key elements of the interviews and subsequent deliberations are recorded through notes taken by the Selection Committee.   After the Interview – Chair and Selection Committee Rank the applicants based on all available data according to an agreed rating scale (see Appendix 1): written application interview seminar/research presentation (if applicable) referees’ reports Make the final decision.   Making the Final Decision and Reporting the Outcomes of the Selection Process – Selection Report (See Appendix 5 for a detailed checklist) Sound business practice requires that the selection criteria provide a clear basis for entering into an employment arrangement with an applicant and enables the decision making process to be transparent and capable of review. You and the selection committee should discuss the referee reports and confirm rankings, with all interviewed applicants assessed against all criteria for the position. As Chair you should ensure all documentation that summarises the selection process and makes a recommendation on appointment is adequate, ie, ensure the decision is transparent and capable of review. The report must contain sufficient information to provide feedback to individual applicants and must demonstrate with some rigour how the selection committee arrived at its conclusions and should include: the name of the recommended applicant a clear statement why this applicant was considered more appropriate than other short listed applicants direct evidence that the recommended applicant meets the selection criteria, including results of interview, seminar/presentation and referees report verification of essential academic qualifications a comment on the selected applicant’s research record (where applicable) brief statement on all short listed applicants referring explicitly to their competitiveness in relation to the selection criteria and the selected applicant There may be occasions where a selection committee is unable to reach a consensus decision. If this occurs they may choose to employ additional assessment techniques (eg further interview, extra referees), or make a majority decision with the dissenting committee member(s) submitting a minority report. A minority report must clearly set out the reasons for disagreement in regards to the selection process and/or recommendation. A helpful checklist for ensuring the completeness of selection reports is at Appendix 5. There is no obligation to appoint if it is believed there are not any suitable high quality applicants. The position should be re-advertised and a search process commenced.   Finalising the Outcome The selection report should be endorsed by the Dean or equivalent. A Recommendation to Offer New Employment Contract is not a formal offer of employment. An offer of employment can be made only through Human Resources after the appropriate level of approval has been obtained. You may advise an applicant that they are the ‘recommended applicant’ but in no circumstances should you offer them employment as the University could be at risk if a verbal contract is offered prior to appropriate authorisation and then withdrawn. Appointments will generally be to the minimum of the salary range. If the selection committee believes that circumstances warrant consideration of a higher salary this must be approved by the Dean or equivalent. If an external applicant is to be recommended for appointment and you become aware that they are currently in receipt of a workers' compensation payment, please contact the University's Occupational Therapist on ext 2784 as your work area may be entitled to some special benefits. Retain a copy of the selection report so you can provide feedback. Hand deliver the following completed documentation (except for Research Academic appointments) to the Deputy Vice Chancellor for endorsement on the Standing Selection Committee form: selection report completed and signed Recommendation to Offer New Employment Contract form Statement of Confidentiality all short listed applications all other papers related to short listing and interview Hand deliver the above documentation to the Director, Human Resources for final endorsement on the Standing Selection Committee form. All documents will then be given to HR Services to prepare a letter of offer for the successful applicant and letters to all short listed applicants advising the outcome of their interview. Research Academic interview and appointment papers should be submitted to the Dean of Faculty for approval before being delivered to Human Resources. Ensure you advise HR Services if unsuccessful letters are to be withheld from the 2nd and 3rd ranked candidates pending acceptance of the offer. If an internal applicant has been recommended, confidentially liaise with the relinquishing work area regarding a commencement date. See policy statement at Internal Transfers for more details.   Feedback for Interviewed Applicants All applicants should be offered the opportunity of post interview counselling as feedback promotes confidence in the selection process and can be helpful to applicants in future applications. Feedback should be positive but realistic and specific. It should address the selection criteria, identifying the applicant’s strengths and areas requiring further development if future applications are to be successful. As Chair of the Selection Committee (or your nominee) you should contact all unsuccessful internal applicants to offer feedback and be responsible for responding to similar requests from external applicants in a timely manner.   APPENDIX 1 SHORT LISTING AND INTERVIEW RATING SCALE   SUGGESTED RATING SCALE A Outstanding Significantly exceeds the criteria required for successful job performance. B Excellent More than exceeds the criteria relative to quality and quantity or behaviour required. C Good Exceeds the criteria relative to quality and quantity or behaviour required. D Adequate Meets criteria relative to quality and quantity or behaviour required. E Inadequate Does not meet the criteria in both quality and quantity or behaviour required. F   Cannot be assessed on the evidence provided.   APPENDIX 2 SAMPLE QUESTIONS   What do you bring to this position that could convince this committee that you are the right person for the job? This position requires teaching across a number of undergraduate courses associated with …………………, including an introductory course so please briefly describe your capability to teach in each of these various areas. How would you approach teaching in the area of ……………… What is your philosophy of teaching and how has that philosophy been exemplified in practice? What strategies do you think work best in promoting effective learning? This position requires some collaborative teaching. What do you think is most important for sustaining successful collaboration in such circumstances? This position requires the successful applicant to be willing to direct and supervise postgraduate students and major honours or postgraduate research projects. Outline your experience with postgraduate supervision and describe the approach you typically like to take. How would you get a PhD student back on track if her/his work was at a stand-still mid way through her/his candidature? How do you envisage striking a balance between your research and teaching roles? In its approach to academic work, UWA foregrounds the nexus between research and teaching. Please explain to us what you see as the relationship between your own research and the teaching you would be doing in this position. Are there research projects you would like to pursue if you were offered this position? Briefly outline what you see as your main research directions over the next …… years. How would you translate your current research programme to UWA? What are your main strengths as a researcher? Have you applied for any external research funding, and if so, how successful have you been? Describe what you regard as your most significant achievements in research and/or practice in …………… Have you had much to do with administrative matters within your current department, and if, describe them for us? This university has a strong commitment to promoting equity and diversity, both in employment and in its treatment of students. Please tell us something that might indicate your own willingness to tackle such issues in an educational context such as this.   APPENDIX 3 SUGGESTIONS FOR CONDUCTING SELECTION INTERVIEWS Introduce the members of the committee Outline the interview format, mention note taking and the opportunity for questions at the conclusion of the interview Confirm the applicant has read the position description/selection criteria Provide some brief scene setting about the organisational structure and how the position fits Ask the interview questions as pre-determined by the committee. Record responses. Make individual assessments prior to discussion with committee members Document the discussion Advise on special conditions (leave, transfers, locations). Ask if the applicant can meet these commitments. Ask if the applicant has leave commitments already made. Reassure them that this is not to disadvantage them as the selection is based on merit but to factor in leave requirements Invite questions Advise on the next step in the selection process and timing for decision making Thank the applicant and escort out   APPENDIX 4 SEMINAR PRESENTATIONS SAMPLE EVALUATION CRITERIA   The following factors could be taken into account in determining the effectiveness of seminar presentations. These factors are presented as suggestions only, and should be modified according to the particular situation. 1. Presentation clarity of speech pacing (too fast? too slow? too static? varied?) use of aids (effective use of handouts, overheads and other aids) use of teaching strategies (questioning, signposting, eye contact) enthusiasm suitability of overall presentation for the size of the group and the topic 2. Content appropriateness of the level of material familiarity with the topic, including current research findings use of relevant examples and illustrations (where appropriate) appropriateness of the content of aids (handouts, overheads etc) 3. Organisation and Integration logic and coherence of material balance between different parts of the presentation links to other areas (if appropriate) relevance of all the parts to the whole   APPENDIX 5 SELECTION REPORTING CHECK LIST Ensure the following documentation is included with all the applications the Standing Selection Committee form the names and titles of all committee members and Chair signed Statement of Confidentiality (to be signed by all selection committee members) the search plan including advertising details — when advertised, where and closing date the position description including selection criteria a completed Recommendation to Offer New Employment Contract form approved by the Dean (or equivalent) the selection report (see below) to be signed by all selection committee members where practicable Ensure the following information is included in the Selection Report position details the title position number organisational location status of the position (full time or part time; ongoing or fixed term) the number of applicants with a list of those both short listed and not short listed for interview a summary of the process used in selection individual assessment of each short listed applicant against the selection criteria a comparative assessment of all short listed applicants a statement of recommendation signatures of Selection Committee members Ensure the following information is attached to the selection report the search plan (where applicable) the short list report with brief reasons why non-short listed applicants were excluded the list of questions asked in the interview summary of contact with referees results of any other assessment processes

 

6.1 Term of Appointment

Academic staff can be appointed for up to 1 year without advertisement. In exceptional circumstances a work area may, on approval of the Head of School, extend employment to a total of 2 years (including the initial appointment). The following conditions apply to fixed term appointments 1 year or less: Probationary period of 3 months. Eligible for membership of the Unisuper Accumulation 1 plan. No right to promotion or study leave provision, however, in the event of obtaining an appointment to which study leave applies the period of of this appointment may be taken in to consideration. Not convertible to tenurable or tenured appointments.

 

6.2 Approval

The Senior Deputy Vice Chancellor, as chair of the Standing Selection Committee, should approve all advertised tenurable and fixed-term recommendations for appointment.

 

6.3 Full time equivalent

Subject to the needs of the school and University, and on the recommendation of the head of school and the formal approval of the Dean, appointments may be made on a part-time or shared basis. Transfers to part-time appointments by academic staff may be made permanently or for specific periods. Tenurable/tenured part-time appointments may be converted to full time depending on the needs of the school. Conditions for part-time appointments are similar to conditions for equivalent full-time appointments. Where full-time members of academic staff wish to transfer to a part-time appointment, appropriate recognition will be given for prior full-time service at this University at the date of transfer. Members of staff wishing to obtain an indication of their credits on transfer for study leave and long service leave should contact Human Resources requesting details of the conditions of transfer and stipulating the proposed date of transfer.

 

6.4 Review period

In addition to the categories outlined above, appointments may be advertised as either: subject to review (the review period being similar to a probationary period); or not subject to review.

 

6.5 Annual Review

All tenurable appointments will be subject to annual review. The review process is outlined in Part B.

 

6.6 Visiting and Honorary Appointments

Visiting and honorary academic appointments are approved by the Dean on the recommendation of the head of the school concerned. Note that in the case of retired staff taking up senior honorary (research) appointments the Dean shall advise the Accommodation Advisory Committee of the availability of accommodation.

 

7.1 The Position

Determine the nature of the position in terms of the specific teaching and research interests required, the needs of post-graduate students and any other school requirements. It is useful to consult with all members of staff in making this decision. Recruitment of a new staff member, particularly to a tenurable position, may have long-term implications and should be made in the context of the school's longer-term strategic goals and objectives. Increasingly it is recognised that it is desirable that the University's staff reflect more accurately the diversity in the cultural background and gender of the broader student community. If there is an imbalance, for example, in the ratio of male to female staff, in tenurable positions or at the higher promotional levels, then special efforts may be required in the search process. In drafting selection criteria for the position refer to the guidelines found in Human Resources Policy and Procedures (Part A – 2.5). This is a critical task as the selection committee will assess applicants against these criteria. In order to encourage diversity in the school's staffing it is useful to identify specific selection criteria such as meeting the needs of female post-graduate students or working with a culturally diverse student population. The level of the position advertised will help define the likely range of applicants. Job-share opportunities or fractional appointments may particularly attract women applicants.

 

7.2 The Advertisement

Specific information about advertising can be found in the Human Resources Policies and Procedures. Contact the HR Adviser (Recruitment) in Human Resources on extension 4273 for assistance in the preparation and placement of advertisements. Publications such as Campus Review and The Directory are targeted specifically to universities and higher education institutions. To assist in increasing the number of women applicants, word the advertisement to encourage applications from women. For example: include a statement in the advertisement such as 'women are particularly encouraged to apply' or 'should have the capacity to advance the interests of both male and female students'. note in the advertisement any areas of teaching or research that may be of particular relevance or interest to women or where there has been a high level of enrolments from female students, for example, feminist studies, environmental studies or development studies. Given the differences between academic years it will be important to consider the timing of the advertisement if applicants from the northern hemisphere are being sought.

 

7.3 Distribution of Information

While advertisements are important in recruitment, they need to be supplemented with other strategies. Circulating information about the vacancy as widely as possible is necessary to develop a large and diverse pool of applicants. In some instances targeting of some specific individuals may be useful. The following avenues may be useful. Personal Networks: Contact colleagues interstate and overseas with information about the position and ask them to disseminate it within their departments. In the case of appropriate individuals, send information directly to them and encourage them to apply. Send copies of the position description to qualified women in the field who are known to staff members of the school, including ex-students, current and ex-staff. Professional Networks: Conferences can be useful talent spotting opportunities where all school staff can play a role. Recent journals in the relevant field can be used to identify potential applicants. Professional associations may have newsletters or mailing lists. In some instances there may also be women's sections or caucuses of relevant discipline associations. Internet: Computer discussion lists on the Internet can be used to disseminate information about vacancies. Ensure an E-Mail address for a response is clearly identified. Vacancies are placed on the UWA employment web site. Targeting (Institutions): It may be useful to write to universities with highly regarded reputations in the advertised discipline area, asking them to disseminate the vacancy information among staff and students. Targeting (Individuals): Checking the references in well-regarded journals can identify active researchers in the school's area of interest and these individuals can be contacted directly. This strategy is particularly useful in seeking senior level staff. In order to increase the interest of women applicants, there are some specific avenues to consider: Ensure that women who are contacted are assured of the University's commitment to implementing equal opportunity policies. Become familiar with the work of women in the discipline by inviting them to visit the school as part of a visiting scholars scheme, or to give papers at seminars or conferences. Monitor the gender of applicants shortlisted for positions and survey how successful applicants heard about the vacancy.

 

7.4 Getting and Keeping Applicants Interested

This University provides a number of benefits, both tangible and intangible, which can be very attractive to potential applicants. They include: tenure fully paid study leave and generous travel grant an attractive superannuation scheme excellent on-campus child care and out of school care facilities working in a top class institution with high quality undergraduate students and a significant proportion of post-graduate students national success in research grant applications the Western Australian lifestyle, weather and public amenities Ensuring that applicants are fully aware of these benefits should assist to expand the applicant pool. Information about the position and the University can be accessed through the UWA web site. Alternatively it can be sent via e-mail. It is suggested that an E-mail address is included in the advertisement and in other materials disseminated in regard to the position. Additionally, for serious candidates at a senior level, the following web sites may be of assistance: http://www.crownrelo.com/unirelo http://www.wa.gov.au/ http://www.streetsofperth.com.au/homepage.htm Applicant follow-up is important to keep them interested in the position while the selection process is underway. Some suggestions: Be prompt. Because top class candidates often have a number of options available to them, it is helpful to complete the selection process as quickly as possible. While Human Resources can provide standard information about the University many applicants will have specific questions which can be answered only by the head of school. By encouraging applicants to ask questions and being open in response, important information essential for making a significant family decision, which goes beyond the position itself, can be communicated. It is helpful to inform applicants about the support the University can offer in terms of resettlement. In some instances it may be useful to engage the services of private relocation consultants who will assist a successful candidate with housing and schools. Given that a personal interview is required for any position three years or more in length, this time becomes an important opportunity to 'sell' the school, the University and the city to shortlisted applicants. If funding is available it may be helpful to ensure that interviewees see as much as possible of the region. Where funding permits, consideration may also be given to bringing the partners of serious candidates to Perth. Such additional costs must be borne by the school or faculty. It is important to keep shortlisted applicants informed about the progress of the selection process. Human Resources will let non-shortlisted candidates know their position. Sample Search Plans are at Attachments A and B.

 

7.5 Attachment A: Sample Search Plan

LECTURER/SENIOR LECTURER IN –––––––––––– SCHOOL OF ––––––––––––– The School of ––––– has been aware of the need to fill the current vacancy for some time and members of the school have given serious consideration to what is needed to meet our longer term objectives. We have identified an important change in the nature of our student body over the last few years. Over 25% of the undergraduate students in the school are now women and there are increasing numbers of female post-graduate students. We are also attracting significant numbers of overseas students. At present, however, there are no women academics in this school and in the past we have had few applications from women. Our school discussions have identified meeting this emerging need as a priority. Therefore we are particularly keen to attract a range of highly qualified women applicants to this position. During the past year members of staff have been using opportunities at professional conferences to meet academics working in this area, especially women, and to note their areas of interest. We have kept a file on these and added to this file the names of those women who have previously completed their doctorates. All members of staff have also been asked to review contacts within their professional networks in order to identify potential applicants or institutions with strong graduate programs in the advertised area. In order to attract high quality applications from a more diverse range of people, as well as more applications from women, we intend to act as follows: The advertisement will be worded to encourage applications from women, for example: 'women are particularly encouraged to apply'. The position will be advertised with the possibility of filling it with two fractional appointments. We are writing to all universities with strong reputations in the advertised area asking them to disseminate the information about the position. We have engaged a post graduate student to analyse some of the recent literature in this area and to identify institutions and individuals whose research interests appear relevant so that they can be individually targeted. We are contacting professional associations and, where they exist, women's sections of those associations. To encourage women to apply we will ask for the names of women working in the field in which selection is to take place and send them the advertisement and selection criteria. We will also ask for an advertisement to be inserted in any women's newsletters of these bodies. We are keen to attract staff with a commitment to encourage female doctoral students and who can work successfully with students from a wide range of cultural backgrounds. This is included in the selection criteria.

 

7.6 Attachment B: Sample Search Plan

LECTURER/SENIOR LECTURER IN –––––––––––– SCHOOL OF ––––––––––––– The School of ––––– has been aware of the need to fill the current vacancy for some time and members of the school have given serious consideration to what is needed to meet our longer term objectives. We have identified an important change in the nature of our student body over the last few years. Over 50% of the undergraduate students in the school are now from overseas or non-English speaking backgrounds in Australia. Increasing numbers of them are now also entering post-graduate work. We have recognised a need to provide some additional support for this group within the school. At present, however, there are no academics in this school who have special skills in working with a culturally diverse student group and in the past we have had few applications from such people. Our school discussions have identified meeting this emerging need as a priority. Therefore we are particularly keen to attract a range of highly qualified applicants with relevant experience to this role. During the past year members of staff have been using opportunities at professional conferences to meet academics working in this area and to note their areas of interest. We have kept a file on these and added to the file the names of those students who have previously completed their doctorates in this University. All members of staff have also been asked to review contacts within their professional networks in order to identify potential applicants or institutions with strong graduate programs in the advertised area. In order to attract high quality applications from a more diverse range of people, as well as more applications from people with particular skills in teaching students from a range of cultural backgrounds, we intend to act as follows: The advertisement will include the words: 'academics with an interest and capacity to advance the interests of students from a range of cultural and language backgrounds are particularly encouraged to apply'. The position will be advertised in two overseas journals with significant circulation in countries from which we draw large numbers of students. We are writing to all universities with strong reputations in the advertised area asking them to disseminate the information about the position. We have engaged a post graduate student to analyse some of the recent literature in this area and to identify institutions and individuals whose research interests appear relevant so that they can be individually targeted. We are contacting professional associations and, where they exist, specific sections of those associations in countries from which we draw large numbers of students. To encourage applicants from these countries we will ask for the names of individuals working in the field in which selection is to take place and send them the advertisement and selection criteria. We are keen to attract staff with a commitment to support doctoral students with culturally diverse backgrounds and this is specified in the selection criteria.

 

10.1 Role of the Head of School

10.1.1 Position Summary

Heads of School play a critical role in achieving the mission and objectives of the University, and form part of the University’s senior leadership group. The Head of School is responsible to the Dean for the academic leadership and management of the School. The Head works in partnership with a School Manager, and together they are responsible for the efficient and effective functioning of the School.

 

10.1.2 Dimensions of Leadership

There are three key dimensions and sets of responsibilities for the Head of School position. The detail will be negotiated at the faculty level with the Dean, in the context of the specific needs of the School. The general responsibilities of the Head of School are: Strategic Planning and Coordination Provide academic leadership in the development and ongoing review of the School’s strategic plan and operational priorities Ensure achievement of School objectives Contribute to the University’s mission and goals as a member of the University leadership team Represent the School in the broader University environment Collaborate with other Schools in the planning of teaching and research, and in the use of staff and physical resources Consult, liaise and negotiate with external parties in order to develop effective partnerships In collaboration with relevant School staff, Promote high standards of academic excellence in teaching and learning, research and research training Ensure appropriate course offerings, taking into account student needs and relevant employer groups and professional associations Human Resource Management/People Management Take responsibility for the recruitment of the best possible staff, and support their development, including through the University’s performance management framework, and workload policy Lead by example in developing positive interpersonal relationships within the School Support equal opportunities for all staff, and encourage diversity With the School Manager, ensure compliance with the University’s statutory obligations and policies to maintain a positive and safe workplace for both staff and students Financial and Resource Management Work with the School Manager in overseeing the responsible financial management of the School, including preparation of transparent budgets, allocation of resources and development of marketing plans where appropriate Encourage staff to identify and develop new externally funded opportunities for teaching, research and consultancy Work with the School Manager in overseeing the management of the physical assets of the School, including office and teaching spaces, and equipment In consultation with the School Manager and the Chairs of Discipline groups, ensure that teaching, administrative and other duties are allocated in a fair and transparent manner

 

 

10.2 Terms of Employment

10.2.1 Term of Appointment

To encourage a longer-term strategic planning approach to the activities of the School, Heads will normally be appointed for five years. The appointment may be renewed for up to a further three years subject to satisfactory performance (including consultation with the School staff). Heads and Deans will negotiate an annual set of agreed goals and outcomes that reflect the objectives of the University, Faculty and School. These will form part of the annual performance review of the Head.

 

10.2.2 Remuneration and Rewards for Heads of School

Each Head of School will negotiate with the Dean a total remuneration package (to be approved by the SDVC/VC) based on: Base salary at Level D or E according to individual level. Any Head with a substantive position below Level D will be paid at Level D for the duration of the Headship. An additional allowance identified as appropriate for that particular School, which recognizes the size and complexity of the unit. This allowance may be taken either as salary or in the form of the academic allowance described below. An academic allowance to support the Head’s ongoing research or teaching role, to be taken in the form of research assistance, teaching assistance or other forms of professional development, subject to negotiation. Re-negotiation of the ‘mix’ can take place on an annual basis. An agreed period of study leave, based on accumulated entitlements, will be taken at the completion of the Headship. Successful service as Head of School is an important component of service to the University in applying for academic promotion

 

10.2.3 Annual Review

The Head is responsible to the Dean of the Faculty. The performance of the Head will be reviewed annually through the University’s performance management process.

 

10.2.4 Leadership and Skill Development

Newly appointed Heads (whether appointed for the first time, or whether re-appointed after a period away from the position) are required to complete the University’s Heads Up program at the start of their term. In addition to clarifying the dimensions of leadership identified under 1.2 above, the program encourages strong collegial learning among Heads of School.

 

10.2.5 Deputy Heads

Heads of Schools are required to appoint a Deputy Head. It is recommended that staff be appointed to this position on a one- to two-year basis to give a wider range of senior staff the opportunity to develop leadership skills. Wherever feasible, the Deputy should be of the opposite sex. Their normal workload should be adjusted to acknowledge their work as Deputy. In accordance with University leave policies, Heads of School must seek approval from the Dean when intending to take leave of any description. At the same time, Deans should be advised of proposed acting arrangements. Administrative allowances are payable to Acting Heads of School when the period of acting is for two weeks or more.

 

 

10.3 Selection and Appointment of Heads of School

10.3.1 Appointment

Appointment and re-appointment as Head of School is made by letter of appointment from the Senior Deputy Vice Chancellor, on the recommendation of the Dean, for a nominal specified period (up to five years). The Senior Deputy Vice Chancellor has the discretion to shorten or end the period of appointment of any Head of School and to appoint an alternate Head of School or to make no appointment, depending on the circumstances of the case. Appointments of Deputy Heads or Acting Heads are made by the Dean Deans are responsible for the selection process. Deans are required to identify, on the basis of selection criteria (see 3.2), and through a consultative process, appropriate individuals for the position. It is preferable that a Head be identified at least six months prior to commencing their duties in order that they can participate in forward planning, and appropriate staff development.

 

10.3.2 Selection Criteria

The dimensions of leadership (1.2) provide an overview of the requirements of the role. The standard selection criteria will include evidence of: High academic standing in an academic discipline relevant to the School (normally a Professor or Associate Professor) High level academic and strategic leadership skills Excellent people management skills, and an ability to implement the University’s equity and diversity policies Organizational and resource management skills, including understanding of budget and financial management principles High level interpersonal and communication skills Knowledge of the University’s legislative, budgetary, policy and administrative frameworks After negotiation between the Dean and members of the School, these selection criteria may be amended or supplemented to reflect the particular needs of individual schools at particular times. Additional criteria are particularly advisable where it is likely that the School will be going through a period of significant change that will require particular leadership skills. Discussion about the selection criteria is part of the consultative process between the Dean and the staff, and has two particular benefits. It will assist Individual staff to think about whether they may be appropriate candidates for the Headship All staff to consider who best meets the needs of the School.

 

10.3.3 The Selection Process

Eligibility Deans will normally look first to professorial level staff as potential candidates for the position of Head. Where a potential Head is not a professor, she/he should be a person of high academic standing, with relevant leadership experience. Such a person will be appointed as Head of School at Level D. Such a Head, should they not have been successful in applying for promotion, will revert to their substantive Level at the end of their Headship. External advertising will be considered where all internal options have been exhausted, and must be approved by the Senior Deputy Vice-Chancellor. Timing of the Selection Process It is suggested that approximately twelve months prior to the commencement date for a new Head, the Dean visit the School and outline the process of selection. It is recommended that the new Head be identified six months before taking on the position. This will allow for a six month period during which the appointee can deputise for the current Head, if required, and attend relevant professional development. Broad Consultation and Expressions of Interest It is essential that the selected Head has the confidence of both the University and their colleagues. A selection process that involves broad consultation with all academic and general staff is a means by which confidence can be tested. Deans should seek advice across the School and approach individual staff they identify as suitable. They should seek feedback from all staff (academic and general) on potential Heads. Consultation with cognate schools is also encouraged. Even where there is only one suitable candidate for the Headship, it is appropriate that the consultation process with staff be undertaken. Any staff who express interest in the position but who are not appointed should be given feedback by the Dean. Resolving differences of opinion and conflicts of interest There may be circumstances in which there is a difference of opinion between the Dean and the majority of the School over the merits of different individuals. In such cases, the Dean, as the accountable officer for the School, makes the final decision. Occasionally there may be a perceived conflict of interest for the Dean. In these circumstances Deans are advised to delegate responsibility for the final decision to the Deputy Dean or another senior member of the University’s leadership team. Consulting the University’s policy on Close Personal Relationships may be helpful.

 

 

12.1 Role of Deans

The Dean will be responsible to the Vice-Chancellor for the academic leadership and management of the faculty. The Dean will co-ordinate academic planning and resource allocation to schools and such other academic units and services as are allocated to the faculty. The Dean is part of the senior management group within the University acting under delegated authority from the Vice-Chancellor in so doing and reporting directly to the Vice-Chancellor or a designated deputy. Heads of schools or such other units and centres or services as are allocated to the faculty are responsible to the Dean. The authority of the Dean extends to all resources and staffing matters within the faculty, with the exception of those matters determined centrally. The principal role of the Dean is to assist the faculty and components of the faculty to achieve their agreed academic objectives as effectively as possible. The Dean is accountable to the Vice Chancellor. A second major role is to contribute towards policies which enhance the effectiveness of the University as a whole, and to counsel and represent the Vice-Chancellor accordingly. Allocation of funds to faculties by the Senate will be on the advice of the Senate Finance Committee after receiving the recommendation of the Vice-Chancellor based on consultation with the Planning and Resources Committee. Faculty councils will provide the Dean with advice on the Academic Plan, on the preparation of budget estimates from internal submissions and on the allocation of resources within the faculty. The Dean will chair the faculty council.

 

12.2 Responsibilities of Deans

Responsibilities of the Dean are determined by the Vice-Chancellor and include the following. To provide effective academic leadership and management of the faculty. To develop, implement and maintain an academic plan for the faculty. To prepare and present the faculty’s submissions for resources, and to administer the resources provided. To chair the faculty council. To represent the faculty in the University and externally. To ensure adherence to the policies of the University and the legal requirements placed on it. To encourage staff development and a high level of staff performance. To provide advice to the Vice-Chancellor on matters relating to the faculty. To assume administrative responsibility for other academic, and service facilities as may be required by the Vice-Chancellor. To contribute towards policies which enhance the effectiveness of the University as a whole and to counsel and represent the Vice-Chancellor accordingly. To undertake any other duties specified by the Vice-Chancellor.

 

12.3 Conditions of Appointment for Deans

The Dean of each faculty will be appointed for a five year term of office with an option for reappointment. Positions will be advertised both internally and externally. A remuneration package will be negotiated with the Dean. A University motor vehicle is provided for the appointee’s official and personal use. All costs associated with the operation, repair and maintenance of the vehicle will be met from the faculty budget. On completion of the five year appointment the Dean is eligible for six months’ research leave before returning to an academic position. On taking up the appointment any accrued entitlement to study leave or eligible service towards such an entitlement is preserved. Study leave may not be taken during the appointment and entitlement to study leave cannot be accrued whilst serving as Dean but the preserved entitlement may be combined with research leave at the end of an appointment to Dean. Salary and allowances paid to Deans will continue during research leave immediately following the term of office. A University motor vehicle is not provided during the research leave. All rights and entitlements accrued under an existing contract of appointment will be preserved.

 

12.4 Acting Deans

An administrative allowance is payable to acting Deans appointed for periods of one month or more. The allowance is equivalent to 10% of a professor’s salary.

 

12.5

For guidance on the selection procedures for Dean positions refer to Part A – 13.

 

13.1 The Faculty Screening Committee

The Faculty Screening Committee will consist of – Senior Deputy Vice Chancellor (as Chair) Chair of the Academic Board one member nominated by the Faculty Manager Equity and Diversity (as observer) Executive Officer

 

13.2 The Selection Committee

The Selection Committee will consist of – Vice Chancellor (as Chair) Senior Deputy Vice-Chancellor Chair of the Academic Board Member of Senate One member nominated by the Faculty Corresponding member from outside the University Manager Equity and Diversity (as observer) Executive Officer

 

13.3 Advertising

The position will be externally advertised.

 

13.4 The Search and Screening Process

A Faculty Screening Committee shall be appointed to : Prepare and authorise publication of an advertisement based on selection criteria which directs applicants to address the criteria. Identify potential applicants to whom direct approaches may be made and senior colleagues and acquaintances who may be in a position to identify or recommend potential applicants. Particular attention should be given in this search process to the possibility of identifying qualified female applicants. Authorise approaches to be made. Review applications received and identify a short-list of candidates with a prima facie case for appointment to the position. Local or known candidates should not be short-listed unless such a case can be made. Submit a report to the Selection Committee, clearly identifying which of the applicants the Faculty Screening Committee believes should be shortlisted for further consideration by the Selection Committee.

 

13.5 The Selection Process

The Selection Committee is responsible for carrying out the selection process. Its main responsibility is to assess the relative claims of applicants against the selection criteria and ensure that the best available applicant is recommended for appointment. In order to achieve this the Selection Committee should : Review the search and screening process and search further if it is considered to be necessary; consider the Faculty Screening Committee's recommendations, and shortlist the candidates to be interviewed. Arrange (through the secretary) for each shortlisted candidate to give a presentation(s) to the Faculty. The Faculty's evaluation of the presentation(s) should be represented to the Selection Committee through its nominees on the committee. Conduct the formal interviews and review referees' reports. Recommend the candidate most suitable for appointment.

 

13.6 Authority for Approval

The Vice-Chancellor will advise the Senate about the committee's decision.

 

13.7 Confidentiality

Applications for vacant positions are strictly confidential and access must be restricted to members of the Faculty Screening Committee and the Selection Committee.

 

14.1 What is a Search Plan?

A search plan identifies : specific individuals, especially women, who could be directly approached to apply for the chair in question; individuals who, through their eminence in the field or through their networks, could be approached to nominate other appropriate potential applicants; specific strategies for the identification of appropriate potential applicants; a procedure to report on outcomes of the search plan to the Search and Screen Committee.

 

14.2 How does the Search Plan Process Function?

A proposed search plan should be submitted to the Search and Screen Committee by the appropriate school for deliberation by the Committee. The Search and Screen Committee finalises the search plan. When the search activities have been completed, the Search and Screen Committee will expect to see evidence of the outcomes of the search. These outcomes could be presented as either a short written report or as a verbal report to the Committee.

 

14.3 Search Plan Suggestions

Search plans, ideally, should develop from information obtained through ongoing networks and contacts. The following are presented as ideas which may prove helpful – they are not intended to be prescriptive. Professional bodies (associations, boards) may prove useful in identifying eminent academics in a particular field. Study leave, or visits to schools in other universities, should be used to identify possible applicants for positions (not only chairs) at UWA. Use available technology (eg electronic bulletin board) to disseminate information about chair positions. Where possible, use personal approach (telephone) rather than a less personal approach (writing) when targetting individuals. Vacant Chair funds may be used to employ a fixed term research assistant to explore the relevant literature to search for possible candidates.

 

15.1 Approval

Approval to establish a professorial appointment is given by the Senior Deputy Vice Chancellor on recommendation of the Dean after consultation with the head(s) of school and relevant academic staff. The Vice Chancellor reports any recommendations to Academic Board and Senate. On approval from the Vice Chancellor the following documents must be submitted to the Executive Officer of the Search and Screen Committee to enable the selection process to commence: draft role statement/job description draft selection criteria draft advertisement draft search plan draft information brochure about the faculty, school and university suggested membership of Search and Screen Committee suggested corresponding member(s) list of possible assessors This information is used as a basis for the first committee meeting and should be forwarded to the Executive Officer, Executive and Chair Appointments, Human Resources (M350).

 

15.2 Committee Structure

The selection process is undertaken by two key committees: Search and Screen Committee and Senate Selection Committee. These committees are responsible for the entire selection process, ranging from determining the selection criteria to advising the name of the successful applicant to Senate.

 

15.3 The Search And Screen Committee

Membership of the Search and Screen Committee is as follows: Senior Deputy Vice-Chancellor (or nominee) Chair of the Academic Board (or professorial nominee) Dean (or nominee) Head of School (if not a candidate) Corresponding Member Manager Equity & Diversity (observer) Executive Officer Co-opted Membership (if required) Additional member(s) may be co-opted to the Committee on the nomination of the Vice-Chancellor.

 

15.4 The role of the Search and Screen Committee is as follows:

Develop selection criteria, taking into account : the needs and strategic directions of the University and the school; the University's basic selection criteria for a Level E appointment as ratified by Senate Prepare and authorise publication of an advertisement which is based on selection criteria and which directs applicants to address the criteria. Prepare a search plan. This will result in the identification of potential applicants to whom direct approaches may be made and senior colleagues/acquaintances who may be in a position to identify/recommend potential applicants. Particular attention should be given in this search process to the possibility of identifying qualified female applicants and applicants from diverse groups of people. (Guidelines for Developing a Search Plan.) Authorise approaches to be made. Identify external assessors from list provided by the dean. Review applications received and short-list candidates. Only candidates who are competitive against all essential criteria should be short-listed. Obtain referees' reports for all short-listed candidates. Review referees' reports to facilitate a further short listing process. Refer short list to assessors for consideration against the selection criteria. Review assessors' reports. Identify a list of candidates who meet the selection criteria for referral to the Senate Selection Committee with a recommendation to interview.

15.4.1

In the case of internal candidates, it is often desirable for their personal and professional development to provide an opportunity for interview, even if the candidates are not as competitive in relation to the selection criteria as other candidates. Where it is determined that an internal candidate does not warrant an interview, the Vice-Chancellor (or nominee) will personally discuss the reasons for this decision with the candidate(s) concerned.

 

15.4.2

If no candidate meets all the essential selection criteria the Chair will consider whether to : initiate a new search process immediately; or defer consideration of a new search process.

 

15.4.3 Confidentiality

All proceedings related to the selection and appointment of staff are strictly confidential. Accordingly, access to all papers, including applications, is to be limited to members of the selection committee, official observers and the committee's secretary. Committee members and observers are reminded that deliberations and decisions must not be discussed with persons outside the committee without the specific authority of the chairperson. Decisions reached by selection committees are also confidential until announced formally through appropriate channels. Consequently, a signed statement of confidentiality will be required from all Committee members and observers involved in the selection process.

 

 

15.5 The Senate Selection Committee

15.5.1 Membership

Vice-Chancellor (or nominee) Chair Chancellor or Pro-Chancellor Lay member of Senate (to be appointed by Senate) Senior Deputy Vice-Chancellor Chair of the Academic Board (or professorial nominee) Dean (or nominee) Head of School (if not a candidate) Corresponding Member Manager Equity & Diversity (observer) Executive Officer Co-opted Membership (if required) Co-opted membership is normally drawn from the Search and Screen Committee.

 

15.5.2 The role of the Senate Selection Committee is as follows:

Conduct interviews. Make a final recommendation on the basis of : written applications referees' reports assessors' reports selection programme formal interview school comments based on research seminars. Advise Senate of the outcome of the selection process.

 

15.5.3 Components Of The Selection Programme

15.5.3.1 Meetings

In addition to the written application, referees and assessors reports and formal interview, short listed candidates will be expected, as part of the selection process, to meet with members of the Executive, the Chair of the Academic Board and appropriate faculty and school staff.

 

15.5.3.2 Seminars

Each short listed candidate will conduct a research seminar on a topic of his/her choice. The seminar should be designed to be presented to an audience consisting of school and faculty staff, senior students and members of the Senate Selection Committee.

 

15.5.3.3 Written Comments

Members of the appropriate school may submit written comments to the Senate Selection Committee on the suitability of short listed candidates on the basis of meetings held, seminars presented and any other professional or personal information authorised by the candidates to be circulated in the school.

 

15.5.3.4 The Decision

The Committee agrees on the most competitive applicant for the position or agrees that no applicant is suitable for appointment. If more than one applicant is suitable, the other applicant(s) may be ranked in order. The Committee reviews the final rankings. The secretary to the committee writes the final report on behalf of the committee. The secretary to the committee submits the confidential report of the selection process to the Vice-Chancellor for information to the next available Senate meeting. The Vice-Chancellor submits the report to Senate.

 

15.5.3.5 Offer Of Appointment

A formal offer of appointment will be prepared by Human Resources and sent to the successful applicant. Any negotiated conditions of employment agreed to between the successful applicant and the Vice-Chancellor must also be formalised in writing prior to the appointment taking effect.

 

15.5.3.6 Summary Of Chair Selection Process

What happens? Who is responsible? 1. Prepare proposal Head of School 2. Submit proposal to Faculty Board Head of School 3. Submit proposal to Academic Council Dean of Faculty 4. Submit proposal to Senate Academic Council 5. Approval to re-establish or create the position Senate (through Academic Council) 6. (a) Convene the Search and Screen Committee     (b) Convene Senate Selection Committee Vice-Chancellor and Senate 7. Review selection criteria Search and Screen Committee 8. Devise search plan and authorise approaches to potential applicants   9. Identify external assessors   10. Advertise the position   11. Devise preliminary short-list on receipt of applications   12. Refer short-list to referees and external assessors   13. Finalise short-list   14. Refer short list to Senate Selection Committee with all documentation   15. Arrange meetings with members of the Executive, Chair of Academic Board Secretary to Selection Committee 16. Arrange selection programme consisting of meetings with whole school individual meetings with school staff and other appropriate staff research seminar Head of School 17. Conduct interview Senate Selection Committee 18. Make decision based on : written applications referees' reports assessors' reports research seminar interview school comments Senate Selection Committee 19. Forward selection report to Vice-Chancellor Secretary to Selection Committee 20. Advise Senate of the outcome Vice-Chancellor

 

15.5.3.7 Basic Selection Criteria For Level E Appointments

Professors (Additional criteria may be added to reflect particular school, faculty or other needs) A Professor has a special responsibility to provide leadership and to foster excellence in research, teaching and policy development within his or her academic discipline in the school, the University and the community generally. Qualifications: To be specified Normally a doctoral qualification or equivalent scholarly attainment. Recognition as an eminent international authority in the discipline. Research and Scholarship: Applicants should: demonstrate academic leadership as evidenced by publication in refereed journals, books, performances and other scholarly works, invitations to present keynote addresses at international meetings and to write chapters in international books, election to learned academies and other recognition such as awards and prizes; demonstrate an ability to foster the research of other groups and individuals in the school, and related disciplines; show evidence of successful supervision of postgraduate students and be willing to supervise major honours or postgraduate research projects; have experience in the development of research policy. Teaching and Learning: Applicants should: demonstrate an outstanding personal contribution and commitment to high quality teaching at all levels; show evidence of an active role in the maintenance of academic standards and in the development of educational policy and of curriculum areas within the discipline. Service Within the University: Applicants should: demonstrate a willingness to be involved in school policy development and administrative matters; demonstrate a willingness to represent the discipline at school and University level. Outside the University: Applicants should: show willingness to provide leadership in community affairs, particularly those related to the discipline; demonstrate an ability to liaise and communicate effectively with members of the community, professional and industry bodies. General The successful candidate must be willing to work within the legislative requirements of the University.

 

 

 

16.1 Introduction

Professors are a critical resource within the University community, possessing a range of skills and knowledge which can contribute significantly to the quality of the institution in a variety of ways. Over recent years changes in the higher education sector have altered many traditional understandings of the professorial role. Within the University of Western Australia the most significant of these is the ongoing devolution of responsibility and authority to faculties and schools. 'Classification Standards' were introduced in industrial awards in 1988 to clearly document the roles and expectations of all academic staff, including professors. This University has supplemented these 'classification standards' by the development of specific selection criteria for academic appointments. This statement is intended to provide clarification of the many roles which professors may play within their schools, the institution and the community.

 

16.2 Role Statement

Professors provide academic leadership to the University, primarily through demonstrating and fostering excellence in research, teaching, professional activities and policy development at a variety of levels – within the academic discipline, within the academic unit, within the institution and within the wider community. Professorial leadership is linked to a record of scholarly and professional achievement in the relevant discipline. Professors are usually recognised at an international level as leading authorities in their field. In most circumstances professorial leadership extends to community affairs, particularly those related to the discipline, and in professional, commercial and industrial sectors where appropriate.

 

16.3 Expectations of a Professor

This role statement leads to the following expectations of a professor: Research Professors are crucial to the research effort of the University. They are expected to provide guidance and assistance to more junior staff in developing their capacity for teaching and research. Many professors will secure substantial grants which cover teams including junior staff while others will carry on research at lower cost and/or at a more individual level. In many disciplines, provision of an environment for honours and post-graduate students is dependent upon the ability of the professor to attract external funds. Professors are expected to foster the research of other groups and individuals within the School, in the discipline and in related disciplines. They should introduce research students and colleagues to useful networks inside and outside the University. Teaching Teaching is central to the role of all academic staff. It is expected that a professor will seek continuing improvement in academic standards rather than merely maintaining them, and will make a distinguished contribution to teaching in the faculty and University. A professor should be expected to provide leadership in curriculum development, design of courses, and innovations in the delivery of teaching in the discipline. Professors will carry a teaching load which reflects workload equity across all staff and be involved in at least some of the large classes and in teaching of both undergraduate (including first year) and postgraduate students. Service Professors should be role models in their relationships with students and with general staff at all levels. They should be accessible in the School and should take part in the community life of the University, including ceremonies where degrees are awarded to students of the school and to persons honoured by the University. Professors are expected to participate in the appropriate national and international organisations of their discipline or profession. In most fields, such international involvement and standing should be clearly evident. It is expected that a professor will serve on expert committees, be willing to participate in reviews and to work at a national and international level. Professors have a responsibility to advance the image of the University in the community locally, nationally and internationally. That image will be enhanced by excellent research and good teaching, the receipt of awards and participation in major conferences. Further involvement will include giving talks to community groups, visiting schools and taking a constructive and informed part in debate on matters of concern to the community. Professors should be willing to contribute in policy formation and management of their school, their faculty and the University (through the Academic Board) where they have a contribution to make. They should also play a constructive role in appointment, confirmation and promotion processes for academic and general staff.

 

16.4 Professors and the School Headship

While it is generally desirable to have professors as Heads of School, there are circumstances in which other arrangements are preferable, for example, in the case of small schools. There are also instances where the talents of senior staff might be better used in ways other than the headship (for example, research leadership). The current predominance of men in the professoriate also suggests the need for flexibility in this area so that more women can access the opportunity of headship. Where the headship is undertaken by an Associate Professor or a Senior Lecturer, it should in no way affect the effective functioning of the school. Heads of School operate on delegated authority from the Vice-Chancellor and have both the obligation and the authority to allocate to all staff members, including professors, administrative tasks and teaching loads. It is the responsibility of the staff member to carry out these tasks to the best of their ability. Professors who are not Heads can make a particularly significant contribution to the school through their academic leadership. For example, professors can lead discipline groups within a school take on responsibility for the school research programme through provision of inspiration, ideas and guidance (including mentoring) coordinate the supervision of post graduate students participate more fully in community affairs on behalf of the school become involved in alterations to curriculum and courses The balance of research, teaching and administrative activities which takes best advantage of an individual professor's skills can be negotiated with the head of school and is likely to change over time as school needs change.

 

16.5 Expectations of a Professor (Teaching and Research)

General Standards A professor is expected to exercise a special responsibility in providing leadership and in fostering excellence in research, teaching, professional activities and policy development in the academic discipline within the school, faculty and University-wide, and within the community, both scholarly and general. A professor must be willing to work within the legislative requirements of the University, particularly in support of the University's commitment to equity. Skill Base A professor will normally have a doctoral qualification or equivalent accreditation and standing derived from recognised significant experience in the relevant discipline area; have a record of demonstrable scholarly and professional achievement in the relevant discipline; demonstrate academic excellence through an outstanding contribution to teaching, research and the discipline; and be recognised as a leading authority in the relevant discipline area. Research A professor will normally provide academic leadership through the conduct of research including, where appropriate, leadership of a large research team; fostering the research of other groups and individuals both within the the discipline and related disciplines; supervision of the program of study of honours and/or of postgraduate students engaged in course work and major research projects; development of research policy; an ability to attract research resources; continuing personal commitment to, and achievement in, a particular scholarly area evidenced by publication in refereed journals, books, performances and other scholarly works, invitations to present keynote addresses at international meetings and to write chapters in international books, election to learned academies and other recognition such as awards, prizes and honorary degrees. Teaching and Learning A professor normally demonstrates an outstanding personal contribution and commitment to high quality teaching and learning through the conduct of tutorials, practical classes, demonstrations, workshops, student field excursions, clinical sessions and/or studio sessions and the preparation and delivery of lectures and seminars at all levels; consultation with students; marking and assessment; and playing an active role in the maintenance of academic standards and in the development of educational policy and of curriculum areas within the discipline including the initiation and development of subject material. Community Affairs A professor is expected contribute to a broad range of community affairs through participating in and providing leadership, particularly in areas related to the discipline, and in liaison with professional, commercial and industrial bodies where appropriate. Administration A professor is expected to contribute to the management and leadership of the University through attendance at school and/or faculty meetings and/or membership of committees; developing policy and being involved in administrative matters in the school and at faculty and institutional level; and representing the discipline at school, faculty and University level.

 

17.1 Eligibility

These procedures apply only to candidates external to the University and to academic staff who are not eligible for the promotion through the normal process, including ARC and NH&MRC Fellows.

 

17.2 When to Use the Fast-Track Procedures

Fast-track appointment procedures for selection and appointment of professors enable the University to respond rapidly to opportunities to recruit professorial staff of exceptional quality. For most professorial appointments in the University the standard search, selection and appointment process will be the most appropriate, and the fast-track procedure will only be used for a relatively small number of appointments. The Senate may appoint a professor to the staff of the University after following the procedures for fast-track professorial appointments detailed in this document, if it is satisfied that: there is an academic and a financial case in favour of the appointment; and the appointee is of international standing, has achieved eminence in his/her field of scholarship and has demonstrated leadership qualities; and the appointee would be judged to be outstanding if being assessed through the normal processes associated with an advertised position of professor at the University. Before making any appointment, the Senate shall satisfy itself that in making its recommendations, the Selection Committee has taken into account, as far as is practicable, the views of members of the school concerned.

 

17.3 Nomination Procedures

Nominations for professorial appointments may be submitted to the Vice-Chancellor. Such nominations will normally be submitted by a head of school through the appropriate dean, but in the event that a suitable nominee comes to the attention of the Vice-Chancellor in some other way, the nomination will be referred through the appropriate head of school and dean as the first step in determining the candidate's suitability. Nominations should be supported, where possible, by the following: a brief summary of the basis for the claim that the nominee is of international standing, has achieved eminence in his/her field, has demonstrated leadership qualities and would be judged as outstanding if being assessed for an advertised chair in his/her field at the University; a copy of the nominee's curriculum vitae, including details of publications; the names of at least three referees, including addresses, telephone and facsimile numbers and email address; the names of approximately ten possible assessors of international standing in the discipline concerned, including addresses, telephone and facsimile numbers and email addresses. (To ensure a balanced perspective, it is important that both genders are represented in the list of names.)

 

17.4 Senate Selection Committee

The Vice-Chancellor will refer to a Senate Selection Committee any nominations for which she or he believes a prima facie case for consideration exists. The Senate Selection Committee shall comprise: The Chancellor or nominee (Chair) The Vice-Chancellor or nominee The Chair of the Academic Board or professorial nominee The Dean of the relevant Faculty or nominee The head of the relevant school or nominee Lay member of Senate appointed by the Chancellor Executive Officer The Committee shall have the power to co-opt to ensure balanced perspective, specialised knowledge, equity and gender balance. The Manager, Equity and Diversity will be invited to attend meetings as an observer.

 

17.5 Role and Responsibility of the Senate Selection Committee

The Committee will be responsible for advising Senate whether an academic and financial case exists for the appointment of a nominee to a professorial position. The Committee shall carefully examine the case submitted to it, and shall observe strict confidentiality. If after consideration of the initial submission, the Committee decides that the nominee satisfies the basic selection criteria for a professorial appointment at this University and that a "prima facie" case exists for a "fast-track" appointment, it shall make extensive further enquiries which may include the following: seeking a more detailed curriculum vitae from the nominee; seeking referees' reports; seeking assessors' reports; inviting the nominee to the University for discussions and formal interview. Referees' and assessors' reports may be accepted in written, faxed or verbal form. In the latter case, the verbal comments shall be recorded in writing by the recipient for report to the Selection Committee. As far as is practicable, the Selection Committee shall ensure that it takes into consideration the views of the members of the school concerned on any proposed appointment. In cases where the Committee does not wish to proceed, or determines that no prima facie case for appointment exists, the nomination will proceed no further and will remain confidential.

 

17.6 Appointment Procedures

The Committee may recommend to the next meeting of Senate that a nominee be offered an appointment as a professor of the University, if it is satisfied that: the nominee is of exceptional quality in terms of professorial appointments; the nominee meets the stated criteria for a fast-track appointment; the appointment would be consistent with the University's Strategic Plan; and funding is available for the appointment. If an urgent decision is required, and the Selection Committee is unanimous in its recommendation to offer a professorial appointment to a nominee, the Selection Committee may act executively. The appointee shall be granted the title, status and full conditions of service appropriate to a professor of the University.

 

17.7 Funding

In accordance with University policy, professorial appointments made through this process will normally be funded by the appropriate faculty and/or an external body. However, the Vice-Chancellor may give consideration to meeting the cost of the first year of appointment on the understanding that the faculty/external body will meet all costs for the remaining term of the appointment. Deans shall take into account any professorial appointments made to schools in their faculties via the procedures set out in this document when considering other professorial appointments in those schools.

 

17.8 Equity Issues

It is essential that throughout the appointment process due regard is given to the University's commitment to equity. Particular efforts should be made to identify suitable women for consideration for appointment.

 

17.9 Confidentiality

All proceedings relating to the nomination and appointment of staff are strictly confidential. Decisions reached by the Selection Committee are confidential until formally announced through the appropriate channels.

 

19.1 Objective

The objective of adjunct and clinical academic titles is to provide recognition by the University to persons who make a regular and significant contribution to the activities of the University. Appointment to an adjunct or clinical position may recognise academic achievement, or professional or career achievements in industry or the community, that are of relevance to the work of the University. Clinical appointments1 are made only in those cases where the appointee has contact with patients in a bedside or clinical setting. An appointment, and the level at which it is made, should normally correspond to the academic achievements or professional/career achievements of the nominee. If the nominee has held a recent academic title at a university, the title conferred will not normally be at a higher level than that previously held. However, in exceptional circumstances, the Dean of the Faculty may write to the Vice-Chancellor seeking a higher status.

 

19.2 Titles

Adjunct titles used for persons in all faculties, including the Faculty of Medicine, Dentistry and Health Sciences, who are not in clinical roles are – Adjunct Lecturer Adjunct Senior Lecturer Adjunct Associate Professor Adjunct Professor or Adjunct Teaching Fellow (equivalent to Lecturer) Adjunct Senior Teaching Fellow (equivalent to Senior Lecturer and above) Adjunct Research Fellow Adjunct Senior Research Fellow Clinical titles1 used for persons in all faculties who are in clinical roles are – Clinical Lecturer Clinical Senior Lecturer Clinical Associate Professor Clinical Professor 1 Clinical titles are to be considered only for practitioners who diagnose and/or treat patients in bedside or clinical settings, including: physicians, nurses, dentists, podiatrists, pharmacists, psychologists and other allied health professionals. They are not to be considered for alternative health practitioners.

 

19.3 Nominations

Nominations for clinical and adjunct appointments, including appointments to any Centre that forms part of a School, will ordinarily be made by either the Head of the School or the Dean of the Faculty. Where a Centre sits under a Faculty, the Centre’s Director or the Dean of the Faculty is responsible for the nomination. Nominations for a title below that of Adjunct or Clinical Associate Professor are considered by the Dean, who may refer any particular nomination to the Faculty Adjunct and Clinical Titles Committee. Any disagreements will be resolved at the level of the Vice-Chancellor. The nomination is to include, where appropriate: details of the nominee’s – professional and academic qualifications; academic achievements; achievements in clinical work and research; professional/career achievements; justification for the appointment in relation to the nominee’s contribution to teaching, research and community activities integral to the University; and a recommendation on the level of appointment. Nominations can occur at any time and are to be considered on a case by case basis. A staff member in one faculty cannot be made a clinical or adjunct staff member in another faculty. This provision is not intended to prevent cross-faculty clinical or adjunct appointments for non-UWA employees under terms agreed upon by the relevant deans. In such situations, one dean has responsibility for nomination and for recording the joint agreement.

 

19.4 Authority to Confer Title

The Dean has the authority to confer adjunct and clinical titles other than those of Adjunct Professor and Clinical Professor which can be conferred only by the Vice-Chancellor on the recommendation of the relevant Dean in accordance with 19.7. Recommendations for the award of the title of Adjunct or Clinical Associate Professor are made to the Dean by the Faculty Adjunct and Clinical Titles Committee.

 

19.5 Faculty Adjunct and Clinical Titles Committee

Nominations for the title of Adjunct or Clinical Associate Professor or above are forwarded to the relevant Faculty Adjunct and Clinical Titles Committee for consideration. Nominations for a title below that of Clinical or Adjunct Associate Professor are considered by the Dean, who may refer any particular nomination to the Faculty Adjunct and Clinical Titles Committee. The Faculty Adjunct and Clinical Titles Committee comprises: the Dean as Chair; two professors elected from and by the faculty; the Chair of the Academic Board or nominee; and the Chair of the Academic Promotions Committee or nominee. In cases where a Faculty other than the Faculty of Medicine, Dentistry and Health Sciences is considering making a clinical appointment, the Faculty Adjunct and Clinical Titles Committee must include a professor from the Faculty of Medicine, Dentistry and Health Sciences appointed by the Dean of the Faculty of Medicine, Dentistry and Health Sciences.

 

19.6 Decisions of the Adjunct and Clinical Titles Committee

The Adjunct and Clinical Titles Committee decides – whether or not to seek further advice (for example, from external assessors); whether or not to recommend appointment; and if appointment is to be recommended, the level of appointment to be recommended.

 

19.7 Recommendations

The recommendations of the Faculty Adjunct and Clinical Titles Committee are made to the Dean. For appointments other than those of Adjunct or Clinical Professor, the Dean may approve and subsequently report to the Vice-Chancellor. In the case of adjunct or clinical professorial titles, the recommendations of the Dean (through the Adjunct and Clinical Titles Committee) are referred to the Vice-Chancellor for approval.

 

19.8 Letter of Appointment

Letters of appointment are prepared by Human Resources and copies sent to other appropriate persons, for example in the case of clinical titles, to hospital personnel.

 

19.9 Length of Appointment

Adjunct and Clinical titles may be awarded for up to three years at a time and may be renewed. Applications to renew a title for a further period are to be made by the Dean. Human Resources will send an expiry notice to the Dean a minimum of six weeks prior to the expiry of appointments. New letters of appointment will be offered to re-appointments on the recommendation of the Dean. When it is proposed that a more senior title be granted, the full nomination process will be conducted. The title awarded may be removed at any time should the special relationship with the University which gave rise to the nomination cease.

 

19.10 Remuneration and Privileges

In ordinary circumstances adjunct and clinical appointments are not remunerated by the University. However, faculties may wish to offer adjunct and clinical appointments to those external professionals who contribute to their teaching programmes at levels of remuneration less than standard professional rates. Clinical and adjunct appointments carry the following privileges: access, subject to the Head of School’s approval, to school resources; UWA Campus Card and the use of the University Library on the same terms as a full-time academic staff member; access to opportunities for personal and professional development by way of courses offered through Organisational and Staff Development Services; UWA staff parking; eligibility for UWA category membership of the University Club; and access to UWA corporate rates for QANTAS Club membership

 

19.11 Research Funds and Research Output

Holders of adjunct and clinical titles who use their titles in grant applications are required to cite The University of Western Australia as their institution in order that any research funds which result from their part in those applications can be directed through the University. Any research outcomes resulting from grants directed through The University of Western Australia must acknowledge the University in the bye-line. Adjunct and clinical appointees are encouraged to acknowledge The University of Western Australia in all of their publications.

 

19.12 Academic Schools

Clinical and adjunct academic title holders will become members of the academic schools concerned. For academic activities they will be responsible to the Heal of School who is encouraged to optimise their involvement in school/university activities. There is no obligation for University resources to be allocated to support this arrangement, however, where research funds are directed through the University in terms of 19.11, it is expected that Heads of Schools will make appropriate infrastructure support available. If adjunct and clinical title holders act as supervisors of higher degree by research students, they must undertake to act in accordance with the Code of Good Practice for Graduate Research Supervision and the Guidelines on Research Ethics and Research Conduct.

 

19.13 Advertisement

When a position is being advertised by a hospital or other relevant institution, the possibility of a clinical academic appointment can be included with the prior permission of the University. For example “The successful applicant may be appointed as a Clinical Associate Professor by The University of Western Australia.” In these cases, it is essential that the University is represented on the selection committee and that the relevant process as outlined in this policy is followed for having the appropriate clinical title conferred on the appointee.

 

19.14 Research Grants

Arrangements applying to ARC and NHMRC fellows are set out in ARC and NHMRC Fellows. The policy relating to those circumstances in which a proposed principal investigator of a grant, or director of a centre, is not a full-time academic staff member at UWA, or an ARC or NHMRC research fellow is found at Conferral of Academic Titles on Principal Investigators and Directors of Research Centres.

 

19.15 Use of Titles

University adjunct or clinical titles are to be used as follows: In all formal University publications, minutes etc. the full title is used eg Clinical Lecturer X, Adjunct Professor Y. In all formal University communications the full title is used for the address, but the salutations may be shortened to the more familiar form, eg To Adjunct Professor Y – Dear Professor Y To Clinical Senior Lecturer Z – Dear Dr Z. The more familiar form is also used in conversation. In research grant applications which are made through the University, holders of University titles must use their title and the relevant University school or centre.

 

19.16 Appropriate Resolutions

Senate Resolution 405/89 Amended: Academic Council Resolution 54/96 Amended: Senate Resolution 85/96 Amended: Senate Resolution 131/07

 

20.1 Availability

Senior Honorary (Research) Fellowships are available to a limited number of experienced and active persons who have recently retired, or are about to retire, from this University to continue their work with benefit to their discipline and the University.

 

20.2 Approval

Appointments will be approved by the Dean based on proposals received from heads of schools.

 

20.3 Length of Appointment

Appointments will be for up to three years. Proposals for renewal or extension will not be considered beyond the initial period unless it can be shown that the appointee has made an active and productive contribution during the appointment.

 

20.4 Submission of Proposals

Schools may submit proposals at any time which may be for an immediate appointment to a fellowship, or for an appointment to begin not later than 12 months following the application.

 

20.5 Privileges

Appointment to a fellowship carries the following privileges: the ability to nominate the University as a ‘host institute’ when applying for research funding from outside sources, with the corollary that the University will receive and administer any grants made, and handle any associated staff appointments; eligibility for appointment as co-supervisor of a higher degree candidate; access, subject to the head of school's approval, to school resources; use of the University Library on the same terms as a full-time academic staff member; eligibility for membership of University House.

 

20.6 Teaching

Teaching which is undertaken by a Senior Honorary (Research) Fellow will normally be without payment. This should be discussed and specified in the written agreement attached to the proposal. However, where a Senior Honorary (Research) Fellow is requested to undertake a significant and unexpected teaching load, e.g. while a colleague is absent on sick leave, approval may be granted for payment of remuneration not exceeding 0.25 FTE annually.

 

20.7 Retiring Staff

Retiring staff of this University are required to vacate their existing accommodation. A fellow’s accommodation needs will be considered jointly by the school concerned and the Accommodation Committee. Honorary appointees will not normally be taken into account in any review of accommodation allocated to schools.

 

20.8 Support

Support for honorary appointments may be made conditional on the appointees either occupying rooms of staff members on leave or sharing accommodation.

 

20.9 School Proposals

School proposals for Senior Honorary (Research) Fellowships should include the following: full name and present appointment of proposed fellow or last appointment if nominee has already retired; a written agreement, developed by both the head of school and the fellow, which describes the particular contribution the fellow expects to make to the scholarly activities of the school or the University including, if relevant, the extent to which school resources will be used and the expected/anticipated result of the proposed programme; should a substantial change in the direction of the programme or use of resources be considered, agreement between the head of school and the fellow should be reached prior to the changes being introduced; details of any research projects or scholarly activities on which the nominee has recently been engaged, and any other information to show that the proposed fellow has an established (research) reputation and a continuing research or scholarly activity in a field appropriate to the sponsoring school; publications over the past 5 years; learned societies of which the nominees is an officer or member; potential accommodation arrangements recommended by the school for consideration by the Accommodation Committee.

 

20.10 Funding

No additional funding will be available from the University to schools for Senior Honorary (Research) Fellows.

 

20.11 Retired Persons

Proposals for the appointment of retired persons to Senior Honorary (Research) Fellowships should be addressed to the Dean.

 

20.12 Offers of Appointment

Offers of appointment as Senior Honorary (Research) Fellows are prepared in Human Resources.

 

21.1

Visiting and honorary appointments, other than Senior Honorary (Research) Fellowships, are available to persons not normally employed by the University for whom it is considered advantageous to a school and desirable for the person concerned to recognise a formal association. Such appointments will normally be for periods of up to 12 months and may be renewed.

 

21.2

The criterion for this category of appointment is an established and continuing reputation for teaching or research, and/or continuing research activity and contribution in a field appropriate to the sponsoring University school.

 

21.3

To qualify for appointment as a fellow it will usually be expected that the appointee will be eligible for appointment to a lectureship or above. Appointees for more than three months without a doctorate (other than honorary clinical lecturer) will be granted the title of ‘Honorary Research Associate’. The titles available are: Honorary Fellow Honorary Research Fellow Honorary Visiting Fellow Honorary Visiting Research Fellow Visiting Fellow Visiting Research Fellow Visiting Appointment (not a title) Honorary Research Associate Honorary Clinical Consultant Visiting Professor

 

21.4

The term ‘honorary’ indicates that no remuneration of any kind will be made by this University and, for example, would include persons employed by other bodies who are not necessarily on leave from that employer during the course of the appointment. It would not include persons seconded to this University.

 

21.5

The term ‘visiting’ will be included in the title of those who are on leave from another institution.

 

21.6

The title of ‘fellow’ will imply an emphasis on teaching rather than research and will be granted for appointments of three months or more.

 

21.7

The title of ‘research fellow’ will imply an emphasis on research rather than teaching and will be granted for appointments of three months or more.

 

21.8

A ‘visiting’ appointment will normally be used for appointees on leave from other institutions who spend less than three months on campus whether paid or not and irrespective of the emphasis of their contribution.

 

21.9

The title of ‘Honorary Clinical Consultant’ is restricted to those eminent members of the medical and dental professions who provide unpaid teaching services in the Faculty of Medicine and Dentistry.

 

21.10

Appointments to an honorary or visiting fellowship or associateship carry the following privileges: access, subject to the head of school’s approval, to school resources; the use of the University Library on the same terms as a full-time academic staff member; the eligibility for membership of University House.

 

21.11

It is expected that, in return for the privileges, honorary appointees would do some teaching without payment.

 

21.12

School proposals for honorary and visiting appointments should include: an up-to-date curriculum vitae of the candidate; details of the particular contribution which the appointee is expected to make to the school’s teaching and/or research activities; information to show that the proposed fellow has an established research reputation and a continuing research activity in a field appropriate to the sponsoring school including details of research projects on which the nominee has recently been engaged; details of any remuneration or expenses to be paid, if any; publications over the past five years; learned societies of which the nominee is an officer or member; potential accommodation arrangements recommended by the school for consideration by the Accommodation Committee;

 

21.13

Proposals for all honorary and visiting appointments may be made either for immediate appointment, or from a specified date no later than 12 months following the application. Proposals may be submitted at any time. Where visas must be obtained for overseas appointees, schools should be aware, and visitors should be advised, that immigration formalities may take up to two months and occasionally longer.

 

21.14

No additional funding will be available from the University to schools for honorary and visiting appointments.

 

21.15

Proposals for honorary and visiting appointments should be forwarded to the Dean for approval.

 

21.16

Offers of honorary and visiting appointments are prepared in Human Resources.

 

25.1

The University must ensure that prospective employees are entitled to undertake employment in Australia in accordance with the guidelines established by the Department of Immigration & Multicultural & Indigenous Affairs.  In the case of staff recruited from overseas (usually academic), Human Resources will liaise with DIMIA on behalf of the school. Where staff are recruited from the domestic market, they must be eligible to work in Australia. A person in Australia on a visa will have an Australian Entry Visa in their passport. To determine their employment rights, a copy of this visa or entry permit is required. Contact your Human Resources Adviser in Human Resources if you have queries regarding visa conditions.

 

26.1 Policy and Procedures

Policy The employment of relatives is only acceptable when the appointment is made in line with University policy regarding appointment of new employees. Prior approval must be sought from the Dean or Vice Chancellor where a staff member is required to directly supervise a relative. A member of staff should not take any direct part in the selection process for an appointment for which a family member is a candidate. The relationship to which this policy applies includes those of parent and child, wife and husband, including de-facto relationships, same sex partners and siblings.   Procedure Advertise and/or appoint in line with current policy Ensure that an unbiased selection process occurs Ensure that the recommended applicant is the most suitable person available having regard to the selection criteria and for all circumstances Get appropriate approvals

 

27.1 Casual Employment General Staff

General Staff Agreement 2009   Policy A casual employee is employed by the hour and paid on an hourly basis, when the nature of the work dictates. Consideration should be given to fixed term employment where the employee will be required to work on a regular basis for a continuous period greater than one month. Casual employees may be eligible to apply to have their employment converted to a non-casual appointment under the circumstances outlined in the Conversion Process for Casual Staff. Policies to consider before appointing a casual: Minimum Hours of Engagement Employment of Close Relatives Visas and Citizenship Appointees must meet the University's minimum qualification requirements for the position. A person must not be employed by the University of Western Australia unless they are at least 15 years old to meet the minimum age requirement. Submission dates for entry via the web can be found at: Payroll Submission Dates The minimum engagement for a casual employee is 3 hours other than for: Type of employee Minimum hours of engagement over a fortnightly payroll period Students of the University 3   Minimum hours of engagement per day Community outreach workers including: orientation day, open day, campus guides, school demonstrations, career evenings and human movement vacation workers. 1 Hospitality workers including persons employed in any capacity in connection with accommodation, with the selling of drinks, preparing and serving food and drinks, cleaning and attending to the premises and all other associated services associated. 2 Pastoral and farm workers employed in connection with management, rearing or grazing of livestock; the sowing raising or harvesting of crops; the preparation and treatment of land for purposes outlined above and shearing or crutching of sheep. 1 Grape pickers and other workers incidental to wineries and vineyard. 1 Security officers, Security guards, mobile patrol persons, control room operators. 1 Cleaners 2 Building and maintenance including tradespersons (other than electricians) and all maintenance workers employed in relation to building. 1 Nurses, nurse educators, nurse managers or nursing consultants. 1 Aged and disability care workers. 2 Attendants/employees in residential colleges or halls of residence. 1 Gardeners including all employees engaged in the performance of work in or in connection with, or incidental to the industrial pursuits of gardening and green keeping, including ground keepers. 1 An employee who has a primary occupation with another employer, or who has a primary occupation at the University in other than the casual appointment in question. 1 An employee who is a student (including a post graduate student) and attends the University in his/her capacity as a student on the day/s of casual employment. 1 A student will be taken as being expected for attendance on any Monday to Friday during the main teaching weeks of the University, other than public holidays. Students who work outside of the main teaching weeks may be engaged for a minimum of 3 hours, which can be worked over the fortnightly payroll period. A casual employee may request, and his/her supervisor may agree, an engagement for less than the minimum to meet personal circumstances.   Procedures The work area should submit the following form to Human Resources, M350: completed and signed General Staff Casual Employment Proposal The employee should submit, on commencement, the following forms to Human Resources, M350: Tax File Number Declaration Salary Transfer Authorisation form The employee should submit the following form to their School Manager for signature and entry in to the Web timesheet processing application. Fortnightly Timesheet – Casual General Staff

 

27.2 Casual Employment Academic Staff

Academic Staff Agreement 2009   Policy Casual employment provides flexibility in an academic environment to ensure quality of education in order to maximise student learning and university experience. A casual employee is engaged by the hour and paid on an hourly basis of aggregate time which can involve contact and not contact time. Casual academic work can involve both contact time and associated non contact time for duties such as preparation, reasonably contemporaneous marking and student consultation. Contact time is time allocated to the delivery of lectures, tutorials, demonstrations or other academic activity at the workplace or a teaching activity, equivalent delivery time through non face-to-face teaching. Non contact time is time allocated to non contact duties associated with teaching including preparation, related marking and student consultation. Aggregate time is the total of contact and non contact time. The Casual Teaching Rates are based on aggregate time relative to the activity. Casual employees are not entitled to any form of leave. The University will endeavour to secure facilities for casual employees for the purposes of preparation, marking and student consultation. These facilities may be provided on a shared user basis and include a workstation, telephone, networked PC and email. When employing a student/s consideration should be given to the impact of the workload on their studies. Appointees must meet the University's minimum qualification requirements for the position. Policies to consider before appointing a casual: Employment of Close Relatives Visas and Citizenship Casual employees contract of service may be terminated by a days written notice, on either side, or by the payment in lieu of that day. Submission dates for entry via the web can be found at: Payroll Submission Dates Payment will be within 22 days of submission of an appropriately submitted and approved form. Casual employees are to be paid in accordance with the rates which incorporate a casual loading of 23% in lieu of all paid leave entitlements. Click here for the current casual teaching rates. All salary rates will be varied to reflect Salary Increases: the contingent based increases to be determined for November 2006 5% salary increase payable at the commencement of the first pay period in March 2007 3% salary increase payable at the commencement of the first pay period in March 2008 The above rates are derived from three base rates calculated using the following formulae: A. Lecturing rate and higher marking rate: The base rate applicable to lecturing or for purposes of the higher marking rate is determined by reference to the second step of the full time Level B scale and calculated as follows: Level B Step 2 Annual $/52  + 23% = Casual Hourly Rate 37.5   B. Rate applicable to performance of other duties involving full subject co-ordination or possession of a relevant doctoral qualification: The base rate applicable where the duties include full subject co-ordination or employees possess a relevant doctoral qualification is determined by reference to the sixth step of the full time Level A scale and calculated as follows: Level A Step 6 Annual $/52  + 23% = Casual Hourly Rate 37.5   C. Rate applicable to all other duties: the base rate applicable to all other duties including tutoring rates not covered above is determined by reference to the second step of the full time Level A scale, and calculated as follows: Level A Step 2 Annual $/52  + 23% = Casual Hourly Rate 37.5   Application of the above formulae to the casual rates are shown below: Casual Rates Current Casual Rate   $ $ A. Level B Step 2 – Lecturing & higher marking rate 68,687 43.33 B. Level A Step 6 – Rate full subject co-ord or PhD 58,590 36.96 C. Level A Step 2 – All other duties rate 48,991 30.90 Lecturing A casual employee required to deliver a lecture (or equivalent delivery through other than face to face teaching) of a specified duration and provide directly associated non contact duties in the nature of preparation, reasonably contemporaneous marking and student consultation will be paid at a rate for each hour of lecture delivered: Basic lecture (1 hour of delivery and 2 hours associated working time) Repeat lecture (1 hour of delivery and 1 hour associated working time) Developed lecture (1 hour of delivery and 3 hours associated working time) Specialised lecture (1 hour of delivery and 4 hours associated working time) The hourly rate in a repeat lecture applies to a second or subsequent delivery of substantially the same lecture in the same subject matter within 7 days and any marking and student consultation reasonably contemporaneous with it. Lecture means any education delivery described as a lecture in a course or unit outline, or in an official timetable issued by the employer. Tutoring A casual employee required to deliver or present a tutorial (or equivalent delivery through other than face to face teaching) of a specified duration and provide directly associated non contact duties in the nature of preparation, reasonably contemporaneous marking and student consultation, will be paid at a rate for each hour of tutorial delivered or presented: Tutorial (1 hour of delivery and 2 hours associated working time) Repeat tutorial (1 hour of delivery and 1 hour associated working time) Minimum salary per hour of tutorial delivered by an employee with a relevant doctoral Qualification – Tutorial (1 hour of delivery and 2 hours associated working time) Minimum salary per hour of tutorial delivered by an employee with a relevant doctoral Qualification Repeat tutorial (1 hour of delivery and 1 hour associated working time) The hourly rate in a repeat tutorial applies to a second or subsequent delivery of substantially the same tutorial in the same subject matter within 7 days and any marking and student consultation reasonably contemporaneous with it. Tutorial means any education delivery described as a tutorial in a course or unit outline, or in an official timetable issued by the employer. Musical accompanying with special educational services For musical accompanying, the casual employee will be paid for each hour of accompanying, as well as for one hour of preparation time for each hour of accompanying delivered. Musical accompanying with special educational service means providing musical accompaniment to one or more students or staff in the course of teaching by another academic employee where the accompanist provides educational expertise in repertoire development or expression for student concert or examination purposes, but does not include concert accompanying, vocal coaching or musical directing: Minimum salary per hour of musical accompanying – Musical accompanying (1 hour of delivery and 1 hour preparation time) Minimum salary per hour of musical accompanying by an employee with a relevant doctoral qualification – Musical accompanying (1 hour of delivery and 1 hour preparation time) Marking Marking is divided into three categories of simple marking, standard marking and marking as a supervising examiner; or marking requiring a significant exercise of academic judgment: Minimum salary per hour of marking – Simple marking such as multiple choice examinations Minimum salary per hour of marking – Standard marking Minimum salary per hour of marking – Marking as a supervising examiner, or marking requiring a significant exercise of academic judgement appropriate to an academic at Level B status Minimum salary per hour of marking by an employee with a relevant doctoral qualification – Standard marking Other Required Academic Activity (including Demonstrations) Casual employees required to perform any other required academic activity as defined below will be paid at the hourly rate as defined above, if they hold a relevant doctoral qualification or are required to perform full subject coordination duties, for each hour of such activity delivered as required and demonstrated to have been performed: Minimum Salary per hour – Other Required Academic Activity Minimum Salary per hour – Delivered by an employee with a relevant Doctoral qualification – Other Required Academic Activity Other required academic activity includes work of the following nature: the conduct of practical classes, demonstrations, workshops, student field excursions the conduct of clinical sessions other than clinical nurse education the conduct of performance and visual art studio sessions musical coaching, repetiteurship and musical accompanying other than with special educational service development of teaching and subject materials such as the preparation of subject guides and reading lists and basic activities associated with subject coordination consultation with students supervision; and attendance at school/section and or faculty meetings as required Other Rates Several areas in the University have their own casual rates of pay for performing specific functions: Language Studies – conversation courses Casual conversation rate by an employee without a relevant Doctoral qualification (casual demonstration rate) Casual conversation rate by an employee with a relevant Doctoral qualification (casual demonstration rate) Repeat conversation rate by an employee without a relevant Doctoral qualification Repeat conversation rate by an employee with a relevant Doctoral qualification School of Architecture and Fine Arts Tutorials – Assistant Demonstrations: Recent graduate (delivered by an employee with honours) Demonstrations Current student (without an honours degree) Demonstrations Recent Graduate (with relevant doctoral qualification) Psychology – Laboratory tutorial/demonstration Original by an employee without a relevant Doctoral qualification (Half original tutorial plus half casual demonstration rate) Repeat by an employee without a relevant Doctoral qualification (Half repeat tutorial rate plus half casual demonstration rate) Original by an employee with a relevant Doctoral qualification (Half original tutorial plus half casual demonstration rate) Repeat by an employee with a relevant Doctoral qualification (Half repeat tutorial rate plus half casual demonstration rate) Practical instruction/assessment for Psychology 410 by an employee without a relevant Doctoral qualification (Repeat tutorial rate by an employee without a relevant Doctoral qualification) Practical instruction/assessment for Psychology 410 by an employee with a relevant Doctoral qualification (Repeat tutorial rate by an employee with a relevant Doctoral qualification) Human Movement Original professional instruction by an employee without a relevant Doctoral qualification (half basic lecturing rate plus half casual demonstration rate) Original professional instruction by an employee with a relevant Doctoral qualification (half basic lecturing rate plus half casual demonstration rate) Repeat professional instruction by (half repeat lecture rate plus half casual demonstration rate by an employee without a relevant Doctoral qualification) Repeat professional instruction (half repeat lecture rate plus half casual demonstration rate by an employee with a relevant Doctoral qualification) Laboratory tutorial/demonstration rate by an employee without a relevant Doctoral qualification (half original tutorial plus half casual demonstration rate) Laboratory tutorial/demonstration rate by an employee with a relevant Doctoral qualification (half original tutorial plus half casual demonstration rate) School of Music Practical instruction by an employee without a relevant Doctoral qualification (Half basic lecturing rate plus half casual demonstration rate) Practical instruction by an employee with a relevant Doctoral qualification (Half basic lecturing rate plus half casual demonstration rate) Anatomy and Human Biology Demonstration by medically qualified persons without relevant Doctoral qualification (2 hours at casual demonstration rate) Demonstration by medically qualified persons with relevant Doctoral qualification (2 hours at casual demonstration rate) Centre for Aboriginal Programmes (School of Indigenous Studies) Tutor rates (DETYA rate) – as determined by DETYA from time to time   Procedures The work area should: submit the completed and signed Casual Teaching Proposal to Human Resources, M350 and provide the employee with a copy of the Casual Teaching Proposal – this form is the employment contract Employees should, on commencement, submit the following forms to Human Resources, M350: Tax File Number Declaration and Salary Transfer Authorisation form Employees should submit their timesheets to their supervisor for authorisation and entry in to the Web timesheet processing application.

 

28.1 Introduction

The purpose of these guidelines is to provide direction to staff responsible for the engagement of contractors providing labour services to the University. These guidelines do not cover issues associated with safety and health. Safety and health issues are covered in the University's "Contractor Safety and Health Policy". The legal and administrative arrangements relating to the engagement of individuals supplying their services to the University can be confusing and easily misunderstood. In many instances, the law will regard an individual who is engaged as an independent contractor as an employee despite the contract, however described. Should this occur, the University may be liable for the obligations relating to pay and conditions under the award or certified agreement, unfair dismissal provisions, pay as you go (PAYG) and payroll tax, workers compensation and superannuation liabilities. After 1 July 2000 the University will only pay on invoice and will only pay in full those contractors who have an Australian Business Number (ABN). Where a contractor does not provide an ABN, the University will be legally obliged to deduct tax from the payment at the highest marginal rate and remit this amount to the Australian Taxation Office. By following these guidelines, staff engaging a third party to provide labour services to the University, will assist the University in meeting its obligations in terms of the relevant legislation, decisions and rulings as determined by the courts, Australian Taxation Office (ATO) and the State Revenue Department (SRD). It is important that staff utilise the appropriate form of contract to meet the particular circumstances. There are three forms of contract relevant to this area: contract of service between an employee and the University; contract for service between a contractor and the University; and contracts with labour hire firms.

 

28.2 Contractual/Employment Relationships

The ATO has issued a Taxation Ruling (TR1999/13) which makes the following distinctions between the above forms of contractual relationships: "The relationship between an employer and an employee is a contractual one. It is often referred to as a contract of service (or in the past, as a master/servant relationship). Such a relationship is typically contrasted with the independent contractor/principal relationship that, at law, is referred to as a contract for services. An independent contractor typically contracts to achieve a result whereas an employee contracts to provide his or her labour (typically to enable the employer to achieve a result)…" "A user of labour or service requirer may contract with a labour hire firm for the provision of labour of a specified kind. The labour hire firm does not contract to perform the work; it merely contracts to provide labour to work under the direction of the user. The labour hire firm then ascertains the availability of suitable workers on its books. Contacted workers may accept or reject the work offer. On acceptance, a contract is formed between the labour hire firm and each worker."

 

28.3 Forms of Contractual Relationships

A contract of service creates an employer – employee relationship which attracts employment conditions regulated by: Awards Certified (Enterprise Bargaining) Agreements or Common law A contract for service establishes a principal – contractor relationship. People engaged under such terms are usually known as independent contractors. The obligations of the parties to the contract vary depending on whether the person is an employee or an independent contractor. The legal distinctions between these two forms of contract and the clear identification of the employer is very important as it affects: who is responsible for the provision of workers’ compensation insurance; whether PAYG deductions must be made in accordance with the Income Tax Assessment Act and at what marginal rate (employee, ABN or no ABN); whether superannuation contributions are payable under the Superannuation Guarantee (Administration) Act; whether payroll tax is payable; the conditions of employment such as hours, rates of pay, entitlement to leave, etc; termination of employment, including responsibility for any subsequent claims of unfair dismissal; and loss or damage as a result of an individual’s negligence during the course of their employment. It is clear that an employer – employee relationship (and hence the above responsibilities), does not apply between the University and a third party when the University contracts for the performance of work by persons engaged by a labour hire firm. Whether an individual is a contractor or employee is less clear.

 

28.4 Deciding On The Form Of The Relationship

The legal test for distinguishing a contractor from an employee can be complex and will depend on a range of factors, as well as the particular circumstances of each case. It is important to be aware that the courts will examine the particular contractual relationship in practice and will not be limited to the form of words used to give effect to the relationship.     Contract of Service (Employer/Employee) Contract for Service (Principal/Contractor) Control over work Skilled employees may have a high level of independence in the way they work, although the framework within which they work would be set with or by the employer. Typically, a contractor has a higher level of independence in the way the work is performed, within the limits of the contract for the work. Independence Employees have a duty to perform work for the employer as directed or in accordance with an employment contract. The contractor must perform duties in accordance with the contract, but not necessarily in other roles except by agreement. Payment Based on the period of time at work regardless of whether work is carried out. Typically payment is according to results without regard to the time taken. Liability The employer, not the employee is legally liable for the work. The contractor is legally liable for the work performed under the contract. Commercial risks The employee generally bears no risks in respect of the work and is not liable to remedy any defective work at their own expenses. The contractor bears the risks and has the potential to make a profit or loss and is responsible to remedy any defective work at their own expense. Integration in business The employee works as part and parcel of the employer's business. The contractor works as part of their own business and may be associated with the operations of another business. Ability to delegate Employer determines employee's freedom to delegate. Typically, a contractor has the ability to delegate the work by agreement or otherwise. Tools and equipment Ordinarily provided by the employer, except when specifically agreed otherwise. The contractor provides their own tools and equipment. Basis of hiring Hired on a continuous basis. Hired for a specific task.   It is not essential that a contract meet all of the above criteria in order to be considered either a contract for or of service. There may be occasions when it is appropriate to incorporate into a contract for service some of the elements normally associated with a contract of service (eg supply of equipment, place of work). However, the intention to establish a contract for service and the reasons for doing so must be stated at the outset. The terms of the contract must be designed to remove any ambiguity in this respect.

 

28.5 Contracting

Where it is necessary to seek the provision of additional labour services, this may be done by engaging a new employee on a fixed term or ongoing basis. Alternatively, in some cases, it may be more appropriate to engage a contractor. Where this is the case, contracts for service are only to be made between the University and labour hire firms or companies. Such contracts shall not be entered into directly with individuals.

 

28.6 Contracts with labour hire firms

The University requires labour hire firms with which it contracts, to hold an "Employment Agents Licence" as issued by the Ministry of Fair Trading. A contract to provide labour must be established between the University and the labour hire firm. Staff members proposing that a labour hire firm be contracted must sight the labour hire firm's licence and proof of insurance coverage for items such as workers compensation and public liability. For other than short term needs consideration should be given to employing staff for a fixed term or specified task as this will often be more cost effective in the long run.

 

28.7 Contracts with companies

Before contracting with a company, the University requires that the company must be an Australian Company with an Australian Companies Number (ACN) or a foreign company operating in Australia with an Australian Registered Business Number (ARBN). A person or contractor conducting business under a registered business name is not the same as a company. Staff members proposing that a company be contracted must sight the Certificate of Incorporation of the company.

 

28.8 Consequences of Not Following These Guidelines

Where these Guidelines are not followed and contractors are not engaged under a valid contract for services, then the University may be liable for : award and certified agreement provisions of the University which have not been complied with; penalties where legislation relating to superannuation, taxation and workers' compensation has not been complied with; compensation or damages in relation to injury suffered by contractors while providing their services and any other person suffering loss or injury arising from the performance of work by the contractor. possible claims of unfair dismissal at the conclusion of the work; PAYG tax and associated penalties for non-compliance with the Income Tax Assessment Act; deduction from the payment of income tax at the highest marginal rates; payroll tax where the SRD determines that a contract of service exists because payments made to a company will be deemed wages liable to payroll tax.

 

28.9 Queries

Any queries arising from the application of these Guidelines should be referred to the Employee Relations Section of Human Resources.

 

29.1 One Policy for all Positions

Staff members appointed under these guidelines shall be treated the same as university funded staff. They will need to be taken into account in the resource allocation arrangements within faculties. In the case of support staff, their duties and place in the line of responsibility to the head of school shall be set out in a duty statement.

 

29.2 Procedure

The Dean shall, if satisfied with both the academic case and the financial implications, endorse the proposal and forward to the Vice Chancellor for approval and acceptance of the arrangement on behalf of the University.

 

29.3 Academic Justification

29.3.1   School to the Dean. 29.3.2   The contribution of the post to teaching and/or research and/or service activities shall be clearly defined. for a teaching and research appointment the number of lectures, tutorials, clinical sessions etc. to be given shall be shown as shall the extent to which they are additional to teaching currently done in the school. The case for establishment of each position shall be made by the head of the school. 29.3.3   If a new subject is to be taught, standard procedures shall be followed and resource check lists shall be completed. 29.3.4   A case shall be made for the salary, classification and level at which it is proposed that the position be filled. 29.3.5   If a proposed position will facilitate implementation of an aspect of the faculty's strategic plan that will be prima facie justification of its acceptance by the Dean and, where the position cannot be fully funded, will bear on the extent to which the Dean is willing to contribute to its establishment.

 

29.4 Full Funding Principle

In every case University negotiators at all levels shall make every attempt to obtain full funding. Full funding includes: Direct salaries and on-costs for the position including: Administrative/Secretarial staff Technical staff Research staff Computing costs (hardware, software and time at WARCC) Cost of experimental animals Travel grants according to the current policy on eligibility Costs of major items of equipment Appointment expenses – advertising, airfares, removals etc Study grant costs, in respect to which the case shall specify how the teaching and research will continue during the absence of personnel on study grants Cost of necessary new library accessions of monographs and serials Administrative overheads (the responsibility of General Services Resources Committee) such as: costs in the Registrar's and Director Finance and Resources Office, insurances telephones and calls car parking costs postage electricity and gas which overheads may be calculated as a standard percentage of total costs or in an itemised way according to policy at the time. Advice should be sought from the Secretary to the General Services Resources Committee. Accommodation, furniture, etc. by way of a capital contribution or an annual contribution, according to policy at the time.

 

29.5 Partly Funded Positions

The University may choose to accept less than full funding. In such cases the Dean will be responsible for underwriting the cost of all items not covered by the outside funding and such undertaking will be stipulated at the time the contract is signed. No such position will be accepted unless the funding of all items listed above has been agreed.

 

29.6 Limited Term Funding

When funding is for a limited term only, what is to be done at the end of the term shall be stipulated at the time the contract is signed. If the aim is to absorb the position into the faculty's operating grant fund the criteria which shall be applied to determine whether that should happen shall be stipulated when the contract is signed and if practicable, a strategy for absorption of the position into the recurrent budget should be included in the papers setting out the case for acceptance of the position.

 

29.7 Contract and Tenure

29.7a   Ongoing/tenurable appointments may be made only where the funding authority guarantees, under strict and legally binding contract (formal letter), to provide the continuing total cost of such positions and appointments until retirement. 29.7b   Where the standard conditions for an appointment allow promotion, salary increments, and/or allowances, the guaranteed funding shall cover all possibilities.

 

29.8 School Staffing Levels

It is the responsibility of Deans to maintain, from outside funding, appropriate levels of technical and clerical assistance to enable schools to maintain efficiency in these areas as outside funded academic staff are appointed.

 

31 General Conditions

31.1 Maximum Employment Hours (FTE)

As a general rule, employees are not able to work more than the equivalent of one (1) full time equivalent (FTE). Employees may be employed in one, or several work areas, with varying fte’s but in total these should not exceed one (1) full time equivalent. Employees may, during periods of leave without pay, participate in occasional casual employment incidental to their substantive position with the University but this must not exceed one (1) full time equivalent. Part-time employment combined with paid leave to a maximum of one (1) full time equivalent is permissible. Approval to exceed one full time equivalent (FTE) must be given by the Director, Human Resources and will only be granted in exceptional circumstances (eg a full time general employee undertaking casual teaching in addition to their full-time hours of work).

 

31.2 Staff Exchanges and Placements with Other Organisations

31.2.1 Participation

Participation in a programme of interchange of personnel with outside organisations may be approved by the Dean, Registrar or Executive Director (Finance and Resources) on the recommendation of the head of school or administrative area where it can be established that the exchange will be beneficial to the University, the organisation concerned and the individual staff members involved.

 

31.2.2 Conditions

Staff members participating in an approved exchange or placement programme will be regarded as being on duty at the University with all existing and accruing rights preserved.

 

31.2.3 Payments & Accruals

The University will ensure that, in respect of its own staff: salary and allowance payments continue uninterrupted with any recoup being arranged by the University direct with the other organisation; leave and other entitlements continue to accrue in accordance with normal conditions of service. Specific agreement on leave arrangements should be reached with the other organisation before the exchange takes effect.

 

31.2.4 Conformity

The University will agree to employ the exchange or placement staff member in conformity with any agreement arranged between the University and the other organisation.

 

31.2.5 General Issues

General issues regarding staff exchanges: Any exchange or placement agreement between the University and another organisation will identify the officer to whom the exchange or placement staff member will be responsible. If disciplinary action is required during the period of the exchange or placement, it will be initiated by the organisation to which the exchange or placement staff member is attached and administered in consultation with the employing organisation. Exchanges or placements would generally be arranged for periods between three and six months, depending on the circumstances, and can be terminated only if both parties agree. Reciprocal arrangements may be negotiated where requested in any particular case but reciprocity need not be simultaneous nor in the same employment field.

 

 

31.3 Appointments Financed From Outside Sources

31.3.1 Prior to Negotiations

Before negotiating with an outside body for funds to support an appointment for a limited period, members of staff should consult the Senior Deputy Vice-Chancellor to determine the University’s attitude to the proposal. Limited outside support for new appointments should not be sought, and normally will not be accepted, unless effectively required as bridging finance for either a staffing expansion predicted or a new development planned within the period of support.

 

31.3.2 Research Grants

The procedure relating to Research Grants and Contracts from Outside Sources, may also be of interest. Refer Guidelines Governing the Establishment of Non-University Funded Positions.

 

31.3.3 Grant Recipients

Grant recipients, whose budget includes provision for staffing assistance, should note that all appointments made by the University are governed by the same general principles. Matters such as starting salaries and other conditions should be discussed with the Dean before negotiations are entered into with potential appointees.

 

 

31.4 Employees Eligible for a Supported Wage

Supported Wage

 

31.5 Consultancy/Contract Work

31.5.1 Individual

Where a school contracts with an individual, payments must be processed through the payroll system with the usual deductions for taxation. Payroll tax and workers’ compensation insurance are also applicable. The above applies even if that individual is part of a company. If a particular person is requested to perform the service then he or she is considered an employee and the payment must be processed by Human Resources.

 

31.5.2 Restrictions

It is not possible for the University to contract with the particular individual and then pay a family company or partnership.

 

31.5.3 General Payment

Where a school enters into a contract for services with a company or business partnership and it is not important which member of that company or business partnership performs the work then Financial Services may make a general payment, provided a formal invoice is submitted by the company or business partnership.

 

31.5.4 Taxation

Should a school wish to enter into a contract for services and it is intended that contract payments not be taxed, the school should complete a ‘Request to Engage a Contractor’ form. Request forms should be forwarded to Human Resources for advice prior to entering into any contracts.

 

31.5.5 Individual's Taxation

Consulting and contract payments to individuals which do not satisfy income tax requirements will be subject to income tax deductions and will be taxed at the maximum tax rate unless a 'Tax File Number Declaration' form (available from Human Resources) is submitted.

 

 

31.6 Salary Packaging

Salary Packaging

31.6.1 Salary Packaging General Information

Salary packaging is also referred to as salary sacrificing or total remuneration packaging. It is an arrangement between an employee and an employer, where the employee agrees to forego part of their salary or wages in return for your employer (or someone associated with your employer) providing benefits of a similar value. Salary packaging is a voluntary option for eligible employees: The University strongly recommends that an employee who is considering salary packaging seek independent financial advice before entering into any agreement to package. Salary Packaging at UWA is not available to casual employees at UWA. Who is eligible to salary package? Why does the University allow salary packaging? What can be packaged? Further information Frequently Asked Questions

 

31.6.2 Who is Eligible to Salary Package?

To be eligible to salary package an employee must: have an employment contract for a minimum of three (3) months at the time of entering into salary packaging arrangement. Employees who have less than a three month contract may apply to salary package. The application will be assessed by the Salary Packaging Coordinator on a case by case basis.

 

31.6.3 Why does the University allow salary packaging?

Salary Packaging allows the University to provide flexibility for employees in regard to their pay. Salary Packaging Fees The University charges a fee for employees to salary package to cover administrative costs. A fee of 2.5% of the value of the packaged items is applicable to: 7% Unisuper or flexible contribution rate Staff Parking E.g. An employee receiving a salary of $1500 per fortnight and packaging $100 worth of benefits will pay a fee of $2.50 per fortnight. The fee is subject to Goods & Services Tax (GST) which is included within the 2.5%. A fee of 1% of the value of the packaged items is applicable to: Voluntary Contributions into superannuation   For all other salary packaging items the fee is 3% of the value of the packaged item. E.g. An employee receiving a salary of $1500 per fortnight and packaging $100 worth of benefits will pay a fee of $3 per fortnight. The fee is subject to Goods & Services Tax (GST) which is included within the 3%.

 

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32.1 General Staff Appointment Conditions

32.1.1 Authorisation

Ongoing or fixed-term general staff appointments are authorised by the head of school on the basis of a previous approval to fill the position by the Dean. A person must not be employed by the University of Western Australia unless they are at least 15 years old to meet the minimum age requirement.

 

32.1.2 Offers of Appointment

Offers of appointment are prepared in Human Resources and made officially by the Director, Human Resources, on behalf of the Vice-Chancellor. A copy of the offer is sent electronically to a designated person in the school. Subsequent formal correspondence arising from offers of appointment is dealt with by Human Resources.

 

32.1.3 Appointments to Non-Research Grant Funded Positions

Appointments to non-research grant funded positions are normally made as ongoing or fixed term. Appointments to research grant funded positions are normally for the period of the grant. Fixed term appointments can only be made for specific reasons as described in Schedule F of the General Staff Agreement, except positions at level HEE10 or above are not included in the fixed term provisions and will normally be offered a contract of up to 5 years. The conditions of employment will be specified in the contract. All fixed term appointments of 12 months or greater are probationary for a period of six months. On the expiry of this initial term an appointment is either confirmed, annulled or extended on probation for a further term not exceeding six months. Once an appointment is confirmed it continues until the expiry of the term or until terminated by written notice by either party.

 

32.1.4 Needs of the School

Positions may be filled on a part-time or job share basis subject to the needs of the school and University on the recommendation of the head of school and the formal approval of the Dean in particular cases. Full time staff wishing to transfer to part-time employment may do so for a specific period or as an ongoing, non-reversible arrangement subject to approval by Head of School.

 

32.1.5 Effective Date

When a member of staff successfully applies for appointment to a new position the effective date should be discussed and agreed between the receiving and relinquishing schools in consultation with the staff member. The receiving school should take the initiative. The starting point in discussions should be the period of notice the staff member would normally have been required to give if she/he had been resigning.

 

 

32.2 Changing the Status of the Appointment

32.2.1 Operating Grant Funded

For operating grant funded positions a change from fixed term to ongoing status for appointees may occur in different ways depending on a number of factors.

 

32.2.2 Non Research Grant Funded Positions

For non research grant funded positions where the appointment has been made on a fixed term basis, and where the appointee competed for the position by way of an advertisement and selection exercise, the head of school supports an ongoing appointment, and the Dean approves the appointment, taking into account current profile considerations and the source of funds the appointee may be converted to ongoing without further advertisement and generally occurs at the expiry of the current contract of employment, however, conversions may occur at other than the expiry of the current contract on a recommendation by a head of school, subject to the conditions outlined above.

 

 

32.3 Probation (General Staff)

Probation (General Staff)

 

32.4.1 Release

Staff wishing to apply for an internal transfer (temporary) should seek agreement from their supervisor that they would be released for a fixed term period prior to submitting an application or expression of interest.

 

32.4.2 Negotiations

The head/school manager/supervisor of the recruiting/receiving school or administrative department should contact the head/school manager/supervisor of the relinquishing school or administrative department to inform them of the offer. The head of school/school manager/supervisor should negotiate a mutually convenient date of transfer.

 

32.4.3 Minimum Period of Notice

The minimum period of notice is one month, for an employee not on probation, but a lesser or greater period of notice could be negotiated if mutually agreed by the employee and the head/school manager/supervisor of both schools or administrative departments.

 

32.4.4 Filling of Newly Created Vacancy

Where an ongoing employee transfers to a fixed-term appointment her/his substantive position can only be filled for the term of the transfer. Ultimately, the employee would resume the substantive position or transfer to the new position on a permanent basis unless the transfer is at Level 10 which would be on a fixed term basis. Any arrangements negotiated under this clause must be included in the letter of appointment and acknowledged by the transferee.

 

32.4.5 Letter of Appointment

The letter of appointment, prepared by Human Resources, to the employee should reflect any particular arrangements which may have been negotiated.

 

32.4.6 Transfer of Funds

When an employee transfers from one work area to another funds for Recreation Leave, Annual Leave Loading and Long Service Leave (including pro-rata Long Service Leave) balances, together with oncosts, are to be transferred from the relinquishing to the receiving work area. HR Services will advise both work areas the amount and value of leave and leave loading, including oncosts, prior to the internal transfer of funds being organised through Financial Services by the receiving work area. The value of the leave and leave loading will be calculated at the hourly rate applicable on the employee’s final work day in the relinquishing work area. Transfer of funds for leave is limited to Recreation Leave, Annual Leave Loading and Long Service Leave.

 

32.4.7 Extension of Transfer

Periods beyond the initial fixed term appointment must be mutually agreed between the individual and supervisor from the relinquishing work area. Consideration should be given to the efficient running of the relinquishing work area while also considering developmental opportunities for the employee.

 

32.6.1 Acting Opportunities

Acting opportunities arise when substantive occupants take periods of leave or act in other positions. These occasions should be used by supervisory staff to ensure that the efficiency of the operating unit is maintained and that the on-the-job experience is directed towards professional development.

 

32.6.2 Three Levels

There are three levels of acting arrangements: short term vacancies – three months or less medium term vacancies – between three and six months vacancies in excess of six months

 

32.6.3 Short Term Vacancies

Short term vacancies are filled at the discretion of the supervisor/manager. Supervisors/managers are encouraged to share such opportunities amongst eligible staff as a form of professional development.

 

32.6.4 Longer Term Vacancy

An opportunity to act in a longer term vacancy offers significant advantages to the temporary occupant in terms of professional and personal development. It is critical that all interested parties have an opportunity to indicate their interest in the position. Long term vacancies, in most instances, are known in advance allowing time to advertise the position internally or externally for a fixed period via circulation of an expression of interest. This should be done in other than the most unusual circumstances. For periods of up to six months advertisement within the faculty is recommended; for periods greater than six months, advertisement throughout the University would be expected. In some circumstances an external advertisement might be appropriate.

 

32.6.5 Steps to Filling a Longer Term Vacancy

Staff wishing to fill a long term acting vacancy should refer to the guidelines on selection. In general the following steps should be followed: Approval to fill is obtained from the relevant supervisor (applies also to short term vacancies). A selection committee formed. An expression of interest outlining: the expected term of the vacancy selection criteria duty statement closing date is circulated through the University via the Human Resources Employment Opportunities. Selection criteria and duty statements will be available through the School. Interested staff submit brief written applications addressing the selection criteria and direct them to the head of school in which the vacancy has occurred. Applicants are short listed by the selection committee on the basis of how well their applications demonstrate suitability and competitiveness against the selection criteria. Where the pool is small a panel may choose to interview all applicants. Alternatively, if an obvious choice has emerged then they may recommend the applicant without interview. Where there are several suitable applicants, those short listed are interviewed. Referees should normally be contacted. A brief selection report, together with all other documentation, should be completed and securely stored within the school. After informing the applicants of the decision the supervisor should submit a completed Higher Duties Allowance form to Human Resources. It is recommended that committee chairs provide feedback to applicants.

 

32.6.6 Rotating Staff

If a manager chooses she/he may rotate staff through a long term vacancy as a means of providing professional development to staff. Appropriate selection procedures should be followed.

 

32.6.7 Conjunctional Policy

This policy should be read in conjunction with the University's policy on Redeployment, Redundancy and Retrenchment which provides that the Vice-Chancellor may direct the placement of a redeployee into any vacancy.

 

33.1 Professional and Consultative Work: Policy Requirements

33.1.1 Purpose, Scope and Objectives of the Policy

The University of Western Australian encourages its staff to engage in professional and consultative activities that advance the professional interests of staff and the wider interests of the University. This policy statement sets out the conditions under which that will occur. Definitions of terms used in this policy are found at Appendix 1. Under specified conditions, certain staff members (see B – 33.1.6.1) may engage in a variety of professional and consultative work activities that bring additional funds to the University and/or to them as individuals. These activities include: competitive research grants (which attract no private income); University Contract research funded on behalf of or jointly with public or private sector organisations which attracts no or limited income to individuals (see B – 33.1.14.5); professional and consulting work including company directorships, contract research, contract consulting and contract teaching (in which all or some proportion of the income is disbursed to the individual); professional practice in medicine and dentistry. Clinical academics who engage in medical private practice shall do so consistent with this policy and any policy or regulation stipulated by the relevant teaching hospital. Time spent on medical private practice shall be deducted from the 20% of time allocation provided for other forms of professional consultative work covered by this policy. provision of professional expertise on an occasional basis that may attract a fee or honorarium. Examples include contributions to the press radio or television broadcasting occasional lectures, exhibitions or performances expert witness testimony sitting fees for government or related committees, or judicial or administrative bodies; and pro bono work within the community (resulting in no additional University or private income but enhancing the reputation of the University). Members of staff also engage in a range of professional activities, ordinarily considered part of their regular duties, that may attract fees or royalties. Examples of such activities include: Publication of books Proceeds from articles published in journals Refereeing of articles in learned journals Publication of book reviews Acting as an external examiner Formal approval for such activities (including activities outlined in B – 33.1.1) is not required although, for annual reporting purposes, notification of the Head of School is advised via the staff member's Annual Activity Return (see B – 33.1.13.4.1) so that they might be included in the Annual Report. Members of staff may also have private, recreational and other professional interests that are subject to private income but do not interfere with the staff member's University time and duties. Where private income arises from these activities notification of the Head of School is suggested.

 

33.1.2 Conditions

This policy pertains most particularly to those members of staff engaged in professional and consultative work (refer to B – 33.1.1) that meets one or more of the following conditions: The work is conducted within the time allocation allowed by the University for this purpose. OR The work utilises University resources and/or facilities. OR The work has been obtained as a consequence of the reputation of the University and the individual's affiliation with and skills/knowledge demonstrated at this institution. (For example, an architect engaged in paid home renovations is likely to be covered by these guidelines. An historian doing the same thing would not.) This policy is concerned specifically with professional and consultative work undertaken by a staff member that may result in private income. The accounting processes for these activities can vary, ranging from payment to them as individuals, through a trust, or to a company or registered business. Alternatively, payment for the work may come through a University account from which a portion is withheld to cover University overheads and the remainder disbursed to the individual or allocated as research funding. For the purposes of this policy professional and consultative work in which revenue is returned to a University account will be known as a University Consultancy. A special form of University Consultancy is a School Consultancy in which the Head of School contracts the consultancy work on behalf of one or more members of staff. Work in which the payment bypasses the University is known as a Private Consultancy. For a range of academic, legal and financial reasons outlined in this policy statement staff are encouraged to define their professional and consultative work as a University Consultancy (or School Consultancy).

 

33.1.3 Objectives

The objectives of this policy on professional and consultative work are to: encourage staff participation in professional and consultative work that bring opportunities and benefits to the University, its staff and clients; provide a flexible management framework to cover the range of professional and consultative work customarily undertaken by members of the University using the University's name, services, space, facilities, equipment, or paid work time, including those directed toward charitable purposes and community service; define the University's management and quality control expectations for contracts of professional and consultative work that involve or implicate the University, including those relating to risk management and accountability provide guidance to persons both inside and outside the University as to when and how professional and consultative work may be undertaken using the University's name, services, space, facilities, equipment or paid work time.

 

33.1.4 Operative Date

The operative date of this revised policy is 27 September 1999. It supersedes any previous policy on professional and consultative work. Private arrangements in effect prior to the operative date must show evidence that they comply with the arrangements described in this policy statement or other such remedy as may be agreed by the Senior Deputy Vice-Chancellor.

 

33.1.5 Conjunctional Reading

This policy statement should be read in conjunction with any relevant State and Federal legislation. The following related University policies may also be relevant: Guidelines on Public Comment by University Staff Recovery of University Infrastructure Costs A Guide to the Intellectual Property Policy Guidelines on Research Ethics and Research Conduct

 

33.1.6 General Information

33.1.6.1 Conditions

Conditions of appointment for members of all academic teaching and research staff holding tenurable or fixed-term appointments (full time, part time and honorary) allow them to undertake professional and consultative work under the conditions specified in this policy although formal approval must be sought and granted. While permission for staff holding part time or honorary appointments is required, in most circumstances permission would be anticipated. Some members of the general staff have employment contracts that allow them to undertake professional and consultative work under the same conditions as for academic staff and as specified in this policy. Other general staff are prohibited from this activity during normal working hours, as are members of the research staff whether or not their salary is on the academic scale. In the case of research staff, there may be exceptional circumstances in which this restriction may be waived with the permission of the head of school and Dean on recommendation of the grant holder funding the research staff member's salary.

 

33.1.6.2 Participation

Participation in professional and consultative work by staff members involving the application of their special knowledge and skills is of benefit to both the University and the general community.

 

33.1.6.3 Benefits

Some of the benefits may include: the ability to attract and retain high quality staff, particularly in some professional areas; opportunities for staff to maintain their professional skills; opportunities for postgraduate students to gain professional skills; opportunities for the University to perform its community service role; ways to enhance the status and prestige of the University in the community; and contributions to the research quantum of the University and, hence, to its overall research funding.

 

 

33.1.7 Key Principles

Four key principles are central to this policy on Professional and Consultative Work: Maintaining Priorities: The priority activity for staff is to fulfill their employment/contractual obligations in such areas as teaching, research and servicing core functions, that further the mission of the University. Professional and consultative work is a privilege, not a right, and should be approved only in those cases where performance is satisfactory. Ethical Behaviour: In discharging their contractual obligations and in any other external liaison with members of the community, staff will display the highest possible ethical standards. Accountability: Professional and consultative work will occur within an accountability framework with clear requirements for approvals, recording and reporting of these activities on behalf of the University. Failure to comply with these accountability requirements will be considered as misconduct and may result in disciplinary action. Legal and Financial Protection: All legal and financial arrangements established for the purpose of participation in a Private Consultancy, where payment is made direct to an individual, will ensure that the University is not liable for such activities. In ordinary circumstances those engaged in a Private Consultancy may not use any University facility (power, space, equipment, letterhead, consumables). Where such use has been agreed, any and all costs that arise as a consequence of private use of University services and facilities will be recouped in accordance with full cost recovery principles. Staff engaged in University and School Consultancies are indemnified by existing University policies.

 

33.1.8 Maintaining Priorities

Professional and consultative work should be related to the work of the University and should not conflict with the interests of the University.

 

33.1.9 Obligations of the Staff Member

The opportunity to participate in such work is given on the basis that contractual obligations to the University must take priority over any professional and consultative work and that the work is related to and will directly or indirectly contribute to the mission of the University.

 

33.1.10 Fulfilling these obligations

In most instances staff members have a contractual obligation associated with teaching and research or the servicing of such areas. Fulfilling these obligations at a high level is the primary task. The standard of the professional and consultative work should generally be such as to enhance the prestige of the University and the professional reputations of the staff involved. Routine testing and professional work that could easily be carried out by other persons in the community should, if possible, be avoided. (It is recognised, however, that such work may be undertaken in the context of a field work programme for students.) Staff should engage in professional and consultative work that addresses more challenging and innovative problems within the staff member's discipline and/or fields of particular expertise. In the case of academic staff it should build on and enrich a staff member's teaching and research interests and be of a quality that could well lead to peer reviewed journal articles and/or graduate theses. In the case of general staff, the work should enhance the image of the University in the community as a source of high quality expertise.

 

33.1.11 Role of the Head of School

33.1.11.1 Consulting is a privilege

Consulting is a privilege not a right for staff and should be approved only in those cases where performance is satisfactory. This judgment falls to the Head of School (other than provided for under B – 33.1.13.2.6).

 

33.1.11.2 Granting Permission

Where such permission has been granted it is also the role of the Head of School to monitor its effects on a staff member's priority commitments (refer to time limits in B – 33.1.13.1).

 

33.1.11.3 Withdrawal of Privilege

It is the role of the Head, on behalf of the University, to withdraw the privilege of consulting where there are concerns about a staff member's performance. In doing so, it should be noted that the priority on teaching is usually recognised, but the priority on research often missed. Private consulting reports are not the equivalent to refereed research publications.

 

33.1.11.4 Additional Responsibilities

Within the context of this policy the Head of School is also responsible for: providing guidance to staff on professional and consultative work; ensuring that applications for professional and consultative work comply with the requirements of this policy including the time allocation allowed (see B – 33.1.13.1); monitoring professional and consultative activity within the school; recording and reporting on the quantum of professional and consultative work to the Dean (or other appropriate officer) of the University; and facilitating internal and external audit processes.

 

33.1.11.5 Overall Responsibility

The Senior Deputy Vice-Chancellor has overall responsibility for the implementation and operation of the policy, and is final arbiter in any dispute.

 

33.1.11.6 Senate

The University Senate has final authority for approving alterations to this policy on professional and consultative work.

 

 

33.1.12 Ethical Behaviour

33.1.12.1 Directorships and Partnerships

33.1.12.1.1 Required Permission

No member of staff should, without the permission of the Vice-Chancellor, become a director of a company, whether public or private, except companies which are charitable and not for profit, (such as schools or companies formed to deal solely with private affairs) or become a partner or principal in a firm or partnership of a commercial nature.

 

33.1.12.1.2 Requests for Permission

Requests for permission to hold a directorship or other commercial positions, including those within public agencies, will be considered by the Vice-Chancellor on the advice of the Dean (or other appropriate officer) after recommendation by the Head of School. In the case of Deans, a direct request should be made to the Vice-Chancellor. The time commitments associated with a directorship must be included within the time allocation for professional and consultative work. For general staff members without provision for consulting within their employment contract this activity must be out of working hours.

 

33.1.12.1.3 Conflict of Interest

Such an appointment shall not conflict with a person's academic or administrative responsibilities or their duties or responsibilities as a member of the staff of UWA. It should also advance good relations between the University and the organisation concerned. Heads will review permission to hold such positions every two years.

 

33.1.12.1.4 Making of Public Statements

No public statement must be made by staff in regard to issues dealt with by the company, except where the staff member is identified as acting in their capacity as a director rather than as a member of the University. (Refer to Guidelines on Public Comment by University Staff).

 

 

33.1.12.2 Market Competition

The opportunity to engage in professional and consultative work is not given to staff members for the purpose of enabling them to supplement their incomes, but any fees charged should not be less than the normal professional fee. Additionally, no individual member of staff should solicit professional or consultative work by any form of public advertisement. Private Consultancy work must not compete with services otherwise provided by the University on a commercial basis.

 

33.1.12.3 Pro Bono Work

In addition to community pro bono work, as identified in B – 33.1.1, there are a number of academic disciplines within the University (law, psychology, social work, for example) that provide opportunities for students to engage in practical work. This is a means for them to gain important experience and to offer a service to the community. Staff assist and observe. The revenues from such activities are not considered within the ambit of these guidelines and all such income must be managed within the school accounting system.

 

33.1.12.4 Other Community Activities

Members of the University staff, as individuals and members of the community, might be involved in activities that have no relationship to their professional commitment to the University. The University has no concern with these activities. There might, nevertheless, be room for disagreement concerning whether a particular activity relates to their position as a staff member of the University or not, and it is desirable that the Vice-Chancellor should be informed of significant activities that could be seen in this way, especially if remuneration is involved. Where staff engage in community service activities the time required will be included in the 20% allocation. In the case of general staff on standard employment contracts these activities must normally occur outside working hours. Where private income arises from these activities, however, notification of the Head of School is suggested although not required.

 

 

33.1.13 Accountability Framework

33.1.13.1 Time Allocation

In normal circumstances the time devoted to professional and consultative work by academic staff and general staff with approved employment contracts should not exceed 20% of the working year. It is assumed that consulting work will be spread across the year, although in special circumstances, the Head may approve more concentrated periods of such work. Heads are asked to inform the Dean (or other appropriate officer) of individual consultancies in excess of 26 days.

 

33.1.13.2 Approvals

33.1.13.2.1 Written Approval

For each instance of professional and consultative work members of staff must obtain written approval from the Head of School on the appropriate application form, providing details of the proposed work. In the case of ongoing work for a single organisation approval is required only annually. The approval process must specify whether the work will be undertaken as a University Consultancy or a Private Consultancy. In approving the consulting work the Head of School is indirectly confirming that the staff member is satisfactorily performing their normal duties in accordance with the contract of employment.

 

33.1.13.2.2 Insurance

Staff are advised that when engaging in work on a private basis (Private Consultancy) they are not covered by the University's insurance policies and will require Workers' Compensation, Public Liability and Professional Indemnity insurance (see B – 33.1.14.3.2). They must also complete an indemnity, a pro forma of which is attached as part of the application form, absolving the University of Western Australia from any liability. In those cases where the University receives payment, the University's insurance policies offer sufficient cover to the consulting staff member. In approving a Private Consultancy the Head must feel confident that the arrangements made do not put the University at risk. (Refer to B – 33.1.14 on Legal and Financial Protection.)

 

33.1.13.2.3 Academic Interests

There may be instances in which it is in the best academic interests of the University and its students to establish a formal agreement with a company owned and operated by one or more individuals who are also members of the University staff. This is a form of Private Consultancy and, in such circumstances, it is essential for the Head of School and Dean, through the University's Legal Office, to prepare a formal memorandum establishing the relationship.

 

33.1.13.2.4 Approval

The Head of School shall approve or not approve the "Application to Undertake Professional and Consultative Work" giving written notice within seven (7) days, where practicable. A photocopy of the application form signed by the Head will suffice as notice of approval.

 

33.1.13.2.5 Non-approval

Should the Head of School not approve the professional or consultative work then the staff member may ask for the Dean (or other appropriate officer) to review the decision. The review process requires a copy of the application form together with a statement as to why permission should be granted, and a statement from the Head of School detailing reasons for not approving the request. The Dean (or other appropriate officer), will decide, where practicable, within seven (7) days of receipt of the submission.

 

33.1.13.2.6 Senior Level Approval

Heads of School wishing to undertake professional and consultative work should seek approval from the Dean (or other appropriate officer). Deans wishing to undertake such work should seek approval from the Senior Deputy Vice-Chancellor.

 

33.1.13.2.7 Working Without Approval

Should staff members accept professional and consultative work without approval, this will be deemed to be misconduct and subject to disciplinary action. Heads should obtain advice from the Director Human Resources before embarking on this course.

 

33.1.13.2.8 Form Completion

Prior to signing the application form as approved, the Head of School must be satisfied that all sections are fully completed (including signatures). Incomplete forms should be returned to the applicant for completion.

 

 

33.1.13.3 Recording

To provide the University with aggregate information about staff involvement in professional and consultative activities, and to facilitate the maintenance of an appropriate audit trail, records are required. Heads of Schools must keep, for a period of at least two years, originals or copies of application forms, staff members Annual Activity Returns and Annual School Activity Reports. In some instances a Head of School may seek, for his/her more formal records, more detailed information from the staff member about activities undertaken.

 

33.1.13.4 Information for Reporting Purposes

33.1.13.4.1 Forms Required

For its broader reporting requirements to Senate for research funding planning, and to support the accountability process for audit and other purposes, the University requires completion of the following forms: Application to Undertake Professional and Consultative Work (refer to Sections B – 33.1.13.2.1 to B – 33.1.13.2.8 and Application to Undertake Professional and Consultative Work. Staff Members Annual Activity Return to the Head of School At the conclusion of each calendar year the Head of School must request the completion of an Annual Activity Return from all members of academic staff and from those members of the general staff whose contracts provide for participation in professional and consultative work. Completed returns are to cover the twelve month period to the end of December. Nil Returns: Staff eligible to engage in professional or consultative work as defined in this policy but who have not done so are still required to complete an Annual Activity Return by ticking the 'No' box. Annual School Activity Report to the Vice Chancellor. The aggregate of information appearing on staff members returns as per B – 33.1.13.4.1(b) must be summarised by the Head of School onto a School Activity Report which is then forwarded to the Dean (or other appropriate officer). It is the responsibility of the Dean (or other appropriate officer), upon receipt of all School Activity Reports from Heads of Schools, and by 20th February each year, to forward these on to the Vice Chancellor. Reports will be held in the Vice Chancellery for a period of two years.

 

33.1.13.4.2 Clarity & Accuracy

Clear and accurate reporting within the above forms is essential.

 

 

33.1.13.5 Audit Requirements

Officers from the internal audit group will visit individual schools on a test basis each year. Information from the aggregate reports will be available to Senate and other University committees for the purposes of annual reporting.

 

 

33.1.14 Legal and Financial Protection

33.1.14.1 Financial Recoup

33.1.14.1.1 Costings

As part of a University Consultancy the full costs of power, space and equipment must be recovered and reimbursed to the School. This includes the costs of any secretarial and/or technical support (including on-costs) together with all consumable items (including stationery, postage, telephone charges, fax, photocopy, email and travel). It is the responsibility of the Head of School to ensure that the costs are recovered in accordance with a set of standard charges to be developed within each school. Where the consulting is done in a private capacity no University letterhead, stationery, postal address, phone number, fax number, email address or Web address is to be used, nor any other information that might associate the University with the Private Consultancy. In ordinary circumstances neither will the staff member use any University facilities (power, space, equipment and consumables). However, in circumstances where a Head of School agrees to the use of University facilities for a Private Consultancy, they must ensure reimbursement of the full costs. If it is determined that the staff member has used University facilities (power, space, equipment and consumables) without approval they may be subject to disciplinary action.

 

 

33.1.14.2 Return of Revenue to the University

33.1.14.2.1 Tax & Documentation

It is to be noted that in a University Consultancy the revenue is returned to a School account and is considered to have been done by the individual on behalf of the University. It is therefore University income and does not attract taxation. A University Consultancy also provides liability coverage for the staff member(s) concerned (see B – 33.1.14.3.1 and B – 33.1.14.3.2). When work has been done as a University or School Consultancy the Head may agree to payment of a portion of these funds to the staff member in a private capacity (see B – 33.1.2 and B – 33.1.14.5.2(b)). In this case it must be done through the Human Resources payroll system and becomes taxable. The school must maintain full documentation of such payments. school may also choose to use the revenue from a School Consultancy to cover the costs of providing market salary loadings to staff meeting the criteria.

 

 

33.1.14.3 Legal Issues

33.1.14.3.1 Workers Compensation

When professional and consultative work is undertaken as part of normal duties (eg University contract research) or as agreed in B – 33.1.14.2.1 above (a University or School Consultancy within the 20% time allocation), staff are covered by Workers' Compensation and University insurance policies. The Insurance Officer can offer advice on the specifics of this cover and arrange for legal opinions in respect of any work of a controversial nature.

 

33.1.14.3.2 Insurance Liability

When professional and consultative work is undertaken in a private capacity (Private Consultancy), the University will not accept any liability for accident or injury that may occur to the staff member during the course of that work including travel to and from the place of work. It is the responsibility of the member of staff concerned to ensure that he or she is adequately covered by appropriate Workers' Compensation/personal accident insurance. Similarly, the University accepts no liability in regard to the work done. Staff must indemnify themselves through taking out Public Liability and Professional Indemnity insurance. Alternatively, they must provide evidence that the client is indemnifying the staff member. Should staff members choose not to indemnify themselves, any risk is theirs alone. Staff should be particularly aware of the possibility of defamation and slander actions. Staff operating on a private basis should ensure that the insurance coverage is adequate if the professional or consultative service is to be delivered outside Australia.

 

33.1.14.3.3 Confirmation of Insurance

Staff seeking to engage in a Private Consultancy are required to confirm their insurance coverage to the University (through the Head of School) prior to approval being granted as part of the application process. Heads approving a Private Consultancy where no indemnity is identified must consider whether it is necessary for the staff member to obtain from the client a standard letter that indicates the private nature of the work undertaken and absolves the University of any liability. This letter will be placed on a school file.

 

33.1.14.3.4 Application Form

Should the staff member undertake the work as a University Consultancy conducted under the auspices of the University, completion of the application form is still required. A provision exists within the application form for the Head of School's signature waiving the indemnity requirement.

 

33.1.14.3.5 Third Party Liability

Under no circumstances should staff members engaged in professional and consultative work accept liabilities for third parties such as publishers, companies, partners, etc.

 

 

33.1.14.4 Sub Contracting

33.1.14.4.1 Approvals & Insurance

Staff members who employ others or sub contract a portion of their work to students or other staff are responsible for ensuring that approvals are granted where necessary and that personal indemnity insurance is in place. Any staff member who participates in a consultancy arrangement as a 'sub-contractor' is required to seek independent approval from the Head of School and must ensure that insurance as detailed in B – 33.1.14.3.2 above is in place. Staff are cautioned about the need to comply with existing legal requirements when using students for consulting work and it is recommended that they seek advice from Human Resources.

 

 

33.1.14.5 University Contracts

33.1.14.5.1 Outline for Outline

Contracts between the University and external parties are often undertaken on University premises with the use of University facilities. Projects in this category may include research and development activities, testing or sampling services, practical and/or field-work studies, expert investigations, surveys, audio, video and film productions, script-writing, graphic work, etc.

 

33.1.14.5.2 Signing of Contracts

Generally, only the Vice-Chancellor and staff with the expressly delegated authority of the Vice-Chancellor, normally the Deputy Vice-Chancellor, the Registrar, and the Executive Director [Finance and Resources], are empowered to sign contracts or agreements on behalf of the University. Agreement on intellectual property rights and equipment should vest in the University and there should be no restrictions on publication; any decision to divest copyright requires approval of the Vice Chancellor. Any previous relationship between the client organisation and the staff member must be declared to the Vice-Chancellor. Staff members who are expected to provide services as part of a University Contract should be advised of any arrangements for consulting fees to be made available to them, the terms upon which they will be made available and agree to those conditions before the contract is signed. Staff time, including support staff costs, shall be recovered in full. Costs shall include salary, salary-related costs, superannuation and other charges. Alternatively, the costs may be charged at professional rates. In most circumstances, the funds shall be credited to the School for its own use. Upon the request of the staff member, a Head of School may give approval to convert the School's income to a consulting fee to the staff member, or nominated company. A realistic assessment of the costs of the project, including consumables, postage, telephone charges and travel shall be included in the budget. A minimum infrastructure charge of 15% of the total value of the contract will be recovered by the University. Full infrastructure costs of a minimum 35% should be charged if the University Contract is commissioned and the funding body seeks full ownership rights. See Recovery of University Infrastructure Costs.

 

 

33.1.14.6 Contract Education Courses

33.1.14.6.1 Courses

Contract education courses may be conducted either on the University campus or elsewhere. Educational courses of a contractual nature outside the normal work of the University (eg professional upgrading courses) may be considered as a sub-category of contracts and as such the provisions of B – 33.1.14.5 shall apply. Such arrangements should follow the same reporting procedures as School Consultancies (refer to requirements in B – 33.1.13.4.1) University staff teaching such courses outside their normal teaching loads may be paid an appropriate consulting fee plus incurred travel expenses.

 

33.1.14.6.2 Teaching at other Institutions

Staff of this University are sometimes asked to teach courses in other higher education institutions. Other than in the case of guest lectures or teaching on study leave (for which honoraria may be paid), permission must be obtained from the Head of School for this activity. Where the teaching commitment is considered significant (20% or more of the normal teaching load in this institution) consideration must be given to arrangement of fractional appointments at both institutions.

 

33.1.14.6.3 Other Schools

A staff member from one School in this University may be asked to teach in the programme of another School. Other than in the case of guest lectures, permission must be obtained from the Head of School in consultation with the Head of School seeking the assistance. Any additional teaching of this nature, together with other consultancy activities, cannot exceed 20% of a normal workload. In normal circumstances, consideration will be given to a joint appointment where the additional workload exceeds 20% of a normal teaching load. Summer Sessions and Offshore Teaching, where they exceed a normal teaching load, will also adhere to these requirements. Payment will normally be made through the Payroll system.

 

33.1.14.6.4 Occasional Teaching

Staff may be asked to participate in occasional teaching opportunities (eg University Extension programmes). Assuming that this occurs outside their regular working hours it should be considered under the provisions of B – 33.1.1. Approval for such activities is not required although notification of the Head of School is advised so that they might be incorporated in the annual reporting process.

 

 

33.1.14.7 University Duties

33.1.14.7.1 Fees

No full time staff member may, without the permission of the Vice-Chancellor, receive a personal fee for acting in a consultative or advisory or professional capacity towards any School, Centre or service centre of the University. It is possible, however, that a staff member may be asked to assist another part of the University for a defined period of time on a specified project. In such cases the 'home' school may seek a recoup of salary costs.

 

33.1.14.7.2 Private Coaching

A staff member shall not accept fees for private coaching of students of the University except where such coaching has been approved by the Head of School.

 

 

33.1.14.8 Conflicts of Interest in University Business Transactions

33.1.14.8.1 Declaration

It is the responsibility of every staff member of the University involved in the supply of goods or services, to or for the University, to declare in writing all relevant interests that the staff member may have in any proposed transaction.

 

33.1.14.8.2 Relevant Interest

A staff member shall be deemed to have a relevant interest for the purpose of these rules if the staff member or their immediate family is or could be the proposed supplier of goods or services, or if the staff member or any of their immediate family has some interest whether as proprietor, shareholder, director, partner or otherwise in any firm, company or other business entity which is or could be the proposed supplier of the goods or services, other than an interest as a shareholder in a public listed company.

 

33.1.14.8.3 Proposed Transactions

Proposed transactions include Tenders and Invitations to Tender for the supply to the University of goods and services.

 

33.1.14.8.4 Approval

All proposed transactions subject to such declarations shall be directed to the Executive Director, in the first instance. The Executive Director may refer them to the Vice-Chancellor for approval in writing.

 

33.1.14.8.5 Conflict of Interest

Any conflict of interest relating to research activity needs to be reported to the Pro Vice-Chancellor (Research and Research Training) as set out in the Guidelines on Research Ethics and Research Conduct.

 

 

 

33.1.15 Additional Information

Senate July 1995 Resolution 226 Amended July 1999   Appendix 1 Definitions Professional and Consultative Work This is a comprehensive term that refers to the full range of services that may be provided by members of the University staff to commercial, government or other clients in the broader community. These are outlined in B – 33.1.1 Consultancy University Consultancy: This is a form of professional or consultative service, conducted and contracted by an individual member of University staff, within the agreed time allocation for such work. Payment is made through the University accounting system. School Consultancy: This is a form of professional or consultative service, conducted and contracted by a School through the Head of School, rather than by an individual staff member within the school, within the agreed time allocation for such work. Payment is made through the University accounting system. University and school consultancy funds must be expended for work related purposes only (ie not for private benefit). The funds form part of the University's accounting records and, as such, are subject to audit. Expenditure must be processed in accordance with UWA Faculty Accounting Guidelines. Any equipment purchased from these funds remains the property of the school.The Head of School, however, may agree to pay a portion of these funds to the staff member in a private capacity in which case it becomes taxable. Full documentation of such payments must be kept. Private Consultancy: This is a form of professional or consultative service, conducted and contracted by a individual member of University staff, within the agreed time allocation for such work. Payment is made direct to that individual, or to a trust, private company, or registered business. Staff using these funds for private benefit must consider the money as private income on which income tax is payable. University Contract This is a contract for a professional or consultative service agreed between the University or some business unit of the University and a commercial, government, or other entity. Contracts within this category are recognised by the requirement for the UWA signatory to the contract to be a senior member of the University's Executive. Signing authority may be delegated to Heads of School in some instances. Staff Member A staff member is a member of the academic or general staff of the University of Western Australia employed under the appropriate enterprise bargaining agreement, or casual or sessional staff member employed under specific contracts. Head of School Refers to the Head of School or Section Head of an organisational unit within the University.

 

 

33.2 Academic Professional And Consultative Work

33.2.1 Decision Tree to Determine Applicability of Guidelines

What Type of Professional or Consultative Type of Work Am I Considering? (see 33.1.1) How Will the Client Pay the Account? (See 13.1.14.2.1) Who Must Approve this Activity and in What Way? (see 33.1.13 re time and approval procedures; see 33.1.14 on financial and legal issues including indemnification) How will this Activity be Reported? (see 33.1.13 re recording and reporting) Pro Bono (33.1.1) not applicable HOS if required Yes (general) Professional Expertise including guest teaching (33.1.1, 33.1.14.6.1) Personal payment (honoraria?) approval not required Yes (general) Sitting Fees (33.1.1) Personal payment HOS: application form not required but time considered within allocation Yes (on personal and school forms) Directorships or Other Commercial Positions (33.1.1, 33.1.12.1.1) Personal payment VC on recommendation of HOS: application form not required but time considered within allocation biennial review by HOS School Contracts (33.1.1, 33.1.14.5) University account (some income may be distributed to staff member privately) Contracts signed by delegated officers of the University: application form not required Yes (on school forms) Private Contracts (33.1.1) (1) University account (2) Personal or company payment (1) application form required but indemnity waiver applies (2) application form required with completed indemnity (1) Yes (on personal and school forms) (2) Yes on personal and school forms) * ** general refers to the regular reporting schools do in describing their achievements (eg research, new programmes, etc.)

 

 

33.3 Conferral of Academic Titles on Principal Investigators and Directors of Research Centres

33.3.1 ARC & NHMRC

The University's policy on the conferral of academic titles on ARC and NHMRC research fellows is set out in Human Resources Policy and Procedures at A – 18. The policy below applies in certain circumstances in which a proposed principal investigator of a grant, or director of a centre, is not a full-time academic staff member at UWA, or an ARC or NHMRC research fellow, and is seeking a salary for the term of the grant.

 

33.3.2 Principal Investigator of a Research Grant

33.3.2.1 Titles

The title of lecturer, senior lecturer, associate professor or professor can be conferred on a principal investigator in circumstances where: the principal investigator is not, at the time of the appointment, a full-time academic staff member at UWA; and the principal investigator has been responsible for developing a research proposal for submission to a recognised national competitive grant scheme; and the principal investigator's proposed level of appointment and salary are explicitly stated in the proposal; and the proposed level of appointment is compatible and comparable with other academic and research-only appointments with similar responsibilities; and the grant proposal is successful and is funded at a level which enables the principal investigator to be appointed at the appropriate level.

 

33.3.2.2 Conferment of Titles Below Professor

Titles below professor are conferred by the Vice-Chancellor on the recommendation of the head of school, the dean, and the Chair of the Promotions and Tenure Committee. The recommendation should be forwarded when the research proposal is submitted for approval by the University prior to being sent to the funding agency.

 

33.3.2.3 Duration

The academic title would be awarded for the duration of the grant.

 

33.3.2.4 Conferment of the Title Professor

The title of professor is conferred by Senate on the recommendation of the Vice-Chancellor, the Chair of Academic Board, the dean and the head of school. The recommendation of the head of school and dean should be forwarded when the research proposal is submitted for approval by the University prior to being sent to the funding agency. The recommendation must address the role of the proposed professor as outlined in the Human Resources Policies, Procedures and Guidelines at A – 16.

 

33.3.2.5 Promotion

Staff with academic titles conferred under this policy are eligible for promotion under the University's promotion criteria for research-only staff as outlined in the Human Resources Policies, Procedures and Guidelines at B – 12.

 

 

33.3.3 Director of a Research Centre

33.3.3.1 Circumstances

The title of associate professor or professor can be conferred on a director of a centre in circumstances where: the director is not, at the time of appointment, a full-time academic staff member at UWA; and the director has been responsible for developing a proposal for a centre for submission to a recognised national competitive research grant scheme for the establishment of centres, or to any other major peer-reviewed scheme for the establishment of centres approved by the Vice-Chancellor; and the director's proposed level of appointment and salary are explicitly stated in the proposal; and the proposed level of appointment is compatible and comparable with other academic and research-only appointments with similar responsibilities; and the proposal for the establishment of a centre is successful and is funded at a level which enables the director to be appointed at the appropriate level from grant funds, or a combination of grant and other funds.

 

33.3.3.2 Conferment of the title Associate Professor

The title of associate professor is conferred by the Vice-Chancellor on the recommendation of the head of school, the dean, and the Chair of the Promotions and Tenure Committee. The recommendation should be forwarded when the proposal for the establishment of the centre is submitted for approval by the University prior to being sent to the funding agency.

 

33.3.3.3 Title

The academic title will be awarded for the duration of the grant.

 

33.3.3.4 Conferment of the Title Professor

The title of professor is conferred by Senate on the recommendation of the Vice-Chancellor, the Chair of Academic Board, the dean and the head of school. The recommendation of the head of school and dean should be forwarded when the proposal for the establishment of a centre is submitted for approval by the University prior to being sent to the funding agency. The recommendation must address the role of the proposed professor as outlined in the Human Resources Policies, Procedures and Guidelines at A – 16. The approval of Senate should be obtained prior to the outcome of the grant round being announced and is subject to the proposal being successful.

 

33.3.3.5 Promotion

Staff with academic titles conferred under this policy are eligible for promotion under the University's promotion criteria for research-only staff.

 

 

 

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