8 CLASSIFICATION AND WORK

8.01 Position Terms and Classification

• the Classification, Level and salary on starting;
• if your appointment is on a full-time or part-time basis;
• specific information about the days, times, and times of the year for which the employment is available, if relevant;
• the length and terms of your probation period, if any;
• your other main terms of employment under this Agreement; and
• your duties and the reporting relationships.

8.02 Position Classification Standards - Academic Staff

8.02.02 The PCS help to differentiate between the various Levels and define the broad relationships between them.

8.02.03 You will contribute at all Levels to a diversity of functions including teaching, research, participation in professional activities and participation in academic planning and governance. The balance of functions varies with the Level and position over time and the allocation of work patterns under 8.10.

8.02.04 Appointment or election to positions with a high level of administrative responsibility is based on your capacity to carry out these management functions.

8.02.05 In giving you management responsibility, the University must consider the PCS and your continuing professional development.

8.03 Level A Academic Staff

8.03.02 If you are required to carry out full unit coordination as part of your normal duties, you will be paid at Step 6, Level A or above (see also 4.05).

8.03.03 You will be paid at Step 6 of Level A or higher if you hold or gain a relevant doctoral qualification.

8.03.04 This does not mean that you cannot move higher without a PhD or without carrying out full unit coordination. However, the setting of the doctoral/unit coordination at Step 6 of Level A also does not suggest that you should have accelerated promotion to Lecturer (Level B) because of your doctoral qualifications or unit coordination duties alone.

8.03.05 The career structure and the PCS for this Level are designed to allow for a greater proportion of appointments as Associate Lecturer.

8.03.06 You will be encouraged and helped to carry out professional development, in particular by the allocation of work patterns and workloads.

8.04 Discipline Profiles

8.04.02 The Head will make sure that each discipline (or department, if it covers the discipline) maintains the profile in step with the appointment, workload allocation, probation, performance management and promotion procedures and the PCS.

8.04.03 The profile should consider the full range of activities carried out by Academic staff and the diversity of the discipline.

8.04.04 Disciplines should have realistic expectations in the profile.

8.04.05 The stated requirements are to reflect the expectations for satisfactory performance at each Level. For probationary purposes as Associate Lecturer, you are only required to perform satisfactorily as Associate Lecturer. For promotion, you would be assessed against Lecturer criteria and the capacity to carry out work at that Level. In the same way, if you apply for an advertised Lecturer position, you will be assessed against the Lecturer discipline profile and PCS.

8.04.06 Disciplines need not update their profile each year but must do so every 3 years. The date of approval is shown on the published profile, which will also be on the Personnel web.

8.04.07 You will be given a copy of the changed profile. You will not be disadvantaged while you adjust to a changed profile.

8.04.08 If an existing discipline profile is considered by the adviser and Head to be unsuitable or too restrictive for you or other staff members for the PMS, the use of the profile should be helped by additional details more relevant to you or other staff.

Overview (Nature of the Discipline)

8.04.09 Special features of the discipline are to be considered under this heading, which should be no more than a page. These include the culture of the discipline, defining what is meant by scholarship in the discipline and the emphasis given to teaching, research and service. Reference should be made to strategies and aims in Division and/or University Strategic Plans.

8.04.10 Any imbalances in the representation of EEO groups in the discipline and special measures in place to overcome them should be covered.

Expectations

8.04.11 Each discipline should cover the areas of qualifications, teaching, scholarship and research, and service to the University and community.

8.04.12 In each area, reference should be made to the expectations about leadership and practice at each Level. The profile should clearly identify the differences expected between the Levels in each area. Supplementary information may be needed to make the profile more relevant to you or other staff members.

8.04.13 Each Classification Level should build on the one below. The requirements for Associate Lecturer should be clearly stated, then the additional or expanded requirements for Lecturer and above. This will make the different requirements at the different Levels clear to readers.

8.04.14 You will see the level and type of essential and desirable qualifications for appointment at each Level, taking into account the PCS.

8.04.15 Expectations for the dissemination of knowledge through teaching may cover:

• teaching styles and work loads;
• the frequency and level of postgraduate research degree enrolment in the discipline and expectations of research degree supervisors;
• the emphasis on curriculum development and course design.

• the time usually involved in such work;
• assessment of the impact of research;
• the role of defining, planning and managing research programs;
• the forms in which scholarship and research are usually made available and to what audiences;
• for publications:
• the number, frequency, and length;
• authorship conventions, and joint publications;
• the nature and the review procedures of the key journals in which members usually publish their scholarship and research;
• research grants and major sources of funding;
• the place of published reports, creative works, conference proceedings, case notes, films, case histories, etc., in advancing knowledge, as well as the modes of assessing non standard research.

• the nature of the administrative responsibilities you are to accept;
• the role of consultancy, clinical activity and commissioned work, and the evaluation of output;
• the role that you are expected to play in professional associations;
• service to the community that is relevant to the University.

8.05 University Expectations of a Professor

Enhancement of the Position Classification Standards for Level E

8.05.02 You have a special responsibility to give leadership and foster excellence in research, teaching, professional activities and policy development in the discipline, the University and the community, both scholarly and generally.

8.05.03 Your duties as a Professor may include:

• giving a high level of commitment to a particular scholarly field;
• conducting research and fostering the research of other groups and individuals in the department, the discipline and related disciplines;
• developing research policy;
• supervising honours students or postgraduate students engaged in course work;
• supervising major honours or postgraduate research projects;
• making a distinguished contribution to teaching at all levels;
• conducting tutorials, practical classes, demonstrations, workshops, field excursions, clinical sessions, and studio sessions;
• preparing and delivering lectures and seminars;
• consulting with your students;
• marking and assessment;
• having an active role in maintaining academic standards and developing educational policy and curriculum in the discipline;
• developing policy and being involved in administrative matters in the Department, Division and the University;
• participating in and providing leadership in community affairs, particularly those relating to the discipline, in professional, governmental, commercial, and industrial sectors where appropriate.

8.05.05 You should:

• try for continuing improvement in academic standards;
• make a distinguished contribution to teaching;
• give leadership in curriculum development and innovation;
• be involved in the overall management of particular functions such as the coordination of the research or teaching plans;
• be a role model in your relationships with students and staff; and
• be accessible in the discipline and should take part in the community life of the University.

8.05.07 You have a responsibility to advance the image of the University in the community, locally, nationally and internationally. This should involve:

• excellence in teaching and research;
• participation in major conferences;
• talks to community groups and schools; and
• contributions to public debate.

Relationships with Heads

8.05.09 You should be available to serve as Head, and adviser of staff and contribute actively to consultative processes. Your appointment in management positions will add to the standing of the discipline and the office and help other staff to establish their careers free of management obligation.

8.05.10 Your Head will allocate you duties, administrative tasks and teaching loads and appoint your adviser for the PMS.

8.05.11 Your Head should consult you on major matters of academic policy and evaluation, staff selection and supervision, and the assessment of staff performance. Recommendations from the Head to the Vice-Chancellor should state if this has not occurred or if there is disagreement.

8.05.12 In the same way, you should talk about your views with your Head of Division, Head of Department and with other Professors in the area. Normally you will not need to give independent advice to the Vice-Chancellor on matters within the discretion of the Head.

8.05.13 Responsibility for your performance as a Professor, particularly in policy formation and leadership, lies finally with the Vice-Chancellor, exercised through a Deputy from reports sent through the Head. You are answerable to the Vice-Chancellor who expects you to carry out your responsibilities with the understanding and agreement of the Head.

8.05.14 The Professors of the University may be consulted collectively by the Vice-Chancellor on broad issues of University policy.

8.06 Position Classification Standards (PCS) - General Staff

8.06.02 The payment for Examination Supervisors will be decided by the following classification of the work done by them into appropriate Levels:

8.07 Work Practices Reviews

8.07.02 Each Team will have 4 staff members from the Division or Office, 2 appointed by the Head and 2 by the Union, and meet in normal work time.

8.07.03 The members should be appointed for a term of 12 months, with the possibility of reappointment for a further 12 months.

8.07.04 The Team will:

• consider local existing and proposed work practices;
• consider the procedures for allocating General staff workloads and for leave rostering and advise the Head how to ensure reasonableness and equity in allocation and approvals. If you are dissatisfied with the outcome you may use the grievance procedures at 14.01;
• advise the Head on local issues the Head might consider in consultation with the Team to try to remove inefficient or wasteful practices;
• give the University and the Union information on local work practices that might affect another work area or which may be helpful if applied more generally.

8.08 Work Design for General Staff Positions

• improve the efficiency and effectiveness of the University;
• provide more skilled and satisfying jobs for General staff; and
• allow better opportunities for promotion.

8.08.03 Each Team will have 4 staff members from the Division or Office, 2 appointed by the Head and 2 by the Union, and meet in normal work time.

8.08.04 The members should be appointed for a term of 12 months, with the possibility of reappointment for a further 12 months.

8.08.05 Members will be trained in work design, EEO and OH&S principles.

8.08.06 Either you as the occupant or the Head may begin a review of your position by a Team. However, as far as possible, work design projects should cover a work area, rather than a single position.

8.08.07 If the Head is looking at substantial changes to positions which will involve the use of the Managing Change procedures, the design of new positions is the responsibility of the Head rather than a Work Design Team.

8.08.08 The following principles apply in work design:

• wider skill prescriptions and opportunities for multiskilling are of prime importance;
• while work design may lead to the removal of some positions, this will not result in increased workloads for other staff;
• work design will not lower the levels of skills required of existing staff;
• work design may lead to the position being designed at a higher Level, the same Level or a lower Level;
• you will not be retrenched because of work design;
• you will not lose salary because of work design;
if your position is to be at a lower Level, you will be placed in a suitable position when possible and after consultation with you.

8.08.09 Teams will consider OH&S issues (e.g. time limits for the continuous operation of keyboard equipment) and may ask the OH&S Officer for help.

8.08.10 Teams will consider EEO issues and may ask for help from the EEO Officer. Any work given because of gender or ethnic background should be identified to remove barriers to career progression.

8.08.11 Ideally, work design will set up positions which:

• have clear and achievable aims;
• need a range of different types of skills;
• provide for some decision-making and discretion;
• provide for interaction with other staff, clients or both;
• provide opportunities to get new skills and for career progression;
• allow the occupants training opportunities;
• do not have long periods of slack;
• can cope with peak workload periods;
• have clear supervisory and/or other relations with other staff; and
• are based on efficient and effective ways of organising the work.

• arrange and conduct information sessions for relevant staff;
• show the functions and aims of the area, using job descriptions;
• document the function of related organisational units and positions;
• consult staff and supervisors as to existing work flows and on choices for work design;
• consult with the Personnel Office and the EEO Office as needed; and
• prepare a draft work design plan, taking into account the aims of the Agreement and the University, and the EEO and the OH&S policies.

• training requirements for existing staff;
• technological, financial and other resources needed;
• changes in organisational, managerial or supervisory structures;
• proposed job descriptions for each position and details of their relationships in any new structure;
• other matters requiring attention for implementation, including transitional arrangements; and
• any redistribution of functions between the area and others.

8.08.15 If the Head agrees, proposals about positions at, or planned to be, at Level 6 or below may be approved and forwarded to the Personnel Office. Recommendations for positions above Level 6 will be forwarded with the draft plan and any additional information to the Personnel Office for job evaluation.

8.08.16 If you are affected and believe, or the Union believes, that the process used:

• did not meet the aims of the Agreement and the University;
• did not conform to the EEO or OH&S policies;
• did not follow the principles in 8.08.08

• a recommendation of a Team; and/or
• a decision or recommendation of the Head about your position

8.08.17 If this does not result in the change sought, you may ask for a review under 14.02.

8.08.18 The Vice-Chancellor's decision on the recommendations of the Review Panel will be final.

8.09 Level 10 Classification

Band 1 - Steps 1/4

8.09.02 You are responsible for the management of a function with University-wide significance which may involve the coordination of a team of staff or for an equal level of responsibility in a large budgetary unit.

Band 2 - Steps 5/6

8.09.03 You are responsible for an administrative unit smaller than that of a Band 4 position or of a sub-unit larger than that of a Band 1, or for a major function. You may be called on to deputise for a Band 4 position.

Band 3 - Steps 7/8

8.09.04 You deputise for a Band 4 position and have more extensive responsibilities than Bands 1 and 2 , and responsibility for a major function.

Band 4 - Steps 9/10

8.09.05 You are responsible for a major administrative unit, for example an Office of the University such as the University Library.

Incremental Progression in a Band

8.09.06 Incremental progression in the bands is as for Levels 1 to 9.

Movement between Bands

8.09.07 Progression between bands needs a substantive change in the nature and functionality of the job and the satisfactory performance of the occupant.

Level 10 Committee

8.09.08 A Committee will look at your application or a recommendation for the placement of your position in Level 10. The Level 10 Committee will:

• be chaired by the ProVice-Chancellor and include the following, none of whom can be from your Division or Office:
  • a Head of Office or the Registrar and Vice-Principal;
  • a senior member of Academic staff, normally a Head of Division;
  • a Level 10 member of staff from between Steps 1 and 8;
• meet when the Pro Vice-Chancellor has decided the membership after taking advice (You may use the Grievance Procedures if you feel that a committee member holds views prejudicial to your case);
• observe EEO principles. (The EEO Officer may go to all meetings);
  • and deal with the matter as quickly as possible.

Appeals

8.09.09 If you do not agree with a recommendation of the Committee and/or a decision of the Vice-Chancellor about the Level or Band of your position, you may ask for a review under 14.02

8.09.10 The Vice-Chancellor's decision on the recommendations of the Review Panel will be final.

8.10 Workloads

8.10.01 Workloads vary between individual staff members, and between academic units, and much of this variation is appropriate. There may be scope for improved equity if the variation in workloads can be reduced.

8.10.02 Improved management of workload allocation will:

• help to maintain the University's academic mission;
• create a work environment conducive to your job satisfaction;
• allow you to maintain a high level of quality research activity;
• attract high quality students;
• ensure that graduates have had educational opportunities under the University's academic mission; and
• allow the University to respond quickly to changes in enrolment patterns.

8.10.04 These workload guidelines provide a method by which, during agreed and reasonable periods in your career, your workload may be weighted towards:

• teaching and research;
• research;
• teaching; or
• higher levels of administrative service.

8.10.06 Your research activity will be recognised in your workload allocation in line with the University's mission of research-based teaching. The usual pattern is teaching and research.

8.10.07 Each of the workload patterns will be recognised equally for the purposes of appointment, probation, promotion, and the encouragement of your career progression through the PMS. The promotion criteria are in 9.01.

8.10.08 Workloads must be consistent with the PCS and Discipline Profiles and may include the following aspects of the major areas of academic work:

teaching, which includes:

• reflection and preparation time;
• new course and unit development, including developing materials and obtaining professional accreditations;
• preparing and conducting lectures, tutorials and workshops;
• scholarship and research for teaching;
• scholarship in teaching;
• research in teaching (in line with the University's mission of research-based teaching);
• honours and postgraduate student supervision,
• marking of assignments and examinations;
• compiling and submitting examination results;
• student consultation;
• reflecting on and responding to student evaluation of teaching;
• student orientation and study skills workshops;
• thesis workshops;
• liaison with colleagues;
• course/unit delivery via alternative modes;
• fieldwork supervision, including practicum supervision and clinical supervision;
• developing/conducting non-award short courses and programs;
• submitting research proposals and teaching development proposals;
• professional development for teaching;
• where appropriate and when agreed in a Department, teaching:
  • in summer courses;
  • in intensive mode;
  • on weekends;
  • in off-shore courses;
• and travel associated with this work;

• carrying out and publishing individual and team research;
• reflection and preparation for research;
• writing articles and other publications;
• scholarship and research for teaching;
• research in teaching (in line with the University's mission of research-based teaching);
• undertaking higher research degrees or appropriate qualifications;
• submitting research and teaching development proposals;
• research management;
• research supervision, including supervision of research students;
• consulting and forging industry links;
• presenting scholarly papers, addresses to conferences;
• editing journals and books;
• refereeing/reviewing grant proposals, journal articles and theses;
• professional development for research and scholarly activity;
• and travel associated with this work;

• course and unit coordination;
• reporting on research outcomes;
• reporting on teaching evaluations;
• involvement in University publications;
• academic advising on a formal roster basis;
• timetabling;
• managing or coordinating academic organisation units, centres or functions;
• contributing to committees;
• supervising, advising and mentoring of staff;
• Union representation and involvement in workplace bargaining;
• guidance and preparation for casual staff;
• promoting of University enterprises or programs;
  • attending Department or Division meetings;
  • general administrative work;
• professional development for administration and governance;
• and travel associated with this work;
• service to the community, which includes:
• conference organisation and participation;
• consultancy and associated work (except private consultancy);
• being an information resource;
• contributions to and involvement with
• professional associations;
• community service organisations;
• government, business and industry;
• membership of editorial boards or conference program committees;
• promotion of the University to the community;
• and travel associated with this work.

Consultation and Equity

8.10.09 In your Department, the process and basis of workload allocation and its outcome for each staff member will be decided after consultation with all continuing and fixed-term staff and will be published as in 8.10.35.

8.10.10 The process must be:

• open, consultative and transparent;
• able to provide equity in your Department in the allocation of teaching and administrative responsibilities;
• focussed primarily on allocating teaching and research supervision;
• able to support and balance the academic mission and strategic plans of the Department, Division and University and the needs of individual staff;
• efficient; and
• flexible enough to accommodate different career stages and career choices and to be adaptable to different environments.

8.10.12 Equity does not suggest that all staff carry out the same tasks in the same proportions, but that a roughly equal load is given all staff members. Equity also requires that the distribution of work be moderated by other factors such as those listed in 8.10.15.

8.10.13 The same expectations of all staff may appear to be fair, but may be unfair or inequitable in outcomes or effects. For example, workloads should be distributed flexibly to reduce problems if you have family responsibilities like caring for young children or invalid close family members.

8.10.14 In the same way, flexible workload distribution should be used to reduce problems if you have a disability or poor health, whether temporary or permanent. Health problems need not involve a long reduction in your total workload. However, the Head should try to reapportion some aspects of the work load and reduce others.

8.10.15 The allocation process must be applied consistently and equitably and developed taking into account the following factors:

• the number of students in a unit;
• the need for administration and preparation time for teaching, and the need to maintain a high level of research and scholarship;
• course and unit coordination responsibilities;
• your involvement as a Union or staff representative;
• the number of repeat lectures or tutorials;
• your involvement in fieldwork, practicum, laboratory or clinical supervision;
• the number and pattern of any teaching commitments at night or on weekends;
• time spent in necessary travel, apart from commuting between home and the University, for the performance of your duties;
• the professional and community liaison functions;
• the delivery of units and courses at all levels, and differences between teaching modes in the degree of difficulty in preparation and delivery;
• your coordination of sessional tutors;
• your responsibilities as a research leader for major projects;
• your involvement in a major teaching development or in several units across a program;
• the relativity of the workload of part-time staff to the fraction of appointment;
• the differing responsibilities expected of staff at different levels by the PCS;
• your involvement in flexible learning, including skills development required, and the relative time demands of:
  • the planning stage,
  • the development stage; and
  • the implementation stage of flexible learning (see 8.10.16/20);
• the extra preparation needed to take on a new unit or mode of teaching or to take over a unit from another staff member;
• the sharing of teaching and assessment duties associated with a unit with one or more members of staff, so that the workload is shared between you and them on a pro rata basis;
• the undertaking of start-up research, either as a new staff member or in trying to change your research direction (which may meet the criteria of a competitive scheme for teaching relief);
• the need to undertake higher degree study or other professional development activities as identified through the PMS;
• your recent appointment to the Department or the University, particularly if an Associate Lecturer (where you should be gradually introduced to lecturing while tutorials are a large part of your teaching allocation);
• and when on probation.

Teaching Methodologies

8.10.16 The University is committed to excellence and relevance in its teaching and learning and to improving the access to its academic programs.

8.10.17 To these ends, in planning and implementing academic programs, the University must:

• take account of contemporary pedagogic practice;
• adopt innovative teaching methods;
• use appropriate technologies, including information technology; flexibly schedule courses and units;
• use a variety of delivery modes; and
• have adequate quality assurance mechanisms.

• specific teaching methodologies or technologies; or
• the circumstances of particular Divisions or Departments.

8.10.20 Changing practice in teaching and learning may have significant effects on the working patterns of yourself and other staff, which may include:

• a need to get new skills;
• increasing prevalence of team working (including the greater involvement of General staff);
• more time being devoted to formal planning and the development of teaching and learning resources, especially in their initial use;
• changing forms of interactions with students; and
• in some circumstances, changes in workload patterns.

8.10.21 Each Department will consult and agree on a workload model. The model must allow for the factors in 8.10.15. Workload models must also take careful account of the workload implications of agreed teaching innovations.

8.10.22 Maximum workload allocations are to be set within a limit of 1575 working hours per year (45 weeks @ 35 nominal hours per week).

8.10.23 The specification of maximum teaching allocation over the whole year is in terms of the delivery and associated working time for lectures and tutorials within each workload pattern, as follows:

Pattern Delivery and Associated Working Time

• Teaching 60%
• Teaching and research 40%
• Research 15%
• Administrative service 15%

8.10.25 Each Division will have a Divisional Workload Review Team which will meet during normal work time and have 4 Academic staff members from the Division, 2 being appointed by the Head and 2 appointed by the Union. The members should be appointed for a term of 12 months, with the possibility of reappointment for a further 12 months.

Documents

8.10.26 Departments are required to produce three documents:

1. a workload model (in the unit agreed by the Department - points, contact hours, associated hours, etc.) which is to be approved by the Head of Department and the Head of Division, kept under review by the Team, and published in the Department and on the Personnel web;
2. equivalences between each workload item in the model (e.g. lectures, tutorials, marking, unit coordination etc.) and the hours of delivery and associated working time. This document is to be approved by the Head of Department and the Head of Division, kept under review by the Team, and published in the Department and on the Personnel web;
3. the schedule of workload allocations for you and other staff members in 8.10.35, which will include equivalent hours of delivery and associated working time.

8.10.28 If you or your Department find that the maximum teaching allocations (8.10.23) are exceeded in the individual Workload Allocation document/s (8.10.26), the Team will review the allocations and recommend remedies. The approved equivalences document (8.10.26) may not be adjusted to artificially lower the workload in terms of the hours of delivery and associated working time.

Allocation of Workloads

8.10.29 The Head of Department will approve workload patterns and allocations taking account of your skills and experience and the PCS, after consulting with you and other staff and under the general oversight and authority of the Head of Division.

8.10.30 Procedures must be begun in enough time to allow necessary Departmental discussions to take place.

8.10.31 The process must be flexible to respond to changes in areas like:

• teaching approaches;
• alternative modes of delivery;
• research;
• new course or unit development;
• professional development and performance management initiatives;
• and enrolments.

8.10.33 An annual, written agreement between you and the Head of Department for the University will specify the agreed workload pattern which you will carry out in the coming academic year.

8.10.34 A copy of the agreement will be kept by you, the adviser and the Head of Department and must also be given to the Head of Division and be available to other senior Academic staff of the Department. You will also be given a schedule showing your workload allocation (or of all staff members in the Department) for the Academic year (or on a semester basis).

8.10.35 A full schedule of workload allocations, which must be acceptable to members of the Department, is to be approved by the Head of Division, given to the Deputy Vice-Chancellor, and published within the Department.

8.10.36 If circumstances change during the year, the workload pattern and/or workload allocations may be varied by agreement between you and the Head of Department and the changes will be recorded and published.

8.10.37 As general guidelines:

• you will not be required to teach in more than 3 units on a weekly basis per semester;
• research leadership may involve a reduced teaching load, but not below 50% of the load in the Department in the appropriate pattern;
• senior staff should be generally available for administrative work. The work of staff who take on a leadership role should be recognised;
• where possible, you should have an appropriate consolidated period (apart from periods of annual leave) with no scheduled teaching, to give you time to carry out your full range of duties.

8.10.39 Outside employment (consultancy) is not part of workload and needs approval and has a maximum level of involvement as in 13.06.

English Language Centre Teachers

8.10.40 If you teach in an English Language Centre, your expected teaching workload will be no more than 20 contact hours per week during the teaching session.

8.10.41 The teaching year will be scheduled so that you will teach in no more than 8 teaching blocks, each block being of 5 weeks.

Review of Allocations - All Staff

8.10.42 If you think that the workload given to you is inequitable, inconsistent with the agreed work pattern, or otherwise unacceptable, you should raise the matter with your Head of Department or supervisor in the first instance. The Divisional Workload Review Team or the Work Practices Review Team will help in these discussions as required.

8.10.43 If you do not agree with the outcome of these discussions, the grievance procedures at 14.01 may be used. Grievances may be expressed in terms of, but are not limited to, the workload allocation principles and guidelines stated in 8.10.09/15, 8.10.21/26 and 8.10.29/39.

8.11 Summer Term

8.11.02 The Summer Term will:

• increase the flexibility of the academic schedule;
• improve access;
• provide opportunities for students to catch up or speed up their progression towards completion of an award;
• bring more cost-effective use of the University's stock of teaching accommodation and materials;
• give senior undergraduates and graduates opportunities to contribute to teaching programs;
• produce additional income; and
• encourage the development of flexible learning practices.

8.11.04 The program will be managed to make sure that:

• the additional teaching schedule does not unduly detract from opportunities for research and scholarship; and
• the impact on General staff is recognised appropriately.

8.11.05 You may be asked but will not be required to work in the Summer Term under the standard workload arrangements. The Head must make sure that you are consulted as in 8.10 and that the equitable allocation of workloads allows a reasonable consideration of your personal responsibilities and preferences.

8.11.06 If you do not agree to teach in the Summer Term as part of your workload or are fully committed, you may be allowed to teach for additional payment as outside employment under 13.06.07. The additional teaching must be carried out on top of all of your normal duties in teaching and research and the program must be profitable for the Department and the University.

8.11.07 The additional payment will be at the casual rates for lectures, tutorials, marking and other activities in this Agreement, including for unit coordination where appropriate, and will be paid through the payroll with normal taxation and non-contributory superannuation. The Deputy Vice-Chancellor must approve all proposals for payment in advance.

8.11.08 The Head should remind you as in 11.02.08 that you should take a period of annual leave of at least 2 weeks each year.

8.11.09 If neither of these arrangements is possible, the University may employ suitable casual staff to teach in the Summer Term.

8.12 Ordinary Hours of Work - General Staff

• at least 4 days off duty will be given in each fortnightly cycle;
• the maximum ordinary hours are 8 hours a day, and may be up to 10 if you and the supervisor agree.

8.12.03 If you are part-time and agree to work more than these ordinary hours, on any day or over the fortnight, the extra hours will be additional hours or overtime (6.05.02 and 8.14).

8.13 Variable Working Hours - General Staff

8.13.02 The Head will make sure that normal functions can be carried out and that you are supervised before allowing you to work variable hours.

8.13.03 If you work variable hours in periods which might otherwise attract penalty rates, you will not be paid a penalty rate or shift loading.

8.13.04 If you are required to work on a particular roster (see 8.16) you will be paid any relevant shift penalty. If you ask to work on a fixed roster you will not be paid a shift loading. It is also possible to roster you on certain days but to allow you to choose your work hours on other days with this being shown in your program for the fortnight.

8.13.05 You must send each fortnightly program to your supervisor 2 weeks in advance for approval.

8.13.06 The approved program may give you time off during the fortnightly period before you complete your ordinary hours.

8.13.07 You cannot work more than 10 hours on any day in the fortnightly program. There must be a break of at least 10 hours before you resume duty.

8.13.08 You must take at least 30 minutes and, unless agreed by your supervisor, no more than 1 hour for each meal.

8.13.09 You may make up time taken off in the fortnightly period but may carry up to 10 hours debit forward to the next period. You cannot carry more than 10 hours unless there is time worked short because you were ill.

8.13.10 You may carry up to 10 hours you have accrued in one fortnight forward to the next period. You cannot carry more than 10 hours unless the hours above 10 were accrued because of credits for sick leave or other leave with pay due to unforseen circumstances.

8.13.11 You will be paid overtime only if you are required to work after the hours programmed on that day or to work on days which are not programmed as work days. Overtime cannot be claimed as credit time.

8.13.12 Your rights to annual leave, sick leave and other leave are not changed if you work variable hours. Annual and other leave which needs prior approval must be included in your fortnightly program.

8.13.13 If you are absent for a whole day, which is later given as leave with pay, this will be recorded as the hours approved for that day in the program.

8.13.14 Your absence for less than a whole day will be counted on an hourly basis, to the nearest quarter hour.

8.13.15 You will not be given sick leave if you are ill on a programmed day off.

8.13.16 Public holidays and concessional days off will be counted as 7 hours ordinary work for the day, if full-time, and as the normal hours expected on that day, if part-time. Your supervisor should make sure that the hours shown are appropriate when approving your program.

8.14 Overtime - General Staff

8.14.02 You will be given 48 hours notice of any overtime, wherever possible.

8.14.03 You will not be required to work overtime if you satisfy the supervisor that there is good and sufficient reason (including family responsibilities or prior commitments) why you cannot work overtime that day.

8.14.04 You will be paid for overtime at the rates in this clause or given time off instead of payment if you are below Level 9.

8.14.05 You will not be paid for overtime or given time off instead of overtime payments if you are above Level 8 except in special circumstances.

8.14.06 When you are required to work overtime, you will be given at least 10 hours off duty between the work of successive days wherever possible.

8.14.07 If there is not at least 10 hours off duty between the time you finish overtime and the time you would normally start your ordinary hours, you will be released until you have had 10 hours off duty without loss of pay for ordinary time occurring during this absence. You will not report for duty until the end of 10 hours off duty, unless directed otherwise by the University.

8.14.08 If you are directed to resume or continue work without having had the 10 hours off duty, you will be paid overtime rates until you are released from duty. You may then be absent without loss of pay for ordinary time occurring during the absence until you have had 10 hours off duty.

8.14.09 If you are a shift worker, 8 hours applies instead of 10 hours in 8.14.06/08 if overtime is worked for changing shift rosters or if a shift worker does not report for duty and a day worker or a shift worker is required to replace the shift worker.

8.14.10 If you come to work on pre-arranged overtime on a day which you would not have worked and find that no overtime is available, you will be paid 3 hours overtime for that day.

8.14.11 If you are part-time and agree to work above the contract hours you will be paid until the number of ordinary hours for a full-time staff member have been worked at:

• time and one fifth between Monday and Friday;
• time and a half on Saturday.

8.14.12 The provision in 8.14.11 does not apply if you work additional hours up to the full-time level on a regular basis. Instead, there should be a change in your part-time fraction, with your formal agreement.

8.14.13 If you are full-time, all overtime you work between Monday and 12 noon on Saturday will be paid at time and a half for the first 2 hours and double time after 2 hours.

8.14.14 You will be paid double time for overtime on Saturday after 12 noon.

8.14.15 You will be paid double time for overtime between midnight Saturday and midnight Sunday, with a minimum payment of 4 hours. If you work the overtime for essential work feeding animals, the minimum payment will be for 3 hours. These minimum payments will not apply if the overtime on Sunday follows on from ordinary hours on the Sunday.

8.14.16 You will be paid double time and a half for overtime on a public holiday, with a minimum payment of 4 hours. If you work the overtime for essential work feeding animals, the minimum payment will be for 3 hours.

8.14.17 If you work overtime on Sunday or a public holiday, you will be expected, if practicable, to work at least 4 hours except where there is a minimum of 3 hours payment.

8.14.18 Overtime on each day stands alone and is worked out to the nearest quarter of an hour.

8.14.19 If you work overtime you may, instead of being paid, be given time off for a period equal to the full overtime payment in hours. For example:

• 4 hours overtime worked at double time is equal to 8 hours time off.

8.14.20 Time off must be with your agreement or you will be paid for the overtime. If you are above Level 8, the Head may choose not to offer time off under 8.14.05.

8.14.21 You may accrue hours of time off instead of overtime payment up to the number of hours in your ordinary fortnight.

8.14.22 You may take time off at times agreed by you and your supervisor but you will be paid for the overtime if it is not taken in 6 months of the time that the overtime was carried out.

8.14.23 You may take the time off with other forms of leave but cannot be paid in advance for the time taken off.

8.15 Emergency Contacts and Call Back Arrangements - General Staff

8.15.02 If you are on an 'out of hours restriction' (Ready A):

• you must be contactable and available to carry out the extra duties consistent with your job description;
• you will be told in advance the times you are to hold yourself ready;
• you will be paid an allowance for each hour you are on 'out of hours restriction' worked out on the following basis:
  • Monday to Friday 7.5% of the hourly rate of pay
  • Saturday10.0% of the hourly rate of pay
  • Sunday12.5% of the hourly rate of pay
  • public holidays15.0% of the hourly rate of pay;

• you may be able to carry out these duties without coming back but if required to come back you must do so within one hour of being called;
• you will be paid for the additional duties as in 8.15.08/12.

• you are not 'restricted' and do not need to be contactable or available to carry out additional duties;
• you will not be paid an allowance in these circumstances;
• you will be paid as for Ready A in 8.15.08/12 if you do respond and do carry out duties (involving a return to the workplace or not).

8.15.04 The following will be included in calculating this allowance:

• relieving / higher duties allowances;
• other allowances like salary.

8.15.06 You will not be paid the allowance while you receive any other payment. In particular, if you are on the allowance and work overtime (i.e. resume duty), the allowance will stop during the overtime.

8.15.07 You will not be paid the allowance if you do not stay contactable or available to carry out extra duty.

Extra Duties Not Requiring a Return to the Workplace

8.15.08 If you have to carry out additional duties, but are not recalled, you will be paid overtime under 8.15 with the minimum payment being 1 hour.

Extra Duties Requiring a Return to the Workplace

8.15.09 If you are called back for work after leaving the University's premises, you will be paid overtime under 8.15 for the travel and work with the smallest payment being 4 hours. This does not apply to a call for duty before your normal starting time and merging into your working hours.

8.15.10 If you are on Ready A, the minimum 4 hours payment applies only to the first call back. If you need more than 4 hours for travel and duty for one or more call backs on any one day, the hours above 4 are paid for at the overtime rate and not an additional minimum of 4 hours.

8.15.11 On Ready B, each call will stand alone.

8.15.12 If you are called back, you will be paid all fares you pay each time, or if authorised to use your own vehicle on University business, the appropriate kilometre allowance for the forward and return journeys.

Factors to be Taken in Account when Deciding to Restrict Staff

8.15.13 The following factors will be considered to decide if you should be placed on 'out of hours restriction':

• if you have to be available for essential work outside hours;
• if shifts or other arrangements might be more suitable;
• if your welfare is not placed below the operational risks of the area;
• if it is more suitable to share the restriction on a rostered basis;
• the restraint placed on your private time by onerous restrictions;
• the ways to contact you, with a portable pager/beeper, mobile telephone reducing your need to actually stay at home.

8.15.15 You will be repaid the costs of returned calls and consideration will be given to the subsidisation of your private telephone.

8.15.16 If you need a computer/modem to carry out your duties from home, the University will either provide it or help to meet the cost.

8.16 Rostered Staff / Work Rosters - General Staff

8.16.02 If you are required to work to a roster:

• work rosters will be posted in a readily accessible place;
• all rosters will show the start and finish times of the ordinary hours of work of the respective shifts for each staff member.

8.16.04 You will be repaid excess fares if you have to change shifts without this notice.

8.16.05 You will be told at least 10 days before any changes of rosters. A shift or roster may be changed at any time if another staff member is absent because of illness, or in an emergency, but if you have to work on your day off, you will be paid at overtime rates.

8.16.06 Places in shifts or rosters may be swapped by agreement between the staff and the University but no additional shift or overtime penalties will be paid because of the swap.

8.16.07 If you are rostered for shift work, you will work a continuous shift.

8.17 Shift Penalties - General Staff

• Early Morning Shift - any shift Monday to Friday, where your ordinary hours start at or after 4.00 a.m. and before 6.00 a.m.;
• Day Shift - any shift, Monday to Friday, where your ordinary hours start not earlier than 6.00 a.m. and before 10.00 a.m.;
• Early Afternoon Shift - any shift, Monday to Friday, where your ordinary hours start on or after 10.00 a.m. and before 1.00 p.m.;
• Afternoon Shift - any shift Monday to Friday, where your ordinary hours start at or after 1.00 p.m. and before 4.00 p.m.;
• Night Shift - any shift Monday to Friday, where your ordinary hours start at or after 4.00 p.m. and before 4.00 a.m.;
• Permanent Night Shift - means that you work shifts which do not rotate or alternate with another shift to give you at least one third of your working time off night shifts in each roster period.

8.17.02 Shift penalties are on top of your ordinary rates in the following way: 

8.17.03 You will be paid a 50% penalty on top of your ordinary rate, instead of a shift penalty, if you are required to work ordinary duty on Saturday.

8.17.04 You will be paid a 75% penalty on top of your ordinary rate, instead of a shift penalty, if you are required to work ordinary duty on Sunday.

8.17.05 You will be paid a 150% penalty on top of your ordinary rate if you are required to work ordinary duty on a public holiday but the penalties in 11.11 will be paid instead of, and not added to, the penalties in this clause.

8.17.06 If you ask, but are not required, to work ordinary duty at times which start at or after the times set out for shifts or to work ordinary duty on Saturday, Sunday or a public holiday, no shift or other penalty will apply.

8.18 Meal Breaks - General Staff

8.18.02 You are to be clearly told of meal break times.

8.18.03 You must take at least 30 minutes and, unless agreed by your supervisor, no more than 1 hour for each meal.

8.18.04 If you are called on to work any part of your meal break the time will count as part of your ordinary hours.

8.18.05 You will have a paid crib break instead of a meal break if you are a shift worker.

8.18.06 You may be allowed to change your meal break to go to an authorised union meeting.

8.18.07 You must take a meal break of at least 30 minutes as soon as possible after your normal finishing time if you work 2 hours or more of overtime Monday to Friday.

8.18.08 You must take a meal break of 40 minutes to 1 hour if you work 2 hours or more of overtime on Saturdays, Sundays or public holidays.

8.18.09 You will not be paid overtime rates for meal breaks.

8.19 Tea Breaks - General Staff

8.19.02 The taking of the break, and the location should be agreed locally and be fixed but with in built flexibility to allow tasks to be finished.

8.19.03 The break may be added to the meal break on any day by agreement if the operational needs of the unit are met and enough notice is given. You cannot use the break to allow you to leave work early.

8.20 Washing Time - General Staff