5.2 Working Arrangements – Academic Staff

5.2 WORKING ARRANGEMENTS – ACADEMIC STAFF

5.2.1 Principles of Academic Availability

5.2.1.1 It is acknowledged that, from time to time, academic staff will undertake a range of duties that either necessitate or benefit from their absence from campus. It is expected that staff will be available for scheduled School, Faculty and University meetings, and for interaction and consultation with students and colleagues on a reasonable basis. Details of such availability shall be made publicly available to students, colleagues and the relevant National Head of School. The manner in which these details will be published and recorded is to be determined by the National Head of School.

5.2.1.2 It is also expected that staff, if they have not submitted leave forms, will be undertaking work on-campus, or will have given prior notification to their National Head of School/Executive Dean or delegate of where they are conducting research or other related academic functions off-campus. The University and its Insurers are not normally able to indemnify or provide workers’ compensation coverage to a staff member who has not made appropriate prior arrangements with the relevant National Head of School/Executive Dean in relation to any off-campus activities.

5.2.2 Annual Academic Workloads

Academic staff shall be consulted on workload which will be allocated as fairly and equitably as possible. The workload of academic staff will be allocated on an individual basis, consistent with the Academic Workload Policy that recognises the requirements to undertake minimum teaching and other academic activities including, research and scholarship, administration, leadership and/or service, consistent with and relative to the staff member’s Academic Career Pathway.

5.2.2.1 The basis for calculation of the annualised academic workload is thirty-five (35) hours per week times the number of weeks in a year. In any calendar year an academic staff member is entitled to the following to achieve work-life flexibility and to support the staff member’s health and wellbeing through taking a break from work to recreate:

• Annual Leave: 20 days (140 hours)

• 10 public holidays: 10 days (70 hours)

• University holidays: 3 days (21 hours).

This results in a rounded figure of 1,595 hours per academic staff member per annum of academic staff availability to be managed through work allocation in accordance with this clause and the Academic Workload Policy.

5.2.2.2 The National Head of School or delegate will assign workloads in accordance with the University’s Academic Workload Policy with the expectation that a competent staff member can perform their allocated duties in 1,595 hours per year.

5.2.2.3 The teaching requirements of all courses have to be met within the resources available to the University and are therefore allocated first.

5.2.3 Broad Definition of Academic Work

Teaching, Research, Academic Leadership/ Service, and related academic activities are considered together under the broad headings below.

5.2.3.1 Teaching and Scholarship of Teaching may include:

• preparing teaching materials for face-to-face, online and other modes of delivery;

• developing units and courses, including online, off-campus and off-shore learning materials and obtaining professional accreditations;

• conducting lectures, laboratory classes, tutorials, seminars, workshops, field or practicum supervision or clinical education;

• developing and/or delivering online learning;

• supervising honours year and postgraduate coursework students’ projects;

• scholarly activity to maintain professional currency in the discipline area;

• designing and preparing student assessment;

• developing innovations including the use of new technologies;

• developing and implementing updated pedagogical methods;

• preparing and submitting learning and teaching grant applications;

• marking and student feedback; and

• student consultation.

5.2.3.2 Research may include:

• supervising research higher degree students;

• undertaking a master’s qualification (normally an initial masters in an approved area of expertise when required by the role);

• undertaking a Doctor of Philosophy (or equivalent);

• undertaking and publishing research;

• writing articles and other works for publication;

• preparing and submitting research grant applications;

• conducting research activities following a successful grant;

• presenting scholarly papers, addresses to conferences and the like and their subsequent publication;

• scholarly activity to maintain professional currency in the discipline area;

• editing journals;

• curating exhibitions and directing performances other than those related to teaching responsibilities; and

• relevant and approved professional development.

5.2.3.3 Other Activities including administration and/or University service may include:

• undertaking a role with formal staff supervision including of continuing, fixed-term, sessional and casual teaching and/or research staff and professional staff in a University-assigned role (e.g. National Head of School, Associate Dean, Deputy Dean, State Head of School, Director of a Centre/Academy/Institute, Deputy Head of School);

• undertaking a role such as:

- Course Coordinator or Course Advisor;

- Timetable Liaison Officer;

- Chair of a Course Implementation Committee, Faculty or School Standing Committee, University Committee, Course Development/Review Committee (other than as a Deputy Dean, National Head of School, State Head of School, Deputy Head of School or Associate Dean);

• contributing to committees such as course development and review committees;

• organising and/or attending meetings, forums and/or seminars;

• peer review and quality assurance activities;

• independent moderation of assessment;

• mentoring;

• mandatory professional learning;

• attending graduations, orientation, open days and the like;

• other administrative and relevant activities that occur from time to time;

• contributing to and involvement with professional associations, business, industry and unions;

• contributing to and involvement with relevant government and community bodies and associations, consistent with the University’s engagement strategy; and

• promoting the University in the community.

5.2.4 Academic Career Pathways

5.2.4.1 ACU has created flexible academic roles through the introduction of the five Academic Career Pathways:

1. Teaching-focussed;

2. Teaching and Research;

3. Research-focussed;

4. Research-only; and

5. Academic Leadership / Service

5.2.4.2 The Academic Career Pathway for the staff member is a University decision which is based on the contribution, participation, outcomes and outputs of an individual staff member as measured by the minimum requirements and quality standards identified by the University.

5.2.4.3 An academic staff member’s career pathway may vary from time to time based on individual and/or University requirements.

5.2.4.4 An academic staff member may request a variation of their Academic Career Pathway and any change can only occur through discussion with, and with the written agreement of, the University. The normal process for discussion is the annual or interim Performance Review and Planning process.

5.2.4.5 Nothing in this Agreement prevents a staff member from being required to change their Academic Career Pathway in accordance with the Performance Review and Planning Program for Academic Staff process.

5.2.4.6 A variation to an Academic Career Pathway can only be approved by a Member of the Executive.

5.2.4.7 The following summarises the various academic career pathways available to the University and its staff; including the minimum / maximum (as required) teaching, research, scholarship, leadership and administrative activities. Each career pathway has a continuum of academic activity to reach full participation, and, allocation of an annual workload.

(i) Teaching and Research Academic Career Pathway

A Teaching and Research Academic undertakes teaching and scholarship of teaching including scholarly activities, research and other activities. In the workload allocation for teaching, the number of face-to-face hours will not exceed three hundred and thirty-six (336) hours. The research component will not normally be less than 20% of the total workload allocation and will not normally exceed 50% of the total workload allocation. Other activities will not normally exceed 30% of the total workload allocation.

(ii) Teaching-focussed Academic Career Pathway

A Teaching-focussed Academic undertakes teaching and scholarship of teaching including scholarly activities and other activities. In the workload allocation for teaching, the number of face-to-face hours will not exceed four hundred and eighty (480) hours. Other activities will not normally exceed 30% of the total workload allocation.

(iii) Research-focussedAcademic Career Pathway

A Research-focussed Academic undertakes research, teaching and scholarship of teaching including scholarly activities and other activities. The research component will not normally be less than of 60% of the total workload allocation. In the workload allocation for teaching, the number of face-to-face hours will not exceed one hundred and sixty-eight (168) hours. Other activities will not normally exceed 30% of the total workload allocation.

(iv) Research-OnlyAcademic Career Pathway

A Research-only Academic undertakes research, other activities and may undertake some teaching and scholarship of teaching including scholarly activities. The research component will not normally be less than 80% of the total workload allocation. Where teaching is allocated, the number of face-to-face hours will not exceed ninety-six (96) hours. Other activities will not normally exceed 30% of the total workload allocation.

(v) Academic Leadership/ServiceAcademic Career Pathway

An Academic Leadership/Service Academic undertakes leadership and service (under Other Activities) and may contribute to teaching and scholarship of teaching and/or research. The research component will not normally exceed 30% of the total workload allocation. In the workload allocation for teaching, the number of face-to-face hours will not exceed one hundred and sixty-eight (168) hours. Other activities will not normally exceed 80% of the total workload allocation.

5.2.5 Management of Academic Workload

5.2.5.1 Academic workload will be managed in accordance with the Academic Workload Policy.

5.2.5.2 To ensure a staff member achieves the full allocation of an annual workload of 1595 hours, the operation of the continuum allows for flexibility with regard to the proportions of academic activities undertaken within all Career Pathways. To the extent that a staff member, through the normal allocation of workload in their relevant Career Pathway cannot achieve the required 1595 hours, the continuum must always be read flexibly to enable the staff member to achieve a full workload allocation.

5.2.5.3 Research workload allocation for all Academic Career Pathways will be determined in accordance with the ACU Academic Workload Policy supported by the Faculty Research Workload Review Panel (or its successor or equivalent).

5.2.5.4 Workload allocation is by the National Head of School or delegate in consultation with the staff member. Academic staff members must work with their nominated supervisor to achieve a full annual workload.

5.2.5.5 The normal expectation is that the workload of a staff member undertaking teaching and related activities will not exceed fifteen (15) contact hours in any week. A Teaching and Research academic staff member will not be required to teach in more than thirty (30) weeks in any calendar year and a Teaching-focussed staff member will not be required to teach for more than thirty-six (36) weeks in any calendar year. These normal expectations are subject to the staff member achieving a full annual workload allocation.

5.2.5.6 Where the requirements of the Academic Role with respect to performance of teaching quality standards and/or research expectations, are not maintained, staff will be managed and consulted with in accordance with the provisions of section 4 of this Agreement.

5.2.5.7 To the extent that a staff member is deemed to have not met the requirements for contribution, participation outcomes and/or outputs as measured by the minimum requirements and quality standards identified by the University, the staff member will be managed in accordance with Section 4 of this agreement insofar that their performance may be considered unsatisfactory.

5.2.6 Workload Advisory Committee (WAC)

5.2.6.1 The WAC is established for the purpose of supporting the implementation of Working Arrangements – Academic Staff clause of this Agreement.

5.2.6.2 The membership of the WAC will be three (3) nominees of the University, including two (2) academic staff members nominated by the Provost one of whom is an Executive Dean, and a Human Resources representative, and three (3) academic staff union nominees. The Workload Advisory Committee will have an Executive Officer/ Project Officer(s) to provide executive and other support.

5.2.6.3 The role of the WAC is to:

(i) Support the implementation of the Working Arrangements – Academic Staff clause of this Agreement;

(ii) Provide input into the evaluation of the supporting electronic workload system;

(iii) Receive, discuss and consider submissions on issues referred by academic staff members, National Heads of School or Executive Deans relating to the operation of the Working Arrangements – Academic Staff clause and make recommendations to the Provost. Submissions must relate to the operation and/or implementation of the Working Arrangements – Academic Staff clause. Matters involving or raised by an individual staff member may only be addressed by the WAC in accordance with the provisions of sub-clauses 5.2.7.3 and 5.2.7.4.

(iv) Make recommendations on the operation and/or implementation of the Working Arrangements – Academic Staff clause to the Provost. Following consideration, the Provost will refer those recommendations that are accepted to the ACUSCC for consultation. Following consultation at ACUSCC, the Provost will then refer the matters to the Vice-Chancellor and President who may either make modifications or accept the endorsement, prior to approval.

(v) The WAC will normally meet at least three (3) times per year.

(vi) In general, issues arising from the implementation of the Working Arrangements – Academic Staff clause should be dealt with in a timely manner.

5.2.7 Individual Workload Issues / Review

5.2.7.1 Matters that specifically relate to the operation of the ACU Academic Workload Policy must be discussed directly between the academic staff member and their National Head of School. These matters cannot be subject to review under these provisions, including but not limited to review by any constituted Peer Review Panel or WAC convened to review an individual matter.

5.2.7.2 The following are matters that are subject to review under this clause:

5.2.7.3 Matters arising from the implementation of this Working Arrangements – Academic Staff clause; and

5.2.7.4 Matters pertaining to a dispute around reasonable hours of work. In determining what are reasonable hours of work, the University will have regard to the following factors:

a) The total number of teaching hours;

b) The total number of teaching and/or required hours worked during a particular day or week;

c) The number of teaching and/or required hours worked without a break;

d) The length of a break between required hours of work;

e) Any requirement to undertake teaching before 8.00 am or after 9.00 pm or on University holidays;

f) Requirements to travel between campuses to undertake teaching;

g) The time-off between finishing and starting times of teaching sessions;

h) The number of days of the week during which teaching and/or required duties are scheduled;

i) Health and wellbeing issues;

j) The incidence of night work;

k) The academic staff member's general workload; and

l) The academic staff member's family needs and responsibilities.

5.2.7.5 An academic staff member should normally raise an issue arising from the implementation of the Working Arrangements – Academic Staff clause with their National Head of School in the first instance.

5.2.7.6 Where the issue is not resolved or it is not possible to reach agreement by this means, the academic staff member may make a written application to the Executive Dean for a peer review.

5.2.7.7 Prior to any referral to the Peer Review, the Executive Dean must be satisfied that the staff member has provided the following evidence in writing of the issues being raised and how they have been addressed and/or not resolved as to justify a Peer Review. The Staff member’s application to the Executive Dean must be comprehensive and indicate:

(i) What discussions have taken place prior to the application for peer review;

(ii) What evidence has been provided;

(iii) Whether there has been any attempt to resolve these issues and what the various solutions / proposals have been; and

(iv) Particularised application addressing why the staff member remains dissatisfied and what outcome they are seeking from the review.

5.2.7.8 The Executive Dean will assemble a panel of three (3) academic peers, at least one of whom will be familiar with the staff member’s academic discipline or specific work area, and, if requested by the staff member, one of whom may be an academic staff member within that Faculty nominated by the academic union. The peer review panel will provide a recommendation to the Executive Dean regarding the issue and the Executive Dean may take action as they consider appropriate in the circumstances.

5.2.7.9 Where an academic staff member is dissatisfied with the resolution by the Executive Dean, the staff member may make a written application to the WAC for review and consideration.

5.2.7.10 Prior to any referral to the WAC, the Chair of the WAC must be satisfied that the staff member has provided adequate evidence of the issues being raised and how they have been addressed and/or not satisfied as to justify a WAC review. The staff member’s application to the Chair of the WAC must be comprehensive and fully consistent with the issues submitted and addressed at 5.2.7.5 and 5.2.7.7.

5.2.7.11 The consideration of the WAC is forwarded to the Provost for decision. The staff member will be advised of the decision and normally the reasons for the decision will be provided. The decision of the Provost is final and is not open to challenge via the Disputes Settling Procedure of this Agreement.

5.2.8 Implementation and transitional arrangements of the Working Arrangements – Academic Staff clause

5.2.8.1 The Academic Workload Policy referred to in this clause will remain in place until the expiry date of the ACU Staff Enterprise Agreement 2017 – 2021. The Academic Workload Policy can only be altered in circumstances where:

a) A new academic activity is determined by the University as necessary for inclusion into the Academic Workload Policy; and

b) Amendment is required and mutually agreed by the University and the NTEU.