COMMITTEES WORKING PARTY REPORT: TO IMPROVE THE ADMINISTRATIVE
EFFICIENCY AND EFFECTIVENESS OF COMMITTEES
TRIM FILE REFERENCE: F44038
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0.1
Sue Smurthwaite, Director,
Academic Policy Services
Draft for feedback
April 2014
University Secretary, Senior
Policy Officer (APS) and
Senior Administrative
Officer (APS)
0.2
Sue Smurthwaite, Director,
Academic Policy Services
Final Draft for feedback
August 2014
University Secretary, Senior
Policy Officer and Academic
Secretary (APS), Senior
Administrative Officer
(APS), Director, Information
Governance Services
1.0
Sue Smurthwaite, Director,
Academic Policy Services
Final Report
29th August
2014
Peter Curtis, Registrar and
Executive Director,
Corporate Services
DOCUMENT APPROVAL
Approved By
(name/position of approver)
Mr Peter Curtis, Registrar and Executive
Director, Corporate Services
1
Signature
Date
Peter Curtis
1st September 2014
TABLE OF CONTENTS
1
Background........................................................................................................................................... 3
2
Summary of Outcomes and Recommendations...................................................................................... 3
3
Key Issues and Progress ......................................................................................................................... 7
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
Breadth of the review as it related to the ‘committee system’ .......................................................... 7
Review of the Principles for the Operation of Committees from 2005 Review.................................. 7
Cyclical Self Review of Committees and Quality Assurance ............................................................... 8
Impact of Recommendations from 2005 Working Smarter Through Committees Review .............. 10
Electronic Dissemination of Agendas and Minutes in a device-friendly format ............................... 10
Standard Nomenclature for University Committees ........................................................................ 11
Committee Constitutions .................................................................................................................. 11
Committee Related Resources.......................................................................................................... 12
3.8.1
3.8.2
3.8.3
3.8.4
Web-based resources .............................................................................................................................. 12
Guide to Effective Committee Meetings ................................................................................................. 13
Executive Officer Training ........................................................................................................................ 13
Executive Officer Network ....................................................................................................................... 13
4
Next Steps ........................................................................................................................................... 15
5
Appendices ......................................................................................................................................... 15
Appendix A Membership and Terms of Reference – Committees Working Party ................................................ 16
Appendix B Principles for the operation of Committees ...................................................................................... 17
Appendix C Committees Working Party Report on Impact and Outcomes of Recommendations from 2005
Working Smarter Through Committees ................................................................................................................ 18
Appendix D Proposed Hierarchy of the University Committee System................................................................. 23
2
1 Background
In July 2012, the Registrar established a Committees Working Party1 to consider a range of issues to
improve the administrative efficiency and effectiveness of committees within the University’s
decision-making processes. The review was asked to consider the earlier work of the “Working
Smarter through Committees”2 report (2005) with a focus on affirming or modifying existing
principles and introducing further efficiencies brought about, for example, by changes in technology,
and the new governance requirements of NC2012.
In August 2013, the Vice-Chancellor, within the context of his paper “UWA 2020: Preparing for
Success”3 concurred that too much time was devoted to committee work and the operation of the
University’s internal network of committees, boards and advisory groups. The Vice-Chancellor
suggested ways to reduce time spent on committee work without compromising UWA’s
commitment to inclusive decision-making, for example, reducing the number of committees,
reducing the frequency of meetings or by reducing the number of committee members.
In 2014, Stage One of the EY functional review program confirmed that “the amount of committee
involvement (44+ separate bodies) and consultation is seen as excessive, time consuming and
restricting UWA’s capacity to adapt within a changing environment” and “decision-making at UWA is
often slow and involves duplication of effort across multiple layers involving committees, boards and
councils”.
2 Summary of Outcomes and Recommendations
The following outcomes have been achieved during the course of the review of the administrative
efficiency and effectiveness of the University’s committee system:
Outcome 1 – Improved Electronic Dissemination of Agendas and Minutes
98%
UPTAKE
Outcome 2 – Introduction and Uptake of Device Friendly Agendas
70%
UPTAKE
A survey in late 2013 indicates that 98% of agendas and minutes are disseminated electronically, of
which 70% have adopted the device-friendly format. Uptake of the device-friendly format is
continuing to be promulgated and is included as a requirement in Executive Officer training.
1
Terms of Reference at Appendix A
Refer http://www.governance.uwa.edu.au/committees/principles/template)
3
Refer http://www.uwa.edu.au/uwa-2020
2
3
Outcome 3– Improved University Governance Website for Committees
100%
UPTAKE
The University’s new Governance website was rolled out in November 2013 and provides easy and
efficient access to key information regarding the University’s principal committees and supporting
documentation, including
 Principles, rules and guides
 Senate Boards and Committees
 Academic Board and Council Committees
 Other Boards, Committees and Foundations
 A-Z of Committees and their constitutions
 University Committee communication and decision-making maps
Refer http://www.governance.uwa.edu.au/committees
Outcome 4– Improved Executive Officer Training
UPTAKE
As Required by Executive Officers
Formulation and provision of a comprehensive course outline titled “From Agenda Setting to Minute
Writing: Executive Officers and University Committees” as part of the Executive Officer workshops.
Feedback, via OSDS, on these workshops is excellent.
Outcome 5– Improved Communication and Committee Management by Executive Officers
Across All Committees
UPTAKE







Easy access to all committee constitutions (refer
http://www.governance.uwa.edu.au/committees/A-Z) and a greater awareness by all
executive officers of the University’s committee system.
Resources permitting, a direct SharePoint/TRIM integration is planned for implementation in
2015/16. This will further streamline the capture and long term management of committee
documentation.
Improved induction packages across a number of key committees. An online induction
package for the University’s Teaching and Learning Committee was formulated in 2014 as a
template for all Academic Board/Council committees, and will be rolled-out for
commencement of the 2015 academic year. The package includes a generic component (rules,
principles, codes, etc.) which can be adopted by all University committees. The focus is on
inducting new members, but also re-inducting and reminding existing members as to the role,
function and purpose of the committee and each member’s responsibilities in the regard.
Increased formulation and provision of decision-making and communication maps - 40% of
committees currently provide these maps. This figure will be further improved by virtue of the
review of committee constitution templates (refer Recommendation 4) that should require the
provision of such maps as a component of its constitution.
12% of committees have reduced their membership over the last two years
18% of committees have introduced delegations to improve the committees efficiency
37% of committees have reduced the frequency of their meetings over the last 2 years
4
The following is a list of recommendations to further improve the administrative efficiency and
effectiveness of the University’s committee system:
Recommendation 1 – University Principles for the Operation of Committees
IMMEDIATE
MID-TERM
PRIORITY
LONGER-TERM
That the University’s Principles for the Operation of Committees be amended as attached
(Appendix B).
Action:
 Consideration and endorsement by the Registrar and Executive Director, Corporate Services.
 Principles updated on the University’s Governance website and Executive Officers of University
Committees advised.
Recommendation 2 – Committee Self-Reviews and Quality Assurance
IMMEDIATE
MID-TERM
PRIORITY
a)
b)
c)
LONGER-TERM
To encourage more broadly a pro-active and effective approach to committee self-reviews, it is
recommended that the IRU review the committee survey tool to strengthen the role of reviews
and encourage consequent actions that are aimed at improving the efficiency and effectiveness
of committees at the individual level.
That all committees should undertake performance reviews at least every three years and that
the committee constitution and faculty governance templates should be amended to include
this requirement.
That the Vice-Chancellor considers assigning an officer to coordinate the flow of business and
provide overarching quality assurance in the management of the Vice-Chancellor’s advisory
committees.
Action:
a) Consideration and endorsement by the Registrar and Executive Director, Corporate Services in
consultation with the Director of Planning Services and Director of the Institutional Research Unit.
b) Referral to the Director, Academic Policy Services for inclusion in the review of policy and
procedures associated with committee constitutions and faculty governance documents (refer
Recommendation 4) and dissemination to all executive officers.
c) Referral to the Vice-Chancellor for appropriate action.
Recommendation 3 – Committee Nomenclature
IMMEDIATE
PRIORITY
MID-TERM
LONGER-TERM
That a consistent approach to committee nomenclature be adopted by the University as detailed in
the attached schedule (Appendix D) to guide the future establishment of committees and
continuation of existing committees so that their role can, where possible, be defined by their title.
Action:
 Consideration and endorsement by the Registrar and Executive Director, Corporate Services in
consultation with the heads of peak University bodies (Chancellor, Vice-Chancellor, Chair of the
Board).
 That Chairs and Executive Officers of Existing Committees be asked to review the title and position
within the committee system and align their Committee’s title accordingly.
5
Recommendation 4 – Review of the University’s Policy and Processes regarding Committee
Constitutions
IMMEDIATE
MID-TERM
LONGER-TERM
PRIORITY
That a review of the University’s policy and processes regarding committee constitutions be
undertaken by Academic Policy Services.
Action:
 Consideration and instigation of a review by the Director, Academic Policy Services.
Recommendation 5 – Review of the University’s Guide to Effective Committee Meetings
IMMEDIATE
MID-TERM
LONGER-TERM
PRIORITY
That a review of the University’s Guide to Effective Committee Meetings be commissioned when
adequate resources are available.
Action:
 Consideration by the Registrar and Executive Director, Corporate Services and prioritization of the
project within the context of resource allocation.
6
3 Key Issues and Progress
The Committees Working Party review was divided into Phase 1 and Phase 2. Phase 1 focused on a
review of principles and practice, in particular:
 Efficient flow of business through the committee system.
 Effective use of committees complemented by efficient administration and management.
 Streamlined management of agenda and minute documentation.
 Impact and efficient use of technology in provision of agendas and minutes.
Phase 2 focussed on provision of appropriate procedures, documentation and dissemination, in
particular:


Update and/or formulation of appropriate documentation, templates, standard operating
procedure and websites.
Formulation of staff development workshops on the role of the executive officer.
The Committees Working Party instigated a number of changes during 2013, which have been
further operationalised over the last twelve months by relevant sections, including Academic Policy
Services, Office of the University Secretary and Information Governance Services, as required. The
following key issues have been addressed during this period:
3.1
Breadth of the review as it related to the ‘committee system’
It was agreed that the review would include Senate and Senate sub-committees, Academic
Board/Council and standing committees, Faculty Boards and the Vice-Chancellor’s Advisory
Committees. The Working Party comprised representation from each of these four areas of activity
(refer Appendix A).
A diagram of the decision-making structure for principal committees of the University is available on
the Governance website at http://www.governance.uwa.edu.au/committees/principles/?a=2569854
3.2
Review of the Principles for the Operation of Committees from 2005 Review
The Working Party reviewed the existing Principles for the Operation of Committees. While
agreeing that the majority of the principles remained valid, the Working Party believed that there
should be some modification as follows:
General Principle Two - “Working Smart: Committee time is used in ways which make the most
efficient and effective use of staff time to deliberate on significant issues and policies.”
Given the working party’s overall focus on efficiency and effectiveness of committees and that this
principle directly addresses these issues, it was agreed that Working Smart should be replaced by
Efficiency and Effectiveness as the summary statement of this principle.
The proposed revised statement of general principle two is therefore:
“Efficiency and Effectiveness: Committee time is used in ways which make the most efficient and
effective use of staff time to deliberate on significant issues and policies.”
7
Functional Principle Two - “Management Decisions: Committees are involved in management and
administrative decisions as close to the activity as is compatible with legislative requirements.”
The Working Party was of the view that the intent of this principle was unclear. The role of
committees should focus on governance by establishment of policy, rules, regulations, etc. and
appropriate officers should manage and administer within the context of legislative requirements.
Appropriate delegations that reflect key principles in the University Policy on Delegations, should
also be signalled.
The following, is proposed to replace this principle:
“Delegated Authority: Committees are, subject to meeting statutory, legislative or policy
requirements, expected to undertake or delegate to the most appropriate and well-informed
individual(s) the authority to determine or review policy or procedure, to review performance or to
manage a process.”
Functional Principle Three - “Communication: Committees are used to provide a contextual
framework within which University policies are developed and decisions are made.”
The Working Party was again concerned that the intent of this principle was unclear. The
University’s committee system is an integral part of the University’s collegial framework.
Committees provide the opportunity for:
 consultation, by having the right people in the room who in turn consult with their
constituencies, and
 communication, by disseminating the issues via the agenda and the outcomes via the
minutes.
The following is proposed as an alternative to this principle:
“Communication: Committees establish clear communication pathways to assist efficient, informed
decision-making and effective distribution of information.”
Recommendation 1 – University Principles for the Operation of Committees
IMMEDIATE
MID-TERM
PRIORITY
LONGER-TERM
That the University’s Principles for the Operation of Committees be amended as attached
(Appendix B).
Action:
 Consideration and endorsement by the Registrar and Executive Director, Corporate Services.
 Principles updated on the University’s Governance website and Executive Officers of University
Committees advised.
3.3
Cyclical Self Review of Committees and Quality Assurance
As outlined in the Principles for the Operation of Committee – “Review: All committees are regularly
reviewed in relation to both the performance of committee business and committee members”.
For the University’s peak bodies (Senate, Academic Board/Council) and their standing committees,
regular reviews are mandated and undertaken annually by the Institutional Research Unit (IRU).
Furthermore, the Chancellor undertakes an annual one-on-one interview with each Senate member.
These committees review their own performance, as evidenced by these reviews, but also refer the
outcomes of these surveys to their parent body for its review. Additionally, the relevant executive
8
officer (University Secretary or Academic Secretary) has a quality assurance role in the management
of the committees within their purview, Senate and Academic Board/Council respectively. This
quality assurance role includes managing the efficient flow of business between the peak body and
its reporting committees, ensuring high quality of documentation (agendas, minutes, reports), timely
dissemination of outcomes and adherence to the University’s legislative framework as relevant.
Regular performance reviews of the Vice-Chancellor’s advisory committees and the faculty
committees are not, however, mandated beyond the Principles for the Operation of Committees.
For example, a survey of faculty boards indicated that only two regularly undertook a performance
review. Review at this level of committee is at the discretion of the Chair. Additionally, the ViceChancellor’s advisory committees do not have an assigned officer to manage the flow of business to
the Vice-Chancellor and provide the overarching quality assurance role currently undertaken for
Senate and Academic Board committees.
It was the view of the Working Party that formal and annual review of the University’s peak bodies
was appropriate and that the Vice-Chancellor’s advisory committees and faculty committees should
likewise undertake performance reviews at least every three years. Furthermore, such a
requirement should be incorporated into the relevant committee constitutions and faculty
governance documents.
Within the context of regular reviews, the Working Party also considered what efficiencies were, or
should, be gained from such review – in essence what was the purpose of a self-review? It was
agreed that there should be a closer alignment between the performance review and consequent
outcomes which might include changes to the committee’s role, membership, frequency of meetings
and delegations, and in particular the justification of and value added by its continued existence.
For example, the Chancellor’s Committee, as part of the 2013 Annual Self Review of Performance,
discussed the role and future of two Senate Committees, the External Environment Committee and
the Senate Development Committee; efficiencies to date include:
External Environment Committee
 Acknowledgement that many of the activities of the original committee are now carried out
within the University by management and a recommendation to Senate by the Chancellor’s
Committee (R13/14) to dis-establish the External Environment Committee

Agreement that a new committee comprising external members would be useful to provide an
external perspective on particular issues of strategic importance.
 Drafting of a constitution for the proposed new Senate Committee for review by the
Chancellor’s Committee at its meeting in November 2014 prior to any recommendation to the
Senate.
Senate Development Committee
Senate has resolved (R25/14) that:
1. The Senate Development Committee as it is currently constituted be suspended until the end of
the New Century Campaign, i.e. 31 December 2017;
2. The contribution of the external members on the Senate Development Committee be
acknowledged and these members be released from the Senate Development Committee
forthwith;
3. The Senate Development Committee will continue as an internal committee only that will be
convened on an as-needed basis with responsibility for:
 fundraising policy;
 proposals for the naming of academic positions, facilities and landscape features.
9
Recommendation 2 – Committee Self-Reviews and Quality Assurance
IMMEDIATE
MID-TERM
PRIORITY
a)
b)
c)
LONGER-TERM
To encourage more broadly a pro-active and effective approach to committee self-reviews, it is
recommended that the IRU review the committee survey tool to strengthen the role of reviews
and encourage consequent actions that are aimed at improving the efficiency and effectiveness
of committees at the individual level.
That all committees should undertake performance reviews at least every three years and that
the committee constitution and faculty governance templates should be amended to include
this requirement.
That the Vice-Chancellor considers assigning an officer to coordinate the flow of business and
provide overarching quality assurance in the management of the Vice-Chancellor’s advisory
committees.
Action:
a) Consideration and endorsement by the Registrar and Executive Director, Corporate Services in
consultation with the Director of Planning Services and Director of the Institutional Research Unit.
b) Referral to the Director, Academic Policy Services for inclusion in the review of policy and
procedures associated with committee constitutions and faculty governance documents (refer
Recommendation 4) and dissemination to all executive officers.
c) Referral to the Vice-Chancellor for appropriate action.
3.4
Impact of Recommendations from 2005 Working Smarter Through Committees Review
Twenty recommendations had been contained in the 2005 Review and it was agreed by the Working
Party to review the uptake and impact of these recommendations. This review was undertaken in
late 2012, further action was then taken by Academic Policy Services during 2013 and 2014 in
consultation with the University Secretary and all Executive Officers to University Committees
(approximately 40 executive officers across 50 committees) to further progress and improve the
impact of the 2005 recommendations – all of which were considered by the Committees Working
Party to be still relevant.
Attached (Appendix C) is a summary of this review and further action taken.
3.5
Electronic Dissemination of Agendas and Minutes in a device-friendly format
During 2012, the Chancellor and Vice-Chancellor indicated that the University should be moving
towards paperless board meetings. A review was undertaken and it was concluded that, as
commercially-available systems were too expensive, an in-house approach was preferred utilising
existing technology. A simple Pdf approach with appropriate bookmarks was formulated by
Academic Policy Services, tested across various tablets and computers and rolled out to all Executive
Officers in early 2013. Web-based resources, including How To Guides, were also developed (refer
http://www.governance.uwa.edu.au/committees/principles/executive-officers).
A survey in late 2013 indicates that 98% of agendas and minutes are disseminated electronically, of
which 70% have adopted the device-friendly format. Uptake of the device-friendly format is
continuing to be promulgated and is included as a requirement in Executive Officer training.
10
Outcome 1 – Improved Electronic Dissemination of Agendas and Minutes
98%
UPTAKE
Outcome 2 – Introduction and Uptake of Device Friendly Agendas
70%
UPTAKE
A survey in late 2013 indicates that 98% of agendas and minutes are disseminated electronically, of
which 70% have adopted the device-friendly format. Uptake of the device-friendly format is
continuing to be promulgated and is included as a requirement in Executive Officer training.
3.6
Standard Nomenclature for University Committees
During its deliberations the Committees Working Party considered the broad range of nomenclature
of committees including – committee, sub-committee, standing committee, working party, working
group, advisory committee, reference group, etc. It was agreed that a uniform approach to
committee categorisation would provide clarity and guidance, but also a systematic approach to
establishment of committees in the future.
A tiered approach, as outlined in the attached schedule (Appendix D) is recommended to guide the
establishment, when necessary, of committees. Its purpose is to provide a consistent approach to
the nomenclature of committees so that their role can, to a certain extent, be defined by their title.
It is further encouraged that existing committees review their titles within the context of their role
and position within the committee system.
Recommendation 3 – Committee Nomenclature
IMMEDIATE
PRIORITY
MID-TERM
LONGER-TERM
That a consistent approach to committee nomenclature be adopted by the University as detailed in
the attached schedule (Appendix D) to guide the future establishment of committees and
continuation of existing committees so that their role can, where possible, be defined by their title.
Action:
 Consideration and endorsement by the Registrar and Executive Director, Corporate Services in
consultation with the heads of peak University bodies (Chancellor, Vice-Chancellor, Chair of the
Board).
 That Chairs and Executive Officers of Existing Committees be asked to review the title and position
within the committee system and align their Committee’s title accordingly.
3.7
Committee Constitutions
Committees are a significant component of the University’s and Faculty’s governance framework.
Committee constitutions are indicative of their formal establishment at both the University and
Faculty levels and provide clarity, to members and the University community, on the role and
responsibilities of the Committee.
Constitutions (and Faculty governance documents) are important instruments that should be
reviewed and amended from time to time for both structural change and consequential change.
However, it is not clear how this should be done, who is responsible and how often such a review
should be undertaken. Furthermore, the current approval processes tend to be quite cumbersome.
Committee constitutions are important, but their currency should be easily and efficiently managed.
11
Recommendation 4 – Review of the University’s Policy and Processes regarding Committee
Constitutions
IMMEDIATE
MID-TERM
LONGER-TERM
PRIORITY
That a review of the University’s policy and processes regarding committee constitutions be
undertaken by Academic Policy Services.
Action:
 Consideration and instigation of a review by the Director, Academic Policy Services.
3.8
Committee Related Resources
3.8.1 Web-based resources
Extensive web-based resources are available to support the establishment, management and roles
of committees and their members. However, the Committees Working Party noted that this
information was not always easily accessible and in some instances information was out of date or,
as evidenced by the [then] agendas and minutes site, was not consistently updated across all
committees. The site was, somewhat anomalously, owned by Information Services.
As part of the migration of a number of websites under the auspices of Academic Policy Services,
University Secretary and the Publications Unit, a new Governance website was constructed during
the second half of 2013. A component of this website is a new ‘Committees and Constitutions’
website at http://www.governance.uwa.edu.au/committees.
Furthermore, Academic Policy Services undertook a clean-up of the agendas and minutes site, liaised
with all Executive Officers to create a three tier approach to Committee information, whereby tier
one and tier two provides governance information, managed by Academic Policy Services, including
rules, principles, codes, policies (tier one) and committee constitutions that have been formally
approved through the Committee system (tier two) together with an A-Z listing of committees or
access to committee information clustered by category – Senate, Academic Board/Council, etc. Tier
three is operational information relevant to individual committees, including meeting dates, agendas
and minutes, membership lists, induction packages etc. Tier three is managed by each committee’s
Executive Officer and this information is made available, at the discretion of the Chair and Executive
Officer either by a web presence (which is linked to tier two) or by SharePoint. A standardised
approach to the development of committee related SharePoint sites was also developed by
Academic Policy Services in liaison with Information Services.
Outcome 3– Improved University Governance Website for Committees
100%
UPTAKE
The University’s new Governance website was rolled out in November 2013 and provides easy and
efficient access to key information regarding the University’s principal committees and supporting
documentation, including
 Principles, rules and guides
 Senate Boards and Committees
 Academic Board and Council Committees
 Other Boards, Committees and Foundations
 A-Z of Committees and their constitutions
 University Committee communication and decision-making maps
Refer http://www.governance.uwa.edu.au/committees
12
3.8.2 Guide to Effective Committee Meetings
In 2005 a comprehensive ‘Guide to Effective Committee Meetings’ was commissioned and is
available on the website at http://www.governance.uwa.edu.au/committees/principles/meetings.
As part of the review, the Committees Working Party noted that this is still an excellent resource
and, although it would need review and update in the near future, it still provides a valuable
resource for new and existing executive officers. It is noted that, under the current financial
restraints, funds are unlikely to be available to commission a review of this resource. However,
when funding is available, a review of the Guide should be commissioned.
Recommendation 5 – Review of the University’s Guide to Effective Committee Meetings
IMMEDIATE
MID-TERM
LONGER-TERM
PRIORITY
That a review of the University’s Guide to Effective Committee Meetings be commissioned when
adequate resources are available.
Action:
 Consideration by the Registrar and Executive Director, Corporate Services and prioritization of the
project within the context of resource allocation.
3.8.3 Executive Officer Training
During 2013 and early 2014, Academic Policy Services extensively reviewed its approach to training
of Executive Officers, bearing in mind changes in technology, streamlined approaches (for example,
encouraging briefer minute writing), and feedback over the last two years on provision of these
workshops. In 2014 a comprehensive course outline titled “From Agenda Setting to Minute Writing:
Executive Officers and University Committees” has been formulated and is provided as part of the
annual Executive Officer workshop via OSDS. Additionally, these workshops have been re-vitalised
with an interactive and experiential learning focus. Feedback on these workshops is excellent.
As a consequence, Academic Policy Services has been invited by Organisational and Staff
Development Services, to undertake the OSDS workshops associated with committees.
Outcome 4– Improved Executive Officer Training
UPTAKE
As Required by Executive Officers
Formulation and provision of a comprehensive course outline titled “From Agenda Setting to Minute
Writing: Executive Officers and University Committees” as part of the Executive Officer workshops.
Feedback, via OSDS, on these workshops is excellent.
3.8.4 Executive Officer Network
Improved communication and sharing of ideas has been brought about by an informal executive
officer network. Meetings have been held with all committee executive officers (approximately 40
executive officers across 50 committees), facilitated by Academic Policy Services. A tri-annual
schedule of meetings was trialled in 2013, and received positive feedback from attendees, to
improve the executive officer network. Items discussed during these meetings included:
 Dissemination of progress of the Committees Working Party review;
 Encouraged update of electronic dissemination of agendas and minutes;
 Roll-out of device-friendly formatting for agendas;
 Improvements in web resources and currency of committee related information;
 Use of technology, including web, SharePoint, blogs, drop-box, email, etc.;
13






Encouraging committees to delegate where possible – for example management and
operational activities within parameters of existing policy;
Review the transfer of information between committees and the possibility of creating
efficiencies in the transfer of information, in particular technology supported transfer. For
example, the introduction of CAIDi has revolutionised the processing of curriculum related
information through the committee system.
Reduction of time spent in committees, including reducing membership, reducing frequency
and length of committee meetings, disestablishment of committees that do not add value;
Encouragement of a review of the role of individual committees, by virtue of their constitutions,
to ensure clarity on their role, limited overlap with other committees, and in particular
awareness (by virtue of communication and decision-making maps) of committees within the
University’s committee structure to ensure an efficient flow of business.
Emphasis that the role of a committee is decision-making and policy-related, management and
operational activities are better addressed by the EO and/or Chair.
Encourage improved management of committees (particularly by the Executive Officer) by
ensuring that the right people are in the room with relevant expertise and knowledge. For
example, comprehensive induction processes; clarity by way of the constitution on the skills
required of members.
It is anticipated that one or two meetings per annum will continue.
Outcome 5– Improved Communication and Committee Management by Executive Officers
Across All Committees
UPTAKE

•





Easy access to all committee constitutions (refer
http://www.governance.uwa.edu.au/committees/A-Z) and a greater awareness by all
executive officers of the University’s committee system.
Resources permitting, a direct SharePoint/TRIM integration is planned for implementation in
2015/16. This will further streamline the capture and long term management of committee
documentation.
Improved induction packages across a number of key committees. An online induction
package for the University’s Teaching and Learning Committee was formulated in 2014 as a
template for all Academic Board/Council committees, and will be rolled-out for
commencement of the 2015 academic year. The package includes a generic component (rules,
principles, codes, etc.) which can be adopted by all University committees. The focus is on
inducting new members, but also re-inducting and reminding existing members as to the role,
function and purpose of the committee and each member’s responsibilities in the regard.
Increased formulation and provision of decision-making and communication maps - 40% of
committees currently provide these maps. This figure will be further improved by virtue of the
review of committee constitution templates (refer Recommendation 4) that should require the
provision of such maps as a component of its constitution.
12% of committees have reduced their membership over the last two years
18% of committees have introduced delegations to improve the committees efficiency
37% of committees have reduced the frequency of their meetings over the last 2 years
14
4 Next Steps
Considerable progress on the improvement of the administration of the University’s current
committee system has been achieved over the last 1-2 years, with further recommendations
proposed, as indicated in this report.
It is now timely, with commencement of stage two of the functional review process, to bring to the
foreground the structure of the University’s collegial decision-making processes – in other words, the
University’s Committee framework (http://www.governance.uwa.edu.au/committees/principles/?a=2569854).
Key structural issues remain:
 Does the current committee framework support efficient decision-making?
 Can the University respond effectively to the changing environment within the current
committee framework – is it deemed collegial or cumbersome?
 What would be an appropriate mix into the future between management and governance
and the consequent impact on the committee framework, including appropriate
consultation and communication?
The focus of the review has been the efficiency and effectiveness of the process and operation of
the University’s committee system. It is timely for the next step, in conjunction with functional
reviews, to focus on governance and the underlying structure of the committee system.
For example, within the research portfolio, the Research Committee is recommending its disestablishment as a standing committee of the Academic Council and in its place a Research Strategy
Group established to discuss and agree on University-wide research strategy and initiatives. Within
the education portfolio, Academic Policy Services is reviewing the education related committees
(Admissions, Teaching and Learning, Boards of Studies) in consultation with key stakeholders, with a
view to rationalisation.
5 Appendices
Appendix A
Committees Working Party – Membership and Terms of Reference
Appendix B
Principles for the Operation of Committees – Proposed Amendments
Appendix C
Committees Working Party Report on Impact and Outcomes of
Recommendations from 2005 Working Smarter Through Committees
Appendix D
Proposed hierarchy of the University Committee System
Sue Smurthwaite
Director,
Academic Policy Services
29th August 2014
15
File Ref: F44038
Appendix A: Membership and Terms of Reference – Committees Working Party
Membership:
Sue Smurthwaite, Associate Director, Academic Policy Services (convener)
Jan Cardy, Senior Administrative Officer
Deirdre de Souza, University Secretary
Kabilan Krishnasamy, Education Policy Officer
Sylvia Lang, Academic Secretary
Natalie Mast, Vice-Chancellor’s nominee
Claire McIlroy, Senior Legislative Officer
Wanda Warlik, Project Officer/Faculty Executive Officer
By Invitation for Expert Advice:
Justine McDermott/Debra Paisley – Archives and Records Management
Brian Greene – Information Services
Terms of Reference:
The Committees Working Party has been established by the Registrar to consider a range of issues
associated with improving the efficiency and effectiveness of committees within the University’s
decision making processes.
The review will be undertaken within the context of the 2005 review – “Working Smarter through
Committees”1 with a focus on affirming or modifying existing principles and introducing further
efficiencies brought about, for example, by changes in technology, and the new governance
requirements of NC2012.
It is anticipated that there will be two phases to the review:
Phase one will focus on a review of principles and practice, in particular:
1.
Efficient flow of business through the committee system.
2.
Effective use of committees complemented by efficient administration and management.
3.
Streamlined management of agenda and minute documentation.
4.
Impact and efficient use of technology in provision of agendas and minutes.
Phase two will focus on provision of appropriate procedures, documentation and dissemination, in
particular:
1.
Update and/or formulation of appropriate documentation, templates, standard operating
procedures and websites.
2.
Formulation of staff development workshops on the role of the executive officer.
Timelines:
Phase one:
Phase two:
July – December 2012
January – July 2013
13 July 2012
1
(refer http://www.aps.uwa.edu.au/home/uwas_committee_system/other_committees_and_general_information)
16
Appendix B: Principles for the Operation of Committees
Principles for the operation of Committees
While the committee structures provide a suitable framework, it is the members of the
committees who determine whether good governance and better practice standards are
actually achieved and ensure that the committee is adding value.
General
Collegiality: The Committee system is transparent and consultative, and all staff have the opportunity to provide
meaningful input into decisions that significantly affect them.
Working SmartEfficiency and Effectiveness: Committee time is used in ways which make the most efficient
and effective use of staff time to deliberate on significant issues and policies.
Good Conduct: Committee members abide by a Code of Conduct that requires them to be appropriately
informed and prepared before the meeting so that they can contribute to the decisions of the committee.
Review: All committees are regularly reviewed in relation to both the performance of committee business and
committee members.
Functional
Policy Decisions: Committees are, wherever possible, engaged in establishing policies and rules within which
individual staff can manage and administer University business.
Delegated Authority: Committees are, subject to meeting statutory, legislative or policy requirements, expected
to undertake or delegate to the most appropriate and well-informed individual(s) the authority to determine or
review policy or procedure, to review performance or to manage a process.
Management Decisions: Committees are involved in management and administrative decisions as close to the
activity as is compatible with legislative requirements.
Communication: Committees establish clear communication pathways to assist efficient, informed decisionmaking and effective distribution of information.
Communication: Committees are used to provide a contextual framework within which University policies are
developed and decisions are made.
Membership: Committee membership ensures the broad University community, in all its diversity, is reasonably
represented. However, individual committees are not constituted to represent every possible interest group and
the number of members should be kept as low as practicable.
17
Appendix C: Committees Working Party Report on Impact and Outcomes of Recommendations from 2005 Working Smarter
Through Committees
Recommendation
Number
Recommendation 1
Subject
Constitution
Issue
Recommendation
Responsibility
Timeline
31-Dec-06
The purpose or role of a committee may be
unclear, resulting in members spending a
significant amount of time on issues outside the
scope of the committee’s business. Staff may be
potentially unclear as to what items of business
should be sent to a particular committee resulting in
unnecessary delays in decision making. Further,
the membership may not be effectively aligned to
committee business.
All committees should have a constitution which
clearly states the committee’s business including
defining its role and purpose, the business it
deals with, process of operation and the required
skills and qualifications of members as
appropriate. Committee constitutions should be
made available to all University staff through the
University intranet. Further, all committees
should review existing constitutions for clarity of
purpose and role.
University
Secretariat in
conjunction with the
Executive Officers
Impact
Comments
Increase effectiveness of
committee business through
improved clarity and
awareness of committee
purpose, in line with the
Working Smart principle for
the operation of committees.
Template for committee constitutions is available on the
Governance Website (refer
http://www.governance.uwa.edu.au/committees/principles/templa
te).
All committee constitutions and faculty governance
documents are easily available (A-Z directory) on the
Governance website at
http://www.governance.uwa.edu.au/committees/A-Z
Template and associated policies and procedures
scheduled for review by Academic Policy Services in late
2014 (Refer report Recommendation 4).
Recommendation 2
Central Committee
Decision Making
Map
The University committee structure is a complex
one. It appears many staff may be uncertain as to
the relationship between committees and the
hierarchy for committee decision making. This
uncertainty may result in delays if information is not
forwarded to the correct committee in time for the
next meeting of that committee. The Working Party
has endeavoured to demonstrate the complexity of
the committee decision making process in a
decision making map (Attachment E).
The relationship between central committees is
clearly mapped to enhance understanding and
knowledge of the committee structure and
decision making process. The map should be
readily available to all staff through the University
intranet.
University
Secretariat
31-Dec-05
Increase the timeliness of
committee decision making
by clarifying the decision
making process, in line with
the Working Smart principle
for the operation of
committees.
Central committees decision-making map created and
regularly updated by Corporate Services (Academic Policy
Services) and available on the Governance Website at
http://www.governance.uwa.edu.au/committees/principles/t
emplate.
Recommendation 3
Central Committee
Communication
Map
Committees provide a suitable forum for focused
discussion and debate about local, national and
international issues which affect the University and
its business. It is essential that committees have
access to appropriate and timely information
relevant to the committee’s business. (Attachment
F)
The communication pathway between central
committees is clearly mapped to enhance
understanding and knowledge of committee
communication requirements. The map should
be readily available to all staff through the
University intranet.
University
Secretariat
31-Dec-05
Increase the relevance and
timeliness of committee
communication by clarifying
the communication
pathways, in line with the
Working Smart and
Communication principles
for the operation of
committees.
Central committees communication map created and
regularly updated by Corporate Services (Academic Policy
Services) and available on the Governance Website at
http://www.governance.uwa.edu.au/committees/principles/t
emplate.
Recommendation 4
Individual
Committee
Decision Making
Map
The complexity of the University committee
structure arising from the number of committees
and the various connections between them can
make it difficult to interpret a single committee
decision making map for the entire University. It is
important staff and Executive Officers involved with
a particular committee are fully aware of the
committee’s responsibility for decision making.
All committees construct a Decision Making Map
indicating where the committee’s business comes
from and where recommendations and/or
decisions go.
Executive Officers
30-Apr-06
The establishment of clear
decision making pathways
assists in understanding
responsibilities, in line with
the Working Smart principle
for the operation of
committees.
An audit of availability of committee decision-making maps
indicates that 40% provide these maps. They are provided
in a range of ways - websites, sharepoint sites, and
induction packages. Sample faculty communication map
available on the web at
http://www.governance.uwa.edu.au/structure/faculty to
assist faculties. A review of committee constitution
policy/process/templates will incorporate the requirement to
provide such a map as part of the committee's formal
constitution (Refer report Recommendation 4).
Recommendation 5
Individual
Committee
Communication
Map
To maximise the effectiveness and efficiency of
communication, it is important to recognise the role
University committees have in capturing and
distributing information relevant to their business.
Similarly it is important to ensure the committee’s
role is not diluted by overusing committees as a
communication mechanism.
Each committee construct a Communication Map Executive Officers
indicating where its information comes from, and
which committees or groups need to be informed
of its decisions.
30-Apr-06
The establishment of clear
communication pathways
assists in appropriate
distribution of information and
efficient informed decision
making, in line with the
Working Smart and
Communication principles for
the operation of committees.
An audit of availability of committee communication maps
indicates that 40% provide these maps. They are provided
in a range of ways - websites, sharepoint sites, and
induction packages. Sample faculty decision-making map
available on the web at
http://www.governance.uwa.edu.au/structure/faculty to
assist faculties. A review of committee constitution
policy/process/templates will incorporate the requirement to
provide such a map as part of the committee's formal
constitution (Refer report Recommendation 4).
18
Recommendation
Number
Recommendation 6
Subject
Faculty Committee
Structures
Issue
The University operates in a devolved governance
model and as such each Faculty operates a
different committee structure. With an increasingly
complex environment and growing concerns
regarding workloads, it is important that time is
taken to review structures and seek best practice.
Further, the different requirements of the Faculties
need to interface seamlessly with the University
committee structure. An increase in transparency
and consistency of structures also assists staff in
understanding the University decision making
processes.
Recommendation
Responsibility
Timeline
Impact
Comments
Faculties review the various Faculty committee
Senior Managers
structures and establish better practice standards Group and Deans
for Faculty committee structures. Each Faculty
considers the better practice principles with the
view of simplifying and standardising the best
structure for the Faculty’s business and interface
with the rest of the University. This would include
greater standardisation in core areas (such as
Teaching and Learning, Research and Planning
and Budget).
30-Sep-06
The establishment of better
practice standards and the
streamlining of faculty
committee structures,
recognising diversity and
increasing efficiency and
transparency, in line with the
Collegiality and Working
Smart principles for the
operation of committees.
Faculty governance documents provide this information refer Governance website at
http://www.governance.uwa.edu.au/structure/faculty.
Faculty structures (via a uniform faculty governance
template) updated from 2005 to include a teaching and
learning committee, planning committee and research
committee, or equivalent to align with the University's
central committee structure. This flow-on structure for
faculties may need to be revisited following functional
review of the Committee system as part of the governance
review.
Recommendation 7
Delegated Decision The principle of committee-based decision making
Making
is at times in conflict with timely and cost efficient
business practice. It is important that the decision
making process recognises the importance and
potential impact of the issue and aligns the
responsibility for decisions at the appropriate level
in the University. For example, the current use of
committees for the approval of a new prize may in
some instances take a substantial period of time
from conception to the awarding of the first
recipient.
Specific decision making areas are identified for
potential delegation to either subordinate level
committees or to University staff. The list should
identify the staff responsible and timelines for
further action.
University
Secretariat in
conjunction with the
Executive Officers
30-Apr-06
The realignment of the levels
for certain decision making
will expedite decision making
and reduce workloads, in line
with the Working Smart
principle for the operation of
committees.
Provision for specific delegations included in committee
constitutions template and in Faculty Governance
document template. A meeting with all committee
Executive Officers was held in 2013 to discuss and
encourage further delegations within the context of the role
of each committee. Following this meeting, 18% of
committees have provided for further delegations to
improve efficiency and effectiveness. A review of the
University Policy on Delegations has been foreshadowed
for 2014, with a view to increasing and highlighting
appropriate delegations across the University, including the
committee system.
Recommendation 8
Principles for the
Operation of
Committees
Principles for the operation of committees, adopted
in late 2002, are already in place. However, a
more succinct version of these Principles has been
prepared by the Working Party in order to facilitate
their retention by University staff. The revised
version simplifies the principles and separates out
the high level principles from the general rules of
operation and members’ code of conduct
(Attachment A, B, C and D).
The adoption of the General and Functional
Principles for Committees and separate Rules and
Code of Conduct (being a revised version of the
Principles and Guidelines for the Operation of
Committees).
University
Secretariat
(Academic Council)
31-Dec-05
Increases University staff
knowledge of the
requirements for operation of
committees and members’
conduct, in line with the
principles for the operation of
committees.
Principles, rules and code of conduct revised and
approved in 2005 - currently available on Governance
website at
http://www.governance.uwa.edu.au/committees/principles).
All committees required to include these on agenda for
first meeting of the year and chairs required to address and
awareness by members surveyed in annual committee
reviews. Principles, rules and code of conduct provided to
new members as part of induction package. Committee
constitutions template includes reference to applicability of
the rules, principles and code of conduct as first statement
under title. Reference to principles, rules and code of
conduct included in all training for Executive Officers and
agenda and minutes workshops. Further amendments to
principles recommended in 2014 review report (refer
Recommendation 1).
Recommendation 9
Distribution of the
Principles and
Rules of Operation
to members
Anecdotally it appears that the current good
practice guide for the operation of committees has
had limited penetration to date. To be effective, it
is imperative that all University committee members
are aware of the revised principles, rules and code
of conduct and actively conduct business in
accordance with these standards. To achieve this,
a greater level of distribution and awareness is
required.
The University’s principles and rules for the
Executive Officers
operation of committees are distributed (as part of and Chairs
the agenda) to all committee members and the
Chair explicitly address these at the first meeting
of each year.
19
Commencing A high level of awareness
1 January
and subsequent take-up
2006
through the reiteration of the
principles and rules for the
operation of committees.
Principles, rules and code of conduct revised and
approved in 2005 - currently available on Governance
website at
http://www.governance.uwa.edu.au/committees/principles).
All committees required to include these on agenda for
first meeting of the year and chairs required to address and
awareness by members surveyed in annual committee
reviews. Principles, rules and code of conduct provided to
new members as part of induction package. Committee
constitutions template includes reference to applicability of
the rules, principles and code of conduct as first statement
under title. Reference to principles, rules and code of
conduct included in all training for Executive Officers and
agenda and minutes workshops. Further amendments to
principles recommended in 2014 review report (refer
Recommendation 1).
Recommendation
Number
Recommendation 10
Subject
Issue
Recommendation
Responsibility
Timeline
Impact
Comments
Distribution of the
Principles and
Rules of Operation
to staff
The University’s investment in the establishment of
better practice principles and practices is less
efficient if the work is not widely distributed and
accepted throughout the University. It is imperative
to the success of the recommendations that a high
degree of awareness and penetration into current
committee practices is achieved.
The redesigned principles and rules for the
operation of committees and the code of conduct
for committee members are communicated to all
relevant staff and actions are taken by senior
managers to attain acknowledgement and ensure
ongoing awareness of these requirements.
Senior University
Managers
31-Mar-06
A high level of awareness
and subsequent take-up
through the reiteration of the
principles and rules for the
operation of committees.
In addition to the above, the principles, rules and code of
conduct are specifically addressed by the Chair at the first
meeting of the year. Workshops for executive officers and
committee Chairs and members also ensures awareness
of these requirements.
Recommendation 11
Agenda Format
The University invests a significant amount of time
in committee business. Preparation by members is
important to enable the committee to conduct
business in an efficient, effective and timely
manner. Where agendas are long, complex and
not presented in a suitably standard or timely
manner, members may not have sufficient access
to items to prepare themselves.
All committees adopt a standard agreed agenda
format which includes the following items
(Attachment C for suggested template):
· Apologies
· Confirmation of Previous Minutes
· Declarations of Potential or Perceived Conflicts
of Interest
· Part I - Items for Communciation to be dealt with
En Bloc
· Part II - Items for Decision to be dealt with En
Bloc
· Part III - Items for Discussion and Decision, and
· An Items/Business in Progress list addressing
previous actino item status.
All agenda items for Discussion and Decision
should have a clearly stated purpose.
Executive Officers
31-Dec-05
Increase the effectiveness of
the agenda through
uniformity of structure and
process and encourage
better use of committee time,
in line with the Working
Smart and Communication
principles for the operation of
committees.
Agenda template provided and in current use by central
committees. Standard format addressed at Executive
Officer and agenda and minute workshops and use
encouraged as best practice for all committees. During
2012/13 electronic distribution and uptake of devicefriendly agendas was also adopted. A survey in late 2013
indicates that 98% of committees distribute agendas and
minutes electronically with 70% provided in a devicefriendly format. Continued uptake of device-friendly
formatting is encouraged during Executive Officer meetings
and workshops and How To Guides are available on the
Governance website.
Recommendation 12
Review and
Evaluation
The requirements and contribution from
committees can change over time as the
environment in which the University operates
changes. It is important that committees are
recognised for their current role rather than an
historical one. In some cases committees that
were required in the past may be abolished.
Similarly committees may become too busy, and
the establishment of a sub-committee or transfer of
responsibilities to another committee may be more
efficient. A review process is imperative to ensure
optimal committee function.
All committees are regularly reviewed to evaluate
the performance of the committee and its
members.
Executive Officers
30-Apr-06
Ensures the review and
evaluation of committees as
part of a cycle of feedback
and continuous
improvement, in line with the
Review principle for the
operation of committees.
All Senate and Academic Council/Board committees
reviewed annually. Investigation of Faculty Board take-up
of reviews indicates that only the Faculties of MDHS and
UWA Business School regularly review performance and
membership.
Regular review of Vice-Chancellor's advisory committees
is also not consistently adopted. The 2014 review
recommends that all committees be required to undertake
a self review at least every three years and that the
committee constitution template be amended to include
this requirement (refer report Recommendation 2)
Recommendation 13
Induction Package
and Process
Committee members may not be fully aware of the
role and function of the committee or possess the
appropriate level of knowledge on key University
issues and processes. This may potentially result
in inappropriate or delayed decision making, or
protracted discussion.
All University committees develop or review their
members’ induction package and process, in line
with the Rules for the Operation of Committees
and Code of Conduct.
Executive Officers
31-Dec-05
Increase effectiveness of
committee members’
contribution to committee
business, in line with the
Working Smart principle for
the operation of committees.
All committees required to develop and/or review induction
packages for new members. Paperbased samples of
induction packages have been available on the web since
2005. An online induction package (sample - Teaching
and Learning Committee) was formulated in early 2014 and
is available on the website at
http://www.teachingandlearning.uwa.edu.au/staff/committe
es/teachinglearningcommittee/teaching-and-learningcommittee-induction-information-2014.
A generic
induction package, for adoption by individual committees,
is being developed by Academic Policy Services during
2014, for use in early 2015.
20
Recommendation
Number
Recommendation 14
Subject
Issue
New Member
Induction
New committee members may not be fully aware of
the role and function of the committee or possess
the appropriate level of knowledge on key
University issues and processes. This may
potentially result in inappropriate or delayed
decision making, or protracted discussion.
Recommendation 15
Members’ Code of
Conduct
Recommendation 16
Recommendation 17
Recommendation
Responsibility
All new committee members are provided with an
induction into the business of the committee as
detailed in the Rules for the Operation of
Committees and Code of Conduct.
Timeline
Impact
Comments
Chair and/or
Executive Officers
31-Dec-05
Increase effectiveness of
new committee members’
contributions to committee
business, in line with the
Working Smart principle for
the operation of committees.
All committees are required to provide induction for new
members. The effectiveness to new members of the
induction is sought as part of the self-review survey by
committees.
The value of contribution by committee members or Adopt Code of Conduct for University committee
their colleagues may be potentially reduced through members as presented in Attachment D, with any
committee members’ irregular attendance, late
appropriate additions as required.
arrival, early departure, attendance without
preparation and without review of agendas and
supporting documentation or inappropriate
behaviour towards other members. This may also
result in inappropriate or delayed decision making
or protracted discussion.
Committees
through the Chair
and Executive
Officers
1-Jan-06
Increase effectiveness and
appropriateness of
committee member actions,
in line with the Good
Conduct principle for the
operation of committees.
Principles, rules and code of conduct revised and
approved in 2005 - currently available on Governance
website at
http://www.governance.uwa.edu.au/committees/principles).
All committees required to include these on agenda for
first meeting of the year and chairs required to address and
awareness by members surveyed in annual committee
reviews. Principles, rules and code of conduct provided to
new members as part of induction package. Committee
constitutions template includes reference to applicability of
the rules, principles and code of conduct as first statement
under title. Reference to principles, rules and code of
conduct included in all training for Executive Officers and
agenda and minutes workshops. Further amendments to
principles recommended in 2014 review report (refer
Recommendation 1).
Training of Chairs
and Executive
Officers
The efficiency and effectiveness of committees can
be largely affected by the skills, expertise and
organisation of the Chair and/or the Executive
Officer. Inexperience or lack of expertise may lead
to delayed and/or misunderstood agenda items and
protracted discussion and decision making. For
example, a lack of awareness of the committee
reporting lines and key dates for related
committees may result in items not being clearly
communicated to the required Executive Officers.
Development of additional training courses for
Chairs and Executive Officers including refresher
courses and advanced courses for more
experienced Chairs and Executive Officers.
Attendance at training courses should be
mandatory for University staff involved with major
committees.
University
Secretariat and
Organisational and
Staff Development
Services
Attendance and
Conduct of
Members
Regular attendance of members is a standard
committee governance measure. Whilst not yet
mandatory, from 2004 DEST recommends the
reporting of Senate Members’ attendance in the
Annual Report in line with company governance
reporting requirements. Failure of members to
regularly attend meetings and conduct themselves
in accordance with the Code of Conduct may
impact the contribution of all members.
Furthermore, committees may be unable to
undertake business due to difficulties in satisfying
quorum requirements resulting in the inefficient use
of members’ time or undue delay in decision
making.
Chairs should monitor members’ performance in
line with the Code of Conduct. This may result in
the dismissal of committee members who do not
regularly attend meetings or who fail to comply
with the Code of Conduct. Chairs have the
authority with the support of the committee to coopt new members at any time.
Chairs
21
OSDS 2006 – Increase the effectiveness of
st
1 semester committee Chairs and
Executive Officers, in line
training
programme with the Working Smart
principle for the operation of
committees.
Organisational and Staff Development Services (OSDS)
provides training for chairs and members of Committees.
During 2012/13 Academic Policy Services reviewed and
revised the workshop papers in consultation with OSDS to
ensure alignment with University policies, procedures and
protocols for committees at UWA. Executive Officer
training is provided by Academic Policy Services and the
University Secretary, via regular workshops at OSDS,
mentoring and one-to-one inductions. The Executive
Officer training has been extensively reviewed in 2013/14
and a comprehensive course outline provided as part of
the workshop (refer report Outcome 4)
Increase effectiveness and
efficiency of committees and
improve the conduct of
members, in line with the
Working Smart and Good
Conduct principles for the
operation of committees.
Senate committees are required to report on attendance.
Additionally, with effect from 2012, the Chancellor
interviews each Senate member on an annual basis.
Attendance of members of other committees is monitored
by Executive Officer and Chair and any problems normally
addressed informally.
31-Dec-05
Recommendation
Number
Recommendation 18
Subject
Issue
Recommendation
Responsibility
Timeline
Impact
Comments
Committee
Membership
Number
Operating in a collegial environment, committees
endeavour to include representation from all
interest groups. This can result in the membership
of committees being unnecessarily large. Further
there may be a tendency to include more members
to represent constituents fully. It is a misconception
that increased membership provides for better
representation. Rather it is essential members
representing constituents make every attempt to
canvass and represent the views of the group.
A review of current membership of committees is
undertaken with a view to reducing the number of
members when this can be achieved without
impacting the effectiveness of committee
business or the collegiality that is a hallmark of
the University committee system.
Chairs (assisted by
Executive Officers)
31 December
2006 to be
conducted in
line with
Recommendation 1
Decrease the time University
staff spend within committee
meetings, in line with the
Collegiality and Working
Smart principles for the
operation of committees.
Following the 2005 Review, a review of Academic Council
and Senate Committees was undertaken and where
appropriate committees were disestablished or reduced in
size - eg Accommodation Committee was dis-established.
During 2013, as part of the Committees Working Party
review of administrative efficiency and effectiveness,
Executive Officers were encourged to discuss with their
Chairs opportunities for reducing membership, reducing the
number of committee meetings and where possible disestablishing committees where no value was being added.
A survey in late 2013 indicates that 18 committees (37%)
have reduced their meeting frequency, six committees
(12%) have reduced their membership over the last two
years and nine committees(18%) have instigated
appropriate delegations.
Recommendation 19
Multiple
Committees
Staff may be members of multiple University
Committees. Where appropriate delegation should
be considered when the business of these
committees differs. Decision making processes
and committees’ structure should be evaluated
where an individual staff member sits on numerous
committees linked within the same hierarchical
committee stream, (i.e. discusses the same
business or makes recommendations relating to
the same actions). The nomination of delegates to
sit on committees provides opportunities for staff
and shares workload. However it is important to be
mindful of the need to communicate committee
outcomes back to the delegator.
Committee membership is reviewed in light of the
hierarchy within the committee structure. Where
a staff member sits on numerous committees
across a broad portfolio consideration should be
given to the delegation of membership. Where a
staff member sits on numerous committees of the
same hierarchical stream, consideration should
be given to the efficiency of the decision making
structure.
University
Secretariat in
conjunction with
Executive Officers
31-Dec-06
Reduce time individual staff
spend on the same matters
within committee meetings, in
line with the Working Smart
and Collegiality principles
for the operation of
committees, whilst providing
further development
opportunities to high quality
staff.
With the introduction of Boards of Studies and the Board of
Coursework Studies there has been an increase in the
levels of decision-making associated with curriculum and
academic policy development. Some individuals are
involved in decision-making at more than one level
however decisions at the higher level(s) are normally en
bloc in accordance with the recommendation of the Chair.
During 2012/13, Academic Policy Services has worked
with the Chairs of the Boards of Studies, Board of
Coursework Studies and Academic Council/Board to
introduce further delegations to relevant Chairs or officers
(Dean of Coursework Studies) to reduce the load and time
spent in full committee.
Recommendation 20
Membership
Nomination
Membership of University Committees is an
important role in the management of the University.
The effectiveness of committees is directly reliant
on the skills and commitment of its members.
Currently there is an inconsistent and in some
cases inadequate application of skills and
commitment across the University’s committees.
Nominators should consider a candidate’s skill
set and ability to contribute in accordance with
the committee’s constitution and Code of
Conduct. Similarly nominees should give
consideration to their ability to meet the
expectations of the committee.
Chairs and
Nominees
31-Oct-05
Ensure the appropriate
alignment of committee
members with committee
business and increase the
effectiveness of the
committee, in line with the
Working Smart principle for
the operation of committees.
Provision included in Committee Constitutions template for
skills and/or qualifications of elected/appointed members to
be specified.
August 2014
22
Appendix D Proposed Hierarchy of the University Committee System
Tier 1
Peak Office / Committee
Tier 2
Executive Committee
[Established by Tier 1]
Standing / Advisory Committee
Tier 3
[Established by Tiers 1 or 2]
Standing Sub-Committee
Tier 4
[Established by Tier 3]
Working Party/Working Group
Tier 5
[Established by Tiers 1, 2, 3, or 4 for a short-term only]
Committees Working Party report
August 2014
23
The University Committee System
Tier 1: Peak Office/
Committee [with powers to
make decisions and oversee
governance in respective areas]
Senate (Corporate Governance)
Academic Board (Academic Governance)
Vice Chancellor
Faculty (Faculty Governance)
Chancellor's Committee
Academic Council
Vice-Chancellor's Executive Committee
Faculty Board/equivalent
Audit and Risk Committee
Steering Committee
Academic Promotions Committee
Research Committee
Strategic Resources Committee
Academic Year Planning Committee
Animal Ethics
Teaching and Learning Committee
Tier 2: Executive Committee
[established constitutionally by
Tier 1 and with delegated
powers to make decisions]
Development Committee
Admissions Committee
Equity and Diversity Committee
Higher Degree Committees
External Environment Committee
Board of Coursework Studies
Health and Wellbeing Advisory Committee
Selection Committees
Development Committee
Board of Graduate Research School
Legislative Committee (joint committee of the Senate
and Academic Council)
Human Research Ethics
Boards of Examiners
Incidental Student Fees and Charges Regulating Committee
Appeals Committee (constituted as required)
Honarary Degrees Committee
Tier 3: Standing / Advisory
Committees [established
constitutionally by Tier 1 or 2
with delegated authority to
make decisions, where
relevant]
Legislative Committee (joint committee of the Senate
and Academic Council)
Perth International Arts Festival Board
Arnold Yeldham and Mary Raine Medical Research
Foundation Committee
Patrick Burselum and Mary Estellee Healey Medical
Research Foundation Committee
Research Committee
Parking Infringement Advisory Panel
Teaching and Learning Committee
Planning and Resources Committee
Security and Transport Advisory Committee
Strategic Information Technology and Information
Management Committee
UWA Cultural Collections Board
UWA Publishing Advisory Board
University Safety Committee
Institute of Advanced Studies Advisory Board (responsible to
the DVCR)
Standing Sub-committee to the Berndt Research
Foundation: Professor Ronald M and Dr Catherine H
Berndt Research Foundation Sub-committee
Tier 4: Standing subcommittees [established
constitutionally by Tier 3 with
delegated authority to make
decisions, where relevant]
Standing Sub-committees of the Board of Coursework
Studies: Board of Studies (Bachelor of Arts); Board of
Studies (Bachelor of Commerce); Board of Studies
(Bachelor of Design); Board of Studies (Bachelor of
Science); Board of Studies (Bachelor of Philosophy
(Hons)); Board of Examiners of the Boards of Studies
Standing sub-committee of the University Safety Committee:
Institutional Biosafety Committee: Carcinogenic and
Mutagenic Substances Committee; Radiation Safety
Committee
Standing Sub-committee of the Board of the Graduate
Research School: Scholarships Committee and
Scholarships Coursework sub-committee
Standing sub-committee of the UWA Publishing Advisory
Board: Publishing Committee
Standing Sub-committees of the Teaching and Learning
Committee: Grants and Schemes Standing Committee;
Awards Standing Committee
Standing Sub-committee of the Legislative Committee:
Legislative Drafting sub-committee
Tier 5: Working Party /
Group/ Sub-committee
[established by tier 1, 2, 3 or 4
for a short-term]
Working Party of the Teaching and Learning Committee:
Open Online Education Working Party
24