Introduction
and
Welcome to the University
OUTLINE
• Development and Growth
• Strategic Plan
• Organisational Structure
• Governance
• Budget
UNIVERSITY SITES
St Lucia Campus Map
http://www.uq.edu.au/maps/
ESTABLISHMENT OF
FACULTIES AT
THE UNIVERSITY OF QUEENSLAND
1911
1925
1927
1935
1949
1967
1975
1991
1997
2001
Arts, Science, Engineering
Commerce (and Economics)
Agricultural Science
Law, Dentistry, Veterinary Science, Medicine
Education, Architecture and Planning
Music
Social Work
Applied Science, Business (Gatton)
Re-organisation into seven “super-faculties”
Re-organisation onto schools
MISSION
The mission of The University of Queensland
is to create a community dedicated to
achieving national and international levels of
excellence in teaching, research and
scholarship, one that makes significant
contributions to the intellectual, cultural,
social and economic life of the state of
Queensland and the Australian nation.
STRATEGIC PLAN 2006 - 2010
• Mission statement
• Strategic aims, aspirations and commitments
• Key operational priorities
• Teaching and Learning*
• Research and research training*
• Community partnerships*
• Management and resources*
*Include strategic objectives and operational priorities
Legislative Base
• University of Queensland Act 1988
(as amended on 19 May 2005)
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Corporation
State Statutory Authority
• Commonwealth Higher Education Support Act
Governance
SENATE
Finance Committee
Audit Committee
Buildings &
Grounds Committee
Legislative Committee
Honorary Degrees
Committee
Academic Board
Standing Committee
Academic Programs
Policy Committee
Teaching & Learning
Committee
Postgraduate Studies
Committee
Appointments & Promotions
Committee
Library Committee
Academic Programs
Review Committee
Research Committee
Powers of Senate
• Appoint Staff
• Manage and Control
 University Affairs
 University Property
 University Finances
• Anything necessary or convenient in connection with its
functions
• Must act in the way that appears to it most likely to
promote the university’s interests
• May delegate its powers except for
 Making statutes or rules
 Adopting the University budget
 Approving expenditure (other than a scholarship or prize) of finds
from bequests, donations or special grants
Organisational Structure
• Faculties
• Schools
• Centres
• Major support areas
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Central Administration
Library
Information Technology Services
Teaching and Educational Development Institute
• Academic Board
• Vice-Chancellor
• Senior Executive
Executive Responsibilities
VICE-CHANCELLOR
Deputy Vice Chancellor (Research)
Deputy Vice Chancellor (Academic)
 Research policy
 Research Management
and Services
 Research Only Budget
 Graduate School
 Office of Research
and Postgraduate
Studies
 Australian Institute
for Bioengineering
and Nanotechnology
Teaching and Learning
 Academic Staff Issues
including enterprise
bargaining
 Information Technology
Policy
 University Library and
Learning Services
 Marketing and
Communications Policy
 Fund-raising & University
Development Policy
 Offices of Marketing
and Communications and
Development
 Customs House
 Teaching and Educational
Development Institute
Senior Deputy Vice Chancellor
 Pro-Vice Chancellor
(Ipswich)
 Managerial oversight
of Executive Deans
 Resource allocation and
overall budgetary
responsibility for Faculties
 Institute for Molecular
Biosciences
 Queensland Brain Institute
 Support for Vice-Chancellor,
particularly in regard to
relations with industry
and government
Deputy Vice Chancellor
(International & Development)
 Internationalisation and
international relations policy
 International Education
Office
 Capital development and
space management
 Division of Property and
Facilities
 Institute for Continuing and
TESOL Education
 Brisbane Institute
Secretary and Registrar
 Administrative policies,
systems and procedures
 General staff issues,
including enterprise
bargaining
 Commercialisation policies
 Secretary to the Senate
and Public Officer
 Co-ordination of central
administrative services
 Planning Secretariat
 Management Information
Services
 University Legal Office
 Internal Audit Office
THE ROLE
OF THE EXECUTIVE DEAN
The Executive Dean is responsible to the ViceChancellor through the Senior Deputy ViceChancellor for
- leadership and management
- accountability for all aspects of academic programs,
staff management, resource allocation
- development of additional sources of non-government
funding
- representing the Faculty and University to the external
community
- attracting revenue in addition to government funding
School of Integrative Biology –
Key Staff
Scott O’Neill
Head of School
Enquiries to: Christine Ballantyne
Ph 336 52471
William Custance
Acting Executive Officer
Ph 336 52471
Hamish
Craig Franklin
McCallum
Teaching & Learning Chair
Ph 336 52355
52450
Hugh Possingham
Research Chair
Enquiries to: Karen Hurley
Ph 336 52527
Anne Goldizen
Postgraduate Studies Chair
Ph 336 54063
Tracey Franchi
Lina Daddow
John Bertram
Susie
Iola Ternel
Maria
Finance & HR Manager
Ph 336 54831
Teaching & Operations
Manager
Ph 336 52303
Building &Technical Services
Officer
Officer
- OH&S
Ph 336 52771
Manager,
Senior Academic
Academic
Administration
Administration
Officer
Ph 336 54856
Julie-ann Harlow
Senior Finance & HR Officer
Ph 336 54898
John Hughes
Honours Admin
Officer
Ph 335 69883
Melissa Brown
Purchasing & Receiving
Officer
Ph 336 54469
Hayley Ware
Receptionist
Ph 336 52491
Anna
JasonGallard
White
Purchasing & Receiving
Senior Finance & HR Officer
Officer
Ph 336 54837
Ph 336 54469
Sian Rogie
Gail Walter
Undergraduate Admin
Coordinator
Ph 336 53382
Postgraduate Admin
Officer
Ph 336 57082
SETTLING IN AT UQ
http://www.uq.edu.au/new-staff/
Employment Information
Career Progress and Appraisal
Handbook of University Policies and Procedures
(HUPP)
Financial Management Practices Manual (FMPM)
Code of Conduct
Protocol
Industrial Awards and Agreements
General Staff
• The University of Queensland General Staff Award 2003
• Enterprise Agreement (General Staff) 2005
Academic & General Staff
• Higher Education Contract of Employment Award 1998
Academic Staff
• Higher Education Academic Salaries Award 2002
• Enterprise Agreement (Academic Staff) 2005
TESOL Staff
• Enterprise Agreement TESOL Language
Instructors 2005
Australian Workplace Agreements
(AWA)
• New staff offered a choice of Enterprise
Agreement or AWA from 29 April 2005
• All staff offered choice from August 2006
Standard Hours of Work
(General Staff: HEW Levels 1 – 7)
• Fixed commencing and ceasing times
• Can be changed by the employer with one
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week’s notice
36 ¼ hour week
7 ¼ hour day
45 minute unpaid meal break
Within prescribed span of hours
2 x 10 minute paid rest pause
Flexible Hours Arrangements
(General Staff: HEW Levels 1 – 7)
• Four and a half day week
(4 days x 8 hours and 1 day x 4 ¼ hours)
• Nine day fortnight
(72 & ½ hours spread over 9 days of the
fortnight)
Flexitime and VBT
(General Staff HEW 1 – 7)
MUST BE AGREED WITH SUPERVISOR
FLEXITIME
• Can work up to 9 ordinary hours in a day
• Cannot accrue more than 4 hours in a week
• Cannot accrue more than a maximum of 7 ¼ hours
Voluntary Banked Time (VBT)
• Can work up to 45 ¼ hours per week
• Cannot accrue more than 9 hours in a week
• Accrue a maximum of 36 ¼ hours
Hours of Work
General Staff (HEW Level 8 and above)
• No set hours
• Hours not required to be recorded
• Minimum expectation 36 ¼ hours per week
• Work performed beyond norm with prior written approval
of supervisor may receive overtime on a time for time
basis
Academic Staff
• No set hours
• Hours not required to be recorded
• Regulated workloads policy on HUPP
Attendance Records
(General Staff HEW Levels 1 – 7)
• Timesheets available on the web under New Staff section
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(Settling In / Administration / Time sheets)
Legal requirement to maintain timesheets indicating
commencing and ceasing times
To be completed daily by staff member / signed off by
supervisor fortnightly
Separate records kept for ordinary & overtime hours
TOIL for overtime and FLEX / VBT of 7 ¼ hours and
greater must be applied for through Employee Self
Service (ESS)
Recreation Leave
General Staff
4 weeks per annum + 17 ½% loading (cumulative)
Maximum Recreation leave balance is 40 days old
Academic Staff
4 weeks per annum + 17 ½% loading (paid December)
Generally to be taken during the vacation period with approval of the
relevant Head of Organisational Unit
New cumulation rules start January 1st 2006.
Maximum Balance 40 days before 10 day will be directed.
Sick Leave
General Staff
10 days Sick Leave (cumulative)
Medical certificate required after three days
Academic Staff (including Grant appointed)
Credited on January 1st each year 5 days Carers Leave,
30 days Sick Leave (non-cumulative)
10 days Sick Leave (cumulative)
Pro rata amount for staff employed after January 1st
Long Service Leave
13 weeks paid leave after 10 years of continuous service
Maximum LSL balance is 26 weeks
Carer’s Leave
All Staff
After 12 months’ service –
5 days in a calendar year, non-cumulative
Up to 12 months’ service –
Pro-rata from commencement
For over 3 consecutive days, a medical certificate
or statutory declaration required
Superannuation
Eligible staff fill in a UniSuper application form
All staff not covered by UniSuper (Defined Benefit
Division/Accumulation 2) (providing 17% employer
contributions) are covered by UniSuper
Accumulation 1 (9% employer contributions – when
earnings are in excess of $450 per month)
Queries to Superannuation Section: 3365 2993
For more information on
Employment Conditions
See the UQ web site at
http://www.uq.edu.au/new-staff/
CAREER PROGRESS &
APPRAISAL
STAFF APPRAISAL
Benefits
 Confirm what is expected of you
 Receive feedback and recognition
 Discuss your career goals
 Plan personal and professional development
General Staff - APPRAISAL CYCLE
1st interview
(at beginning of appointment and annually)
Expectations
2nd interview
(by October each year)
Performance
Staff Development
Expectations for next year
Outcomes
General Staff SETTING EXPECTATIONS
1st Annual Review meeting (now)
Staff member and supervisor - discuss and record:
• Primary purpose of position
• Tasks / accountabilities
• Objectives (HEW levels 5 - 10)
General Staff - APPRAISAL
2nd Annual Review meeting (October)
Staff member and supervisor - discuss and record:
• Assessment of performance against expectations
• Skills and knowledge needs
• Training and development plan
• Recommendation for increment or double increment
• Expectations and objectives for next year
The difference between General Staff
Classification and Performance Review
• CLASSIFICATION
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Evaluation of the work role and
responsibilities of the position
• PERFORMANCE REVIEW
Assessment of the performance of
the individual in the position
THE RECOGNITION AND DEVELOPMENT
PROGRAM COMPLEMENTS THE JOB
CLASSIFICATION PROCESS
Academic Staff - APPRAISAL
Academic appraisal will be
covered in the course:
Developing Your Role
as a UQ Academic
THE STAFF DEVELOPMENT
PROGRAM INCLUDES
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Induction
Leadership and Management
Finance, Administration and IT
Teaching and Learning
Academic Career Advancement
Internationalisation
Researching Skills
Occupational Health and Safety
Mentoring
Equity and Diversity
www.tedi.uq.edu.ay/sdh
Handbook of University Policies
and Procedures
http://www.uq.edu.au/hupp
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University Organisation and Governance
Workplace Health and Safety
Teaching and Learning
Research and Postgraduate Studies
Human Resources
Information Technology
Physical Facilities and Services
Community and Development Activities
Links to Information
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Sexual Harassment http://www.uq.edu.au/hupp/index.html?policy=1.70.2
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Discrimination, Harassment and Bullying http://www.uq.edu.au/hupp/index.html?policy=1.70.6
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Opposing Racism - http://www.uq.edu.au/about/valuing-diversityopposing-racism
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Guide to using Inclusive Language http://www.uq.edu.au/equity/docs/inclusive_language05.pdf
Links to Information - (continued)
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Unisafe: Personal Safety on
Campus http://www.uq.edu.au/unisafe/p
ersonal-safety.html
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Parking at UQ http://www.uq.edu.au/parking/
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Balancing work and family http://www.uq.edu.au/equity/?p
age=11661
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Smoking on campus http://www.uq.edu.au/hupp/?pa
ge=25058&pid=25015
Financial Management
Practices Manual
http://www.bs.uq.edu.au/FMPM
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University Budget
Financial Delegations
Revenue
Expenditure
Salaries
Assets, Liabilities and Equity
Financial Systems
Code of Conduct
http://www.uq.edu.au/new-staff/
(under Settling In / Policies and Procedures)
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Respect for the law and system of University
Governance
Respect for persons
Integrity
Dilligence
Economy and efficiency
Office of Marketing and
Communications
Protocol and Ceremonies
• Provide advice and management expertise to the
Senior Executive in relation to the staging of
major university events
Office of Marketing and
Communications
Protocol and Ceremonies
• Graduations ceremonies
– Local, and
– International
Office of Marketing and
Communications
Protocol and Ceremonies
• Co-ordinate invitations to and oversee events attended by
Regal,
• Vice-Regal representatives, Federal and State
Government Ministers,
• Members of the diplomatic Corps, foreign government and
dignitaries, and
• Presidents of leading international universities
See Vice-Chancellor’s Protocol Guidelines at:
www.uq.edu.au/omc/docs/protocol/protocol_guidelines.pdf
Office of Marketing and
Communications
Protocol and Ceremonies
• Provide support for internal and external
community relations activities
Office of Marketing and
Communications
Protocol and Ceremonies
• Provide advice to
the wider university
and external
communities
Office of Marketing and
Communications
Protocol and Ceremonies
Contacts
Manager
• John Moller
Ph: 3365 2737
Protocol Officers
• Anna Roberts
Ph: 3365 3159
• Helen Bourke
Ph:3365 1596
Protocol Assistant
• Jasmin Haddadi
Ph: 3365 7045
Office of Marketing and
Communications
Overseas Visitors to UQ
• Co-ordinated by International Education
Directorate (IED)
• Contact: Ms Elizabeth Pitts 3365 1978
The cost of workplace injuries
Components of cost of workplace injuries
– Workers’ Compensation and rehabilitation
– Related health and social service costs
– Property damage (insurance costs)
– Disruption to production and lost business
opportunity
– Legislative and administrative costs
Total cost > $33 billion / year (Australia, 2004)
Queensland Workplace
Health and Safety Act 1995
• New legislation in 1989 to replace a wide range
of prescriptive OH&S Acts and Regulations
• Revised in 2002
OH&S Responsibilities
Individual Staff
• Compliance with safe working procedures
• Use of appropriate personal protective
equipment and safety systems
• Participating in risk assessments
• Reporting of OH&S problems
OH&S Responsibilities
Supervisors
• Provision of information, training and
supervision
• Undertake risk assessments
• Ensure application of appropriate risk
control measures
• Undertake accident investigations
Worker’s Compensation
• License Approved
• Commenced 1 April 2001
• Conditions for access the compensation
remain the same
• Administered by the Work Injury
Management team
• Notional Premium
• Rehabilitation - suitable duties will be
critical for success
Occupational Health and Safety
For further information please visit our
website www.uq.edu.au/ohs
Or call 3365 2365
The Equity Office
Equity and Diversity Make a Difference
Why Equity?
• Legislative requirements
• Reporting requirements
• Business imperatives
• Community Values
• Social Justice
The role of The Equity Office
• Effect cultural change - embed equity
• Drive improved performance
Internal consultancy to the
University Community
Issues of particular importance
http://eoonline.uow.edu.au
• Mandatory for all new staff
• Overview of legislation, policy and
procedures - Discrimination and
Harassment
• Direct links to all relevant policies at UQ
• Designed for University context
Issues - (continued)
• Staff and students knowing rights and responsibilities •
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first steps in addressing an issue
Sexual harassment awareness training - an EOWA
requirement
Managing family friendly policies - eg parental leave,
carer’s leave
University Equity & Diversity Plan
Disability Action Plan - procedures for students with a
disability
- Student Support Services
What does this mean for you?
• Model appropriate behavior and language use
• Demonstrate respect and sensitivity to others
• Practice inclusive teaching
• Become familiar with policies & procedures
• Proactive prevention, Early intervention,
Accurate information
The Equity Office is here to
assist you!
Call us – to talk over plans, issues, seek advice,
give feedback…
www.uq.edu.au/equity
Equity and Diversity –
Make a Difference
The UQ Library
www.library.uq.edu.au
We link people with information
The UQ Library
• The University of Queensland Library (Cybrary)
combines physical space and cyberspace, real and
virtual information resources and in-person and online
assistance
– One of the largest collections amongst academic libraries in
Australia and by far the largest in Queensland
– A gateway for users located anywhere to access POP (print on
paper) and WOW (words on the web) everywhere
– Window on the world of knowledge
– Virtual library in a wired university
– Springboard to learning
The UQ Library: a brief overview
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Decentralised information delivery from 13 branches
– Based on subject discipline and geography
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Centralised administration and support
230 staff
Open all hours
Annual budget of $29.8 million
Holdings
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Over 2 million volumes
11,326 print journals and 27,591 electronic journals
866 networked databases to guide you to journal content
Multiple copies of textbooks held, including copies in High Use Collections for
quick access
357,246 electronic books
29,790 videos
Comprehensive Quick Reference Collection collection
Extensive manuscript, microform and pictorial collections
Over 1,300 computers, Ask I.T. computer help and training
Service Groupings
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Social Sciences and Humanities Library Service
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Physical Sciences and Engineering Library Service
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Ipswich
Law
Social Sciences and Humanities (largest branch)
Archives
Fryer
Economics and Business
Architecture / Music
Dorothy Hill Physical Sciences and Engineering
International
Commercial
Biological and Health Sciences Library Service
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Biological Sciences
Dentistry
Royal Brisbane Hospital, Mater Hospital, Princess Alexandra Hospital
Service agreements with each
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Gatton
What is the role of the Library
in the University?
• Store house and repository of knowledge
• Link – people with information
• Research engine
• Quiet place to study
• Partner in teaching, learning and research
• Provider of information skills training
• Provider of Ask I.T.
– Computer help and training
• Place with computers
• Friendly face
The Library’s Services
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Access catalogue
Loans
Inquiry services
Access databases
– Every subject / discipline
– Index journals, some have full journal articles
• Suggestion boxes in libraries and in web
• E-journals, e-books
• Course material links
– Including Exam papers and Reading Lists
• RAPID online course via BGlackboard
– (Researchers and Postgrads Information Discovery)
More Library Services
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Theses in digital form
– Australian Digital Theses
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UQ Research Finder
– A one-stop shop for finding about University of Queensland research
output from 1999 to-date
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Eprints UQ
– Deposit collection of papers of the research output of UQ academic staff
and postgrads
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Internet and subject gateways – Agrigate, Weblaw etc.
Identification of teaching / learning materials
Guides to use
– Subject guides [FindIts]
Resources to get you started
– “How-to” guides [UseIts]
– Citing references, research skills
And still more…
• Photocopying / printing
• Printed guides
• Displays of new materials
• Liaison librarians
– http://www.library.uq.edu.au/about/liason.phtml
• Ask a Librarian
• Ask I.T.
– Computer help and training for students
• Information skills training
• Email of library notices
Facilities in each branch library
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Inquiry desk
Loans (including auto-loan)
High Use Area (textbooks and reading)
Photocopying / Printing
eZones
Ask I.T. (at each campus)
Training rooms
Security
Study spaces
Study Spaces
• Quiet – individual carrels / desks
• Open tables – group work
• Comfortable chairs / Floor
• Graduate Study Centres
• Conference Room
• Computer training Rooms
• Air conditioned
• Café
The University of
Queensland Library
We link people with information
www.library.uq.edu.au