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Staff Development Policy

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The policy on this web page pre-dates the UWS Academic Staff Enterprise Agreement 2005-2008 and UWS General Staff Enterprise Agreement 2005-2008. It will be updated in the near future to ensure that it is consistent with the new Agreements.
In the interim, this policy remains in force but the provisions of the new Enterprise Agreements prevail over the policy in the case of any inconsistency. Staff are advised to read this policy in conjunction with the relevant Clauses of the new Enterprise Agreements.
Further enquiries should be directed to your relevant contact in the Office of Human Resources.

Section 1 - Purpose and Context

(1) The UWS Staff Development Policy has been developed as part of the University's overall people development strategy, and as one of the key empowerment tools directed towards the enablement of staff via support and assistance in professional and personal development.

(2) To place the Staff Development Policy in context, the following is a summary statement of the University's commitment towards its people.

(3) "UWS aims to be recognised as a University which has a flexible, innovative, responsive and just approach to the management and development of it's staff. The management and development of staff will be pursued to provide a working environment which is supportive, energising, and rewarding of creativity, intellectual rigour and academic excellence. This working environment will be directed to and engaged with the strategic and operational objectives of the university".

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Section 2 - Definitions

(4) Nil.

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Section 3 - Policy Statement

(5) The University endorses the principle that its staff, both academic and general, full and part time, should be encouraged and supported to continue their professional growth and development and recognises that staff development is integral to both personal job satisfaction and reward and to the achievement of the University's mission and goals.

(6) It is therefore the policy of the University to make provision for equity of access to a range of professional development opportunities (internal and external), resources and support mechanisms that will facilitate staff to develop to their full potential. The University will provide a range of centrally funded staff development and training opportunities that support the implementation of its plans and policies and the professional development of its staff. The University will also ensure support and funding for a range of specific professional and educational development strategies and programs aimed at redressing under-representation of specific groups within the University, e.g. women, Indigenous staff members, staff whose first language is other than English and staff with a disability. The University will also ensure provision of budget allocations in all unit budgets for funding of external staff development options.

(7) The University is committed to achieving substantive equality for all staff in their participation in University supported staff development programs.

(8) To reinforce this commitment the University will ensure that:

  1. Internal training venues and external venues organised for University staff development functions are accessible for people with disabilities
  2. Training documents in alternative formats e.g. talking books etc. will be made available to staff as required
  3. Staff development that involves staying overnight will consider equity of access for staff with carer's responsibilities
  4. Specific programs will be provided for equity groups traditionally underrepresented in the University's employment profile as part of the University's commitment to employment equity

(9) Staff development opportunities for employees with disabilities will be included in the employees Adjustment Plan and associated costs of participations including elements such as transport and accommodation costs or carers will be funded by the University. The University will identify organisational staff development goals and priorities and implement a range of strategies to facilitate progress towards these goals. All University organisational units are required to plan and prioritise the development needs of their staff, University staff members are encouraged to take an active role in their own on-going learning and to apply their learning to its most effective use.

(10) Annual monitoring of participation rates of employees will be undertaken in relation to attendance at:

  1. Internal staff development programs
  2. External staff development programs
  3. Conferences
  4. PDP
  5. Study leave.

(11) Annual Reports will be provided to UWS Executives and to the Board of Trustees on Professional Development activities.

Part A - Institutional Strategies to Support Staff Development

(12) The University will implement a range of strategies to support achievement of the University's mission and advance the professional standing of its staff.

(13) Institutional staff development strategies will include:

  1. An agreed minimum percentage of each College and Division budget will be allocated annually to support professional development and training.
  2. Individual staff development plans to be prepared as part of the performance planning and review process of both academic and general staff.
  3. Managers to develop organisational unit staff development plans and priorities and have a responsibility for ensuring equity of access for all staff when preparing such plans.
  4. Centrally funded internal staff development providers to support individual and organisational learning and development.
  5. Support for attendance at external professional development courses and conferences.
  6. Professional Development Programs (PDP) for academic staff.
  7. Support for ongoing accredited education.
  8. Secondments and Staff Exchange Programs.
  9. Annual central staff development reports.
  10. Annual UWS Staff Development Report to Board of Trustees through Executive and Strategy and Resources Committee.

(14) UWS will also commence a consultative process of developing a Professional Development Program (PDP) for general staff. The objective of this program will be to enable general staff to seek approval to take an extended period of professional development leave which is directly relevant to their current employment and forward career development.

Part B - Allocation of Salaries Budget to Meet Professional Development Needs

(15) Effective from 2004, Colleges and functional areas within Divisions will allocate a minimum of the equivalent of 2% of their salaries budget to fund staff development activities for both academic and general staff. The budget allocation will be available to support all staff development activity costs, including the Educational Support Allowance, Professional Development Programs, access to external professional development short course opportunities, travel to and participation in conferences and forums, and secondments and Staff Exchange programs.

Part C - Individual Staff Development Plans

(16) As a component of the Performance Planning and Review process (refer to the Academic and General Staff Enterprise Agreements) each staff member shall develop, in consultation with their supervisor, a meaningful professional development plan. It is the responsibility of the individual staff member, with the support of their supervisor, to actively implement their development plan, and to summarise outcomes or obstacles to achievement of their plans at their annual review meeting with their supervisor. Supervisors also have a responsibility to ensure effective planning and implementation of staffs professional development plans. Monitoring of implementation of these plans will be an inherent part of the annual reporting on professional development.

Part D - Organisational Unit Staff Development Plans and Priorities

(17) Managers will formulate a staff training and development plan for their area of responsibility that identifies staff development priorities to support achievement of operational goals and Division/College Plan. Progress with implementation of these plans will comprise a section in Division/College annual reports to Executive.

Part E - Internal University Staff Development Providers

(18) The Educational Development Centre (EDC) and the Professional Development Unit (PDU) have primary responsibility for the provision of University wide internal staff development opportunities and activities for individuals, groups, Colleges and Divisions. Internal staff development programs will be developed in response to development and training needs analysis and will be informed by the University's plans and strategic goals. Internal providers are centrally funded and as a general principle individual work areas are not required to fund central staff development programs other than provide work time for staff to attend. The main objective of internal staff development activities is to support organisational development and training which assists the University to achieve its goals. The dedicated internal staff development providers reflect the University's intention to be a "place to grow" in understanding and tolerance and to be at the forefront of professional practice (UWS Mission 2001 - 2005).

(19) Where a College or Division requests EDC or PDU to undertake the development and delivery of a specific focused training program aimed at meeting the Unit development need the costs of development and delivery are to be met from the requesting Unit's Budget. Such costs will be agreed as part of the planning process.

Part F - External Professional Development (Short Courses) and Conference Attendance

(20) The University will support both academic and general staffs' attendance at relevant external professional development courses and conferences. Support will be via granting of work time to attend the course / conference and a contribution towards the course fees, conference registration fee and travel costs. Where the University directs or requires the employee to attend such activities the University will meet the full cost of attendance and participation, including reimbursement of actual costs of travel and accommodation and sustenance's involved. Where the proposal to attend the activity emanates from the employee the University will normally make a contribution towards total costs of participation. Such contributions will be paid to the employee via the payroll.

Part G - Professional Development Programs (PDP)

(21) Eligible academic staff may apply for the opportunity to conduct a Professional Development Program (PDP) over a period of up to six months after 3 years continuous service. The provisions for this are covered in the separate " Professional Development Program", which is on the Web.

Part H - Formal Award Education Support and Allowance (Including Study Leave)

(22) The University will provide study leave and an education support allowance to general and academic staff members undertaking "approved formal award courses". Study support is available to all permanent/tenured full or part time staff or employees on contracts of two years or more. "Approved formal award courses" are programs which are related to the staff member's current job or career progression and have significant value both to the individual and to the University. 'Approved study' generally refers to courses that lead to a recognised qualification either from a University, TAFE College or a Recognised Training Organisation. Decisions on relevancy of the course are to be made by the staff members Director or Dean, with advice from the Manager, Professional Development Unit or the Director, Educational Development Centre where necessary. In determining relevance, the Directors and Deans will consider the need to enable employees to advance into other areas of employment within the higher education sector.

Study Leave

Academic Staff

(23) Study leave for "approved formal award courses" will be negotiated in association with the staff member's workload agreement and in accordance with the College's workload policies.

(24) Study leave may be used on a per week basis or accumulated and used in blocks. The nature and extent of study leave will be determined as part of the workload negotiation process. In the event that an application for study leave to undertake an approved formal award course is not approved within an academic's workload agreement, full reasons for the decision not to approve the application will be provided to the employee.

General Staff

(25) Study time applications to undertake "approved formal award courses" will be negotiated with the general staff member's Cost Centre Manager. In the event that study leave is not approved by the Cost Centre Manager, full reasons for the decision not to approve the application will be provided to the employee.

(26) Study leave may be used to attend weekly classes or residential, to study for exams, to undertake course related research, to attend practicals or to undertake other needs related to study as required. Study leave may be used on a per week basis or accumulated for use in blocks. All absences in relation to approved study leave must have prior approval of the supervisor. Where a staff member is undertaking study where face-to-face learning is not required, the staff member must provide information regarding the required study commitment. This information may be by way of documented evidence from the institution/provider or an estimate provided by the staff member. The maximum grant of study leave per subject undertaken will not exceed 2 hours per week, and the maximum grant per week will not exceed 5 hours. A staff member may apply for up to four weeks bulk study leave per year.

(27) Where study leave is required to attend classes or face to face training leave will be calculated on the basis of one 1/2 hour for each hour of face-to-face learning for each subject undertaken. The maximum grant of study leave per subject undertaken will not exceed 2 hours per week, and the maximum grant per week will not exceed 5 hours.

(28) The maximum leave entitlement will be applied pro-rata for part-time staff in accordance with the fraction that their position represents of a full-time position at time of application.

(29) Study leave will be granted only once in respect of a subject. Where a staff member fails a subject no further leave will be granted for that subject or an equivalent subject.

Education Support Allowance (for Approved Study Courses)

(30) An Education Support Allowance is payable where a staff member incurs self education expenses (including a deferred HECS liability) for approved study (see definition at the beginning of this section). The allowance may include reimbursement of costs or contribution towards costs incurred for approved course fees (including HECS), books, materials, compulsory fees and/or equipment essential to completion of a course or subject. The Education Support Allowance is a maximum of $1,000 per person per annum. The University recognises that there are differences in respect of the income tax treatment of self education expenses and in order to ensure equity of access to the Education Support Allowance all Education Support Allowance payments will be paid via the payroll and the University will deduct PAYG tax in respect of all allowance payments. Where staff are entitled to a tax deduction for self education expenditure they can then claim that deduction via their subsequent tax return. The Education Support Allowance will be issued once a staff member provides evidence of expenditure incurred or evidence of their financial commitment to a program of study (e.g. for a HECS liability).

(31) Where a staff member is formally directed to undertake a course essential for the conduct of their current duties (and the requirement is endorsed by the appropriate Dean or Director) the university will meet the full costs associated with the course.

(32) An Education Support Allowance will be granted only once in respect of a subject. Where a staff member fails a subject, no further support will be granted for that subject unless there are exceptional circumstances (eg the experience of significant loss, psychiatric illness etc). For exceptional circumstances, submission of details to the Director/Dean will be required by the staff member.

(33) Application form for Education Support Allowance

Exam Leave

(34) Eligible staff enrolled in a formal study program will be granted paid leave to attend examinations. Exam leave will be limited to the time necessary to complete the examination, including reasonable travelling time. Exam leave is additional to any study leave granted.

Part I - Secondments and Exchanges

Internal Secondments

(35) An 'internal secondment' is a mechanism for staff development, whereby a staff member is appointed to another position within the University for a specified period, without surrendering their substantive position.

(36) Internal secondment opportunities may arise in order to replace staff taking some form of extended leave or absence, where a position is created to undertake a specific task or project, or where a position is provided from identifiable funding external to the University's operating grant.

(37) Where a Director or Dean, in consultation with the Office of Human Resources, identifies a position as suitable for secondment, it will be advertised internally, followed by a selection process. Factors to be taken into account in this process will include the applicant's suitability and readiness for the position; whether the position offers the likelihood of appropriate skill development for an individual; how the individual views the relevance of the position to their career path with the University; and in what way the secondment facilitates substantive equality of opportunity for employees from specific groups.

(38) The duration of a secondment is generally to be from 6 to 12 months, after which the staff member is expected to return to their substantive position.

(39) All continuing full-time or part-time staff are eligible to apply for a secondment. Staff on a fixed-term contract may apply if the total secondment duration falls within their contract period.

(40) The Director or Dean for the area of the staff member's substantive position has delegation to approve the secondment. Where a secondment presents a genuine opportunity for a staff member to gain new skills or knowledge and/or to act at a higher level, the Director or Dean is expected to support it. If the position is at a higher level the staff member will be eligible for a higher duties allowance at the minimum grade of the seconded position. If the position is at the same level, the staff member will be eligible for the increments that would normally apply if they had remained in their substantive position. If the position is at a lower level, the staff member will be paid at the highest step in the level. Staff are expected to take annual leave accrued during the secondment during the period of the secondment.

(41) The organisational unit to which the staff member has been seconded must provide appropriate on-the-job training. Coaching from peers and the new supervisor and attendance at staff development programs would be expected to complement the training.

External Secondments and Exchanges

(42) An external secondment is an arrangement made with the mutual consent of the University and a staff member whereby the University agrees to make the staff member available under specific agreed conditions to work with another employer for a specified period of time.

(43) An 'exchange' is a placement of a staff member with another tertiary institution either in Australia or overseas. Exchanges normally involve a reciprocal visit by a staff member from the other University. The conditions of an exchange must be negotiated and agreed by both Universities, including details of functional placement, cost responsibilities and insurances.

(44) No change of employer is involved and the seconded or exchanged employee retains all conditions of employment applicable to the 'parent' organisation. (One possible exception may be in relation to hours of work whereby the seconded employee would reasonably be expected to work within the host organisation's 'hours of work' guidelines).

Approval Procedure

(45) The staff member and their supervisor usually initiate applications for a secondment or exchange program. All details of the proposed program including estimated costs and conditions of the program together with a written agreement by the host organisation are to be forwarded to the Director/College Dean for recommendation before approval by the relevant Deputy Vice-Chancellor. The Professional Development Manager will be available for advice in relation to the secondment during its operation.

Conditions of External Secondments and Exchanges

(46) Staff members remain the employee of the parent organisation for the period of the secondment/exchange and will continue to be paid by the parent organisation.

(47) UWS employees retain the right of return to their substantive position at the expiration of the secondment/exchange.

(48) Unless other arrangements are agreed between the relevant parties, the conditions of employment, including salary and any increments falling due, of the parent organisation will continue to apply during the period of secondment/exchange.

(49) Normal leave entitlements will continue to accrue and, subject to agreement with the host organisation, should be taken during the secondment/exchange period.

(50) Workers' compensation and public liability cover will remain the responsibility of the parent organisation.

(51) Where employees are seconded to another organisation, the agreement should provide for the costs of any overtime, meal allowances and expenses related to work in the host organisation to be met by the host organisation.

(52) Employer superannuation contributions will continue to be paid by the parent organisation and employee contributions remain the responsibility of the staff member and will normally continue to be deducted from the employee's salary.

(53) To be eligible for a secondment opportunity, the staff member must be employed permanently by the University on a full-time or part-time basis.

(54) Where a secondment is of 6 months or more, formal terms of agreement should be drawn up and signed by both organisations and the seconded employee before the secondment commences. The agreement should include:

  1. a Position Description for the position to be occupied by the seconded employee during the period of secondment;
  2. remuneration arrangements;
  3. duration of the secondment;
  4. ownership of intellectual property;
  5. indemnities and liabilities;
  6. provision for the agreement to be terminated;
  7. responsibility of the host organisation to notify the parent organisation of any leave taken during the secondment;
  8. responsibility for travel and accommodation expenses; and
  9. details of any requirement for the taking of leave that accrues during the period of the secondment.

(55) Where a UWS employee is seconded to an external organisation to fulfil the needs of that organisation, the host organisation is normally responsible for all the costs associated with the secondment. These costs include:

  1. salary, allowances and any non-cash benefits;
  2. employer's contribution to superannuation;
  3. any associated travel, accommodation and removal expenses;
  4. workers' compensation cover;
  5. public liability and professional indemnity cover (if applicable);
  6. payroll tax;
  7. pro-rata annual leave, annual leave loading and long service leave; and
  8. an administration fee to cover the University's indirect overhead costs.

Existing Negotiated UWS / Other University Exchange Agreements.

(56) UWS has established formal reciprocal exchange agreements with Deakin and Edith Cowan Universities. Both of these Universities are multi-campus in nature and have Oracle IT systems. The Deakin and Edith Cowan/UWS Staff Exchange program is open to staff who wish to gain experience and learning to support the implementation of improvements (e.g. new systems) at their 'home' University. This staff exchange agreement makes it possible for staff to undertake short visits (normally one to two weeks in duration) to a 'like' department within a participating University and aims to contribute to:

  1. The success of organisational change implementation initiatives;
  2. Continuous quality improvement;
  3. Individual professional development options;
  4. Staff incentive and rewards as part of performance management.

(57) The program will be open for application to full time and part-time permanent staff or employees on contracts of 2 years or more. Places in the program are limited and applications will be called on an annual basis by PDU. Applicants will address the selection criteria via an application form. A statement of support from the applicant's manager will be required.

Selection Criteria

(58) Applicants must:

  1. Demonstrate how participation in the program will assist their organisational unit area achieve specific quality improvements.
  2. Identify specific unit/department goals that will be achieved through participation in the program.
  3. Demonstrate how participation in the program will assist the College/Division and the University achieve its Plans and Mission.
  4. Be supported by the appropriate line supervisor and Dean or Director.
  5. Undertake to write a Staff Exchange Report within a month of completing the exchange or visit.

(59) Applications should indicate an envisaged timing of Exchange and the preferred host University, (Deakin or Edith Cowan).

Part J - Monitor Access and Participation in Staff Development and Training

(60) An annual Staff Development Report will be presented to University Management outlining participation and access in internal and external staff development and training. The Staff Development Report will include statistics on participations rates of employees from equity groups. Following Management consideration the Report will be submitted to the UWS Board of Trustees via the Boards Strategy and Resources Committee. Reports will also be provided by PDU to Equity and Diversity Unit for external reporting and for internal monitoring of equity of access to staff development program for employment equity groups.

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Section 4 - Procedures

(61) Nil.

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Section 5 - Guidelines

(62) Nil.