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HUMAN RESOURCES

OPERATIONAL PLAN

2010-2011

Human Resources Operational Plan

The Human Resources (HR) Operational Plan is guided by a number of inter-

relationships which is reflected in our approach to supporting the business of the

University.

Our business decisions are driven at the highest level by the strategic direction of

the University encapsulated by the Australian Catholic University Strategic Plan.

The People and Culture Thematic Plan enhances the ACU Strategic Plan,

providing clear direction as to where the HR Directorate needs to focus its

services, develop initiatives, respond to issues and achieve enhancements to core

work.

Beneath the two strategic documents are the legal employment framework and

our identified HR initiatives. To enable the enhancement of core work there is a

need to have core systems that underpin our work, such as PayGlobal and

PageUp, and a continued focus on system design and development to support

business decision making.

Our legal employment framework falls across the strategic and the operational

arena. Particular emphasis is given to the implementation of enterprise

agreements and the supporting and enabling policies. Both provide assistance to

the development of HR initiatives and interventions.

Core work covers matter that is essential to the day to day working operations of

both the HR Directorate and the day to day operations of the University.

Examples of core processes are payroll, recruitment, workers compensation, case

management, workforce planning, change management, reporting for

internal/external bodies and the managing performance framework.

HR service delivery is informed both top-down and bottom up. University

planning identifies strategies and outcomes and provides for the focus and

direction of core work processes, and likewise, the core work of HR can inform

organisational strategies. For example, an increase in core work with respect to

case management may lead to a strategy being identified for a core competency

in people management. The strategic response would be that a Competency and

Capability framework is developed and implemented which is then reflected in

the ACU strategic plan and associated plans.

The HR Operational Plan is achieved through the context of our Human

Resources Strategic Intent and HR Service Charter. The strategic intent is

aspirational identifying both who we are and providing future focus. It tells us

how we will work to support the business of the University. The Service Charter

assists in meeting client expectations in our day to day relationships with the

greater university and external community.

To create a sustainable HR service, staff in HR must take full responsibility to find

efficient and effective ways of working and to inform core processes and

business decisions.

Human Resources Strategic Intent

Our goal is to provide integrated professional services continuously aligned to the business strategy of the University.

We achieve this by:

Knowing our internal environment:

o Strategic Planning – Implementation

o Producing reports and commentary on our workforce profile and

identify workforce issues

o Working collaboratively with organisational units

o Understanding our customers

Knowing our external environment:

o Maintaining links to the HR Profession and update knowledge

o Undertaking benchmarking

o Representing ACU at industry forums and seminars

Effecting Change:

o Developing staff, managers, and leaders

o Communicating with staff

o Creating enabling people management frameworks (policies,

procedures, systems and outcomes)

o Developing and supporting innovative workforce interventions

o Encouraging a high performance culture

Continuous business process improvements:

o Finding new ways to do business processes

o Streamlining administrative processes.

HR Service Charter to be developed however the following points have been identified to be included

Collaborative Approach

Professionalism

Timeliness

Communication

Confidentiality

Business Process Improvement Review and maintain staffing delegations that enable management decision-making

Continuous enhancement of the capabilities of the various HR systems

Continued enhancement of workforce planning capability to faculties and directorates

Refining procedures to minimise burdensome administration on the University

E-workflows and E-forms investigation, recommendation, development and implementation

Core Work Ensure that the University’s staffing policies are designed to appropriately support effective decision-making by managers, and are consistent with the University’s

strategic requirements and legal obligations

The continuous improvement of human resources practices to support the whole of employment life cycle experience of an employee and thereby the effective human capital management of a significant ACU resource

Creation of reports in timely manner to bodies either internal or external including, but not limited to, workforce planning/profile, remuneration and benefits,

Completion of various deadline driven tax compliance requirements and end of financial year reporting requirements

Provision of advice & guidance on practical application of industrial instruments to line managers and staff

Managing change and provision of effective support and guidance to line managers during change management processes

Ongoing implementation of University-wide grievance management process and effective case management

Development of national policies, procedures and information sessions on OH&S, Wellbeing and Work-Life Balance

Provision of effective and timely support to staff and line managers through the administration of worker’s compensation claims and throughout the rehabilitation process for injured staff

The employment of sessional and casual staff is annually reviewed

Provision of targeted learning and development programs to meet the identified needs of general staff and the ongoing needs of the University

Performance Development Plan management and associated development programs meeting both individual and business needs

Operational Plan: HUMAN RESOURCES Responsible Officer: DIRECTOR, HUMAN RESOURCES

Strategic Goal:

Thematic Plan Goal No. Goal Title

Learning and

Teaching5

ACU offers a diverse,

information-rich and

collegial learning

environment

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan

Strategy TitleOperational Plan Strategy Description Targets Actions

Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

5.4 Library Services 1

Library Services re-structure

and change management

program.

The Library will further develop it services, facilities

and collections to meet the evolving needs of a

diverse University community, including providing a

greater emphasis on supporting research.

Human Resources will guide and support Library

management and staff in the change management

transition to the new structure.

A new Library structure will be implemented in July

2010. No further action required Completed

Employment

Relations; HR

Consultancy

Services

Library, SL&T


Student Life 1 Campus Life and Culture

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

1.1 Catholic Identity

and Mission2

Staff's catholic identity and

Mission awareness reflected

in interactions with students.

The University will promote the development of a

campus culture characterised by free inquiry and

academic integrity, commitment to service, the

promotion of the common good and the dignity of

the human person. The University will invite

students to engage with the Catholic Identity and

Mission of the University. The University respects

and, where possible, will support the traditions of

students of other faiths.

1. Enhanced Employee Induction Program

incorporating Catholic Identity and Mission

implemented by June 2010 (Completed).

2. New one day induction program commenced in

March 2010 (Completed).

1. Review the implementation of U@ACU in November 2010.

2. Pilot E-Induction in September 2010 with rollout in

November 2010.

1. On Target

2. On Target

Learning and

Development;

Office of the

Director HR

SL&T, DIM

Student Experience

Goal Description

ACU provides a learning environment which fosters a collegial approach to learning, a variety of physical and accessible virtual learning spaces, access to technologies, ICT skills training programs and help

desk support.

Goal Description

ACU provides opportunities for students to engage in activities on campus, build relationships with peers and staff, and support their learning through campus engagement.

Activity Summary for the Reporting Period: <INSERT MONTH_YEAR> 115



Student Life 2 Access and Equity

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

2.2 Scholarships

and Bursaries 3

Equity for Scholarships and

Bursaries.

Australian Catholic University, in partnership with

stakeholders and donors, will provide scholarships

and bursaries that assist students, including those

from equity groups. To achieve this the University

will:

a) review current scholarships and bursaries to

establish their availability at each campus;

b) develop a program to fund a bursary scheme.

c) monitor the scholarship and bursary schemes of

competitors

NT

1. Establish irregular mechanisms (where required) to pay

scholarship holders through payroll.

2. Due to a change in external reporting requirements

commence discussions with Finance on opttion or potential

for a transfer of tasks.

1. On Target

2. Commenced

Remuneration and

Benefits

SL&T, Ac,

Research

Goal Description

ACU is committed to equality of access and outcomes for students who have traditionally been under-represented at university, especially those who have experienced prior educational disadvantage.

These include:

Indigenous people;

People from socio-economically disadvantaged backgrounds;

People from regional and remote areas;

People with disabilities;

People from non-English speaking backgrounds;

Women and men in non-traditional study.



Strategic Goal:


Research 1 Research culture:

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

1.3 Research

Capacity and

Capability

4

Building and supporting

research capacity and

capability

The University will proactively grow and renew its

workforce to increase its research capacity and

capability. The University will recruit excellent

academics, researchers, postdoctoral fellows and

research students to build research capacity that is

strongly aligned with the University’s identity and

mission. The University’s employment processes

and working arrangements will embed research

performance standards and foster research

capability. The University will enhance opportunities,

professional development and support for promising

and excellent researchers including Indigenous and

equity groups, early and mid-career researchers

and research leaders through a wide range of

mechanisms. Staff exchanges with research

centres, industry and international partner

organisations will be facilitated. Within a culture of

increased opportunities, expectations and support,

and recognition of achievement, the number of staff

with doctoral qualifications and the proportion of

research-active staff will increase.

1. Postdoctoral fellows:

By the end of January 2011, the number of

postdoctoral fellows will have increased by 8%

2. Research active staff:

By the end of 2011, the proportion of research-

active staff will have increased

3. Academic qualifications:

By the end of 2011, the proportion of academic

staff with doctoral qualifications will have increased

by 4% (and 10% by 2013)

1. Integrate research capacity and capability into

appointment processes.

2. Record and report research active staff on Pay Global.

3. Report academic qualifications on Pay Global.

4. Publish reminders of qualifications process update.

5. Review and/or develop reporting mechanisms identifying

research capacity and capability from Pay Global.

On Target for

all

HR Systems; HR

Consultancy

Services Unit;

Remuneration and

Benefits

Research, Ac

Research Knowledge and Transfer

Goal Description

The University will create and foster an organisational-wide research culture.



Strategic Goal:


Identity and Mission 2Opportunities for staff

formation

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

2.2 Formation

Programs5 Staff Formation

Contemporary, accessible and challenging

programs will be designed and led by skilled

facilitators to assist staff in exploring the Catholic

Intellectual tradition and key Catholic documents

Comprehensive staff induction, development and

formation programs are developed and deployed

from Semester Two 2010

1. Strategic Employee Induction Framework inclusive of E-

Induction.

2. Staff Formation inclusion requires further exploration and

integration.

1. On Target

2. On hold

Learning and

Development;

Office of the

Director HR

I&M

Many and varied opportunities will be offered for staff formation that is personally enriching and renewing through engagement in doctrinally, spiritually and pastorally rich dialogue about Catholic intellectual

thought

Catholic Identity and Mission

Goal Description



Strategic Goal:


People and Culture 1

The Mission of ACU is

embedded in the

University’s employment

philosophy and practices

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

1.1 Mission criteria

and employment

processes are

aligned

6

Review employment

processes for alignment with

Mission.

The University will integrate Mission criteria and

terms into all ACU employment processes.

The review of all ACU National employment

processes to integrate Mission criteria and terms is

completed and communicated to staff by 31 March

2010.

Revised target date to be determined upon

finalisation of Enterprise Agreement.

1. Review policies, procedures and forms to embed mission

criteria.

2. Establish regular communications with staff on Mission

criteria.

Recommend

Target

Adjustment

upon EA

finalisation

Employment

Relations; HR

Consultancy

Services; Learning

and Development

DIM

1.2 A staff induction,

development and

formation program

is available

7 Staff Induction

The University will implement a comprehensive

induction, development and formation program for

all staff, including specific programs to assist staff

who are new to the University and/or higher

education context to successfully integrate into their

roles and work environment.

1. 80% of all new staff attend a Mission Induction

Workshop within the first three months of their

employment and 100% within six months.

2. The enhanced Induction program is fully online

by 31 March 2010.

1. See OPS No.5 - Staff Formation

2. Establish reporting mechanisms from July 2010 and

ongoing.

3. Recording & reporting Macchiato Moment completions.

4. Recording and reporting E-Induction

5. Reporting annually the induction results in the New Starter

Survey.

On Target

Learning and

Development; HR

Consultancy

Services

DIM

1.3 A staff

satisfaction survey

is implemented to

gain feedback from

the University

community

8 Staff Satisfaction

Implement a regular staff satisfaction survey for

monitoring and informing organisational culture,

climate and wellbeing.

An action plan arising from my Voice or other staff

survey is developed and communicated to staff on

a regular basis commencing from early 2010

1. Review to inform timing of next "My Voice" survey.

2. Preparation for next "My Voice" survey

3. "My Voice" action progress reports update six monthly.

On Target

HR Consultancy

Services; Office of

the Director Human

Resources

1.4 Health, safety

and wellbeing

frameworks are

established

9 Health, Safety and Wellbeing

Develop and implement communication and

awareness strategies to ensure staff are informed

on current and new developments/options/pathways

to health, safety and wellbeing

Information sessions on achieving work/life

balance are implemented in the University by June

2010.

Revised target adjustment to 4th Quarter 2010.

Develop and implement a calendar of communication,

events, and information sessions promoting (but not limited

to): OH&S, Montie, Real Time Health, EAP, SageCo, DHA,

Work life Integration, Pre-Retirement Framework; Workload

Framework, etc

Recommend

Target

Adjustment to

4th Qrtr 2010

Employment

Relations, Office of

the Director Human

Resources

Service Delivery and Enablers

Goal Description

The University’s Mission describes the beliefs, principles, values and philosophy by which ACU National operates. ACU continues to work toward a shared understanding of the Mission by the University

community in order to assist all staff in working towards a common goal.



1.5 The University

workplace is

supportive for all

staff

10 Fairness and Equity

The University will ensure a harmonious and

supportive work environment for all staff through

ensuring fair and equitable practice and process;

access to entitlements and benefits; and that

conflicts and grievances are dealt with promptly and

in accordance with due process.

1. Strategies to reiterate the University's Code of

Conduct throughout all aspects of the employment

life cycle and functions are developed and

implemented.

2. Supervisors are enabled and empowered to

manage staff effectively. Internally escalated

performance management (including medical

cases), grievance management, complaints and

other investigations are less than 5% of the non-

casual headcount for a calendar year.

1. Update and communicate Code of Conduct throughout the

year.

2. Develop and deliver relevant development programs and

information sessions.

On Target

Employment

Relations; HR

Consultancy

Services; Learning

and Development





Staff expectations are

aligned with

organisational strategy

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

2.1 The University’s

strategic direction is

actively

communicated to all

staff within the

University

community

11 Two Way Communication

The University will develop and implement

mechanisms to inform staff regularly about progress

against the goals and objectives of the Strategic

Plan. This communication will be designed to

support University activities and projects and overall

work organisation. Staff will be provided with

opportunities and pathways to participate in

discussions and provide feedback concerning the

opportunities and challenges faced by the

University.

1. A framework for communication of progress

against the Strategic Plan and Thematic Plans is

developed and produced by 31 December 2009.

2. A mechanism to receive ongoing feedback from

staff is developed and in place by 28 February

2010.

1. Develop the People and Culture Steering Committee.

2. Implement and report New Starter Survey and Exit Survey

feedback (Implemented August 2010).

Recommend

Target

Adjustment

Office of the

Director Human

Resources: HR

Consultancy

Services

All

Goal Description

The University’s capacity to implement the ACU Strategic Plan 2009-2011 is dependent in large part upon its staff. The University community as a whole, and individual staff, need to have a shared

understanding of the goals and intended outcomes of the Strategic Plan so as to align decision-making and keep efforts focussed on the identified objectives and strategies. The University will assist staff in

gaining a shared understanding of the Strategic Plan through deploying targeted communication processes as part of the implementation of the Planning Hierarchy that underpins the Strategic Plan 2009 –

2011.





Australian Catholic

University responds to

strategic opportunity and

challenge

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units


structures and

processes are

designed to ensure

effectiveness and

efficiency of

operation

12Business Improvement

Processes

Continuous business process improvements to

support informed strategic and operational business

decisions.

1. University Integrated Dashboard (UID)

implementation date January 2011.

2. Streamlined General Staff Classification System

implemented June 2011.

3. Integrate Paid Parental Leave implemented by

January 2011.

4. Strategic Recruitment Unit and processes

implemented by January 2011.

5. Investigate Electronic Timesheet introduction at

ACU by June 2011.

6. Review sessional employment process and

recommend improvements by October 2010.

1. Testing to commence 4th Quarter 2010 .

2. Discussion as part of Enterprise Bargaining negotiations.

3. Commenced

4. Recruitment and placment process complete, integration

post October 2011 to occur.

5. Commenced

6. Commenced

1. On Target

2. On Target

3. On Target

4. On Target

5. On Target

6. On Target

ALL HR

3.2 Organisational

flexibility and

capability is

optimised through

the workload

framework

13 Workload Framework

The University will embed work-life balance into its

workload framework to ensure staff are able to work

within optimum organisational flexibility and

capability parameters.

1. Information sessions on achieving work/life

balance are implemented in the University by June

2010. Recommend target adjustment to 4th

Quarter 2010.

2. A discussion paper outlining academic

streaming is developed and policies approved for

implementation for the 2011 academic year.

1. Refer to OPS No.9.

2. Develop, implement and review Academic workload

framework.

3. Develop and implementing reporting capability on

Academic workload at ACU.

1. Recommend

target

adjustment.

2 & 3. On

Target

Employment

Relations; Office of

the Director HR

3.3 Cross-

organisational unit

collaboration is

promoted and

encouraged

14 Cross Unit Synergies

Business improvement process initiated by Human

Resources will ensure liaison, input, feedback,

partnerships and collaboration with relevant

stakeholders.

Relevant stakeholder working groups are formed to

achieve effective business outcomes consistent

with the expected outcomes of the Strategic Plan.

Mechanisms exist to promote opportunities for

cross-unit collaboration and embed a customer

service culture.

1. Develop a consistent mechanism for Human Resources to

consult broadly across ACU and embed through strategic

projects.

2. Investigate and recommend the effective integration of

onboarding processes (HR, IT, Properties etc) by end of 1st

Quarter 2011.

1. Not

Commenced

2. On Target

1. ALL HR

2. HR Consultancy

Services

3.4 A customer

service culture is

integral to the

University’s

operation

15 Customer Service Integration

Human Resources will embed a customer service

culture in its organisational structure and processes

to ensure that Human Resources staff, systems,

policies and processes operate in an integrated

manner that is responsive to internal and external

client needs

Phase 1 realignment of HR Services

implementation by end of June 2010 resulting in a

strengthening of HR customer service culture.

Phase 2 proposal to be developed by December

2010.

University HR Functional Unit Review in 3rd

Quarter 2011 will review alignment of the HR

customer service implementation.

1. Development of HR Strategic Intent (Completed) and

Service Charter.

2. Embed within HR Operational Plan.

3.Standardise HR processes.

4. Communicate with ACU community.

5. Phase 2 HR Structure Proposal developed and submitted

to DVC (A&R) and VC

On Target All HR

Goal Description

Australian Catholic University recognises that its capacity to achieve its Mission and strategic objectives depends on the way in which it is organised and staffed. To be successful, ACU will therefore have

flexibility in its design to adapt to changes in the environment and endeavour to have the right people with the right skills in the right jobs.





Strategic workforce

planning is embedded

across Australian Catholic

University

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units


workforce profile is

aligned with its

strategic direction

16 Workforce Profile

Human Resources, in collaboration with

organisational units will develop and implement a

range of strategies and interventions to achieve its

workforce profile objectives, including the

development and implementation of a competency

and capability framework, and a leadership

mentoring program.

1. A discussion paper outlining the optimum

workforce profile and identifying ranges and

strategies to achieve the workforce profile is

approved and then integrated into workforce

planning processes by 2011.

Target adjustment to integration by June 2011.

2. A competency and capability framework is

implemented for the 2011 academic year.

Target adjustment to June 2011.

1. Implement a Strategic Workforce Planning Working

Group.

2. Develop a discussion paper on advancing Workforce

Planning at ACU and include a proposal by the end of 2010,

with integration by June 2011.

3. Develop and implement a competency and capability

framework.

Recommend

Target

adjustment

Workforce

Planning; Office of

the Director Human

Resources;

Learning and

Development


remuneration

strategies are

competitive and

flexible

17 Remuneration Flexibility

The University will develop competitive and flexible

remuneration strategies that support a strategic

approach to workforce planning.

Discussion paper developed third quarter 2010.

1. Review senior staff salaries.

2. Review and implement new salaries arising from new

Enterprise Agreement.

3. Benchmarking and recommendations prepared on an

annual basis.

On Target

Office of the

Director Human

Resources

4.3 Recruitment and

retention practices

are focussed on

high-performing

staff

18 Employee Value Proposition

The University will develop an employment value

proposition appropriate to the Mission, ethos and

strategic direction of ACU.

An Employment Value Proposition is implemented

by July 2010.

Target adjustment to June 2011.

1. Realign and re-scope project plan

2.Determine metrics and feedback mechanisms for program

success.

Recommend

Target

adjustment

HR Consultancy

Services, Office of

the Director HR

4.4 Leadership and

management

behaviour and

practice are

developed across

the University

community

19Enabling and Empowering

leaders and managers

Human Resources will facilitate the identification of

key leadership and management competencies as

the basis for developing an ACU Leadership

Program.







2. 90% of supervisors complete programs to assist

with constructive conversations, managing

change, and managing performance.

1. Refer to: OPS No. 10 (Fairness & Equity) and OPS No. 16

(Workforce Profile).

2. Develop relevant reporting mechanisms and metrics.

3. Implement Quality Leadership Program (QLP).

On Target

Office of the

Director Human

Resources,

Learning and

Development

4.5 Learning and

development

programs are

established

20 Career Enhancement

The University will provide relevant, ongoing

learning and development programs and

opportunities for all staff.

A framework for career development is created,

communicated and embedded in the Performance

Planning Process (PDP)

1. Development of Learning and Development calendar

informed by PDP process and Academic Planning & Review

process.

2.Identify and embed Learning and Development metrics.

3.Develop and implement career framework based on

competency and capability, as a second phase.

On Target

Learning and

Development:

Office of the

Director Human

Resources

Goal Description

ACU will ensure that it designs and implements a workforce planning approach to respond to changes in the demographic nature of the Australian and international workforce and the increasingly

competitive nature of recruitment, selection, retention and promotion practices.





A culture of performance

and recognition is

embedded across the

University

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

5.1 A performance

culture is embedded

across the

University

21Managing Performance and

Reward

The University will embed a performance culture in

which staff are empowered to act responsibly; be

held accountable for their actions; and be rewarded

for performance excellence.

1. A framework to recognise and reward exemplar

Mission behaviour is developed and produced by

30 June 2010. (Target Adjustment to December

2010)

2. The Performance Development Review and

Planning process is streamlined to improve on the

current completion rate (approx 50% in 2009), with

80% of all eligible staff having completed an annual

Performance Review and Plan by 31 December

2011.

3. A mechanism for communicating staff

excellence is in place by 31 December 2010.

Refer to OPS No. 16 (Workforce Profile).

1. Develop a framework to identify and reward exemplar

mission behaviour.

2. Explore an integrated managing performance system(s).

3. Develop a framework for identifying and recognising staff

excellence.

4. Establish and monitor relevant metrics to report on

progress.

1. Recommend

Target

adjustment.

2, 3 & 4 On

Target

Learning and

Development,

Office of the

Director HR

DIM, LTC

5.2 A development

framework supports

the University’s

performance culture

22Integrated Performance and

Development system

The University will develop and implement a

framework of development opportunity to support its

performance culture.







2. A framework for career development is created,

communicated and embedded in the Performance

Planning Process

Refer to OPS No. 10 (Fairness and Equity), OPS No. 16

(Workforce Profile),OPS No. 19 (enabling and Empowering

leaders and managers), and OPS No. 21 (Managing

Performance and Reward).

On Target

Employment

Relations; HR

Consultancy

Services; Learning

and Development,

Office of the

Director HR

LTC

5.3 Supervisors and

staff will work in

partnership within

the University

community

23 One community, One

University

The University will support supervisors in their

constructive feedback to staff. The University will

also enable supervisors and staff to engage in

constructive dialogue regarding performance

development and management.







2. 90% of supervisors complete programs to assist

with constructive conversations, managing

change, and managing performance.

Refer to OPS No. 10 (Fairness & Equity), OPS No. 19

(Enabling & Empowering leaders and managers) and OPS

No. 16 (Workforce Profile).

Investigate metrics to correlate development and

competencies to managing staff effectively.

On Target

Employment

Relations; HR

Consultancy

Services; Learning

and Development,

Office of the

Director HR

LTC

Goal Description

ACU values the importance of recognition and rewards as motivators of staff performance. As such, performance development will be available to assist each staff member to understand what is expected in

their role and provide feedback on how they have performed in relation to those expectations and in recognition of their contribution to the University.




Information

Technology4

Service, Support and

Development

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan

Strategy TitleOperational Plan Strategy Description Targets

Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

4.2 Awareness 24 IT Capability Awareness

Human Resources is available to assist IT with the

facilitation of staff awareness of available IT tools

and services as deemed appropriate by both units .

An Internal Communications Plan is developed,

incorporating all relevant technology, to assist

communication to the University community in

relation to IT products and services by July 2010.

Integrate IT Training into Learning and Development

Calendar.On Target

IT, Learning and

Development

Goal Description

Provide Information Technology services to support staff and students and assist their effective use through awareness, support and skills development.



Strategic Goal:


Community

Engagement1

Understanding, Ownership

and Awareness

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

1.1 Professional

development25

Community Engagement

Philosophy and Practice

Staff induction and professional learning

opportunities will be provided, through the

collaboration of Human Resources and IACE, to

ensure increased ownership and implementation of

community engagement as a key vehicle for

pursuing the University’s identity, mission and

Strategic Plan.

By mid-2010 staff induction, professional

development and formation modules on community

engagement will be developed and offered to staff.

See OPS No. 2 & 5. On TargetLearning and

DevelopmentIACE, DIM

1.4 Recognition 26

Recognition of community

engagement via awards and

through employment

practices

The University’s community engagement awards will

acknowledge the significant community engagement

of students and staff and the University’s community

engagement partnerships. The sophistication of staff

community engagement expertise and their

achievements in addressing the community

engagement-teaching-research nexus will be

recognised in promotion processes.

NTContribute to the development of a framework to identify

Community Engagement-Teaching-Research Nexus.Commenced

Employment

RelationsIACE, PVC (A)


Community

Engagement5 Sustainability

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan

Strategy TitleOperational Plan Strategy Description Targets

Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

5.4 Resourcing 27 Business Partner to IACE

Recommendations for a community engagement

initiative will include an analysis of the human,

physical and financial resources to be committed to

ensure the critical capacity required for

sustainability. The adequacy of resources from

across the University and from external sources will

be assessed before commencement of the initiative.

NT Provision of advice where required. On TargetOffice of the

Director HR

IACE, Finance ,

Property

National and international recognition of ACU as a leading university committed to sustained and effective engagement with community partners

Understanding of the mutual benefits that flow from partnerships and the need for these to be of both a commercial and non-commercial nature

ALL

Goal Description

Shared understanding and implementation of community engagement across ACU

Goal Description




Indigenisation 1

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

1.4 Enhance

academic and

administrative

mechanisms to

support Indigenous

students during

their studies

28ACU Staff Awareness of

Indigenous student need

It is important to continue to provide, as well as to

enhance, administrative and academic support for

Indigenous students on each campus. This includes

the provision of a culturally secure environment

where the academic, social, cultural and spiritual

needs of these students are met, as well as the

introduction of strategies to maximise student

success in their area of study.

The University will also explore the development of

innovative means to provide support for remote

area students, including the use of technology and

appropriate local level linkages.

Training delivered twice yearly on all campuses

and as needed in other forms. Overall course

rating of 3.5 to be achieved in 2010 and 2011.

Review and report effectiveness of training and recommend

changes as appropriate.On Target

Employment

Relations; Learning

and Development

PVC(A), CIER,

PVC (SL&T),

Student Success


Indigenisation 3

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

3.4 Develop

academic career

pathways for

Indigenous students

29

Indigenous Studentships

(also known as: Indigenous

Staff Research

Scholarships)

The University will implement the Studentship

Scheme, whereby successful candidates will be

appointed at Lecturer Level A level and supported to

undertake doctoral studies. This scheme will be

widely promoted to postgraduate Indigenous

students with the aim of having one studentship per

Faculty filled by the start of 2010.

1. One commencement in each Faculty by 31

March 2011.

2. Terms of Reference for review established by 31

December 2011. Review and recommendations

finalised by 31 December 2012.

3. Prepare induction program prior to 31 March

2011.

1. Prepare and circulate recruitment information package for

comment.

2. Advertise and launch scheme.

3. Develop induction program.

1. Completed

2. Completed

3. On Target

Employment

Relations, HR

Consultancy

Services, Office of

the Director Human

Resources

PVC(A), CIER,

PVC (SL&T),

Student Success

Goal Description

The University will increase the participation rate of Indigenous students.

Goal Description

Approaches to teaching and learning meet the needs and aspirations of Indigenous students.




Indigenisation 6

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

6.1 Make ACU an

employer of choice30

ACU Employer of Choice for

Indigenous people

The University will be promoted as an employer of

choice for Indigenous people. University recruitment

and employment practices will be aimed at ensuring

equitable employment policies for Indigenous

persons within a policy framework of equity for all.

Indigenous people will be encouraged to apply for

vacant positions and casual lecturing through

processes that specifically target Indigenous people.

1. By the end of 2011, the University will increase

the number of Indigenous staff to 2% of the total

ACU workforce.

2. By the end of 2011, there will be at least one

Indigenous Academic employed in each of the

Faculties.

3. By the end of 2011, there will be at least two

new Indigenous research positions in the Centre

for Indigenous Education and Research.

4. Discussion paper on options for Indigenous

employment programs completed by August 2010

(Recommend target adjustment to November

2011).

6. Develop a calendar of regular communications

with Indigenous networks for implementation in

2011. .

1. Implement the Indigenous Studentship Scheme (aka

Indigenous Staff Research Scholarships).

2. Explore the available Indigenous employment programs,

including traineeships, cadetships and scholarships.

3. Develop and maintain effective employment-related

relationships with Indigenous networks and community

groups.

4. Ongoing exploration of Indigenous identified positions

across the University.

5.Explore the development of web-based materials to

promote Indigenous employment practices

On Target

Employment

Relations , HR

Consultancy

Services

6.2 Support and

develop existing

Indigenous staff

31Indigenous Staff Learning

and Development

Current Indigenous staff will be supported through

professional development opportunities to enhance

their career prospects.

1. By the end of 2011, teaching workshops for

Indigenous academics will have been held in the

ACT, NSW, Queensland and Victoria.

2. Development of orientation and support

framework for implementation in 4th Quarter of

2010.

3. Indigenous staff participation in ACU training

programs to increase by 20% in 2011.

1. Coordinate cultural activities that will provide a safe and

inclusive employment environment to encourage indigenous

staff to identify.

2. Profile an Indigenous staff member quarterly in various

ACU communications.

On Target

Employment

Relations, Learning

and Development

6.3 Provide cultural

awareness training

to all University staff

35Indigenous Cultural

Awareness & Training

Cultural awareness training will continue to be

offered to University staff across all campuses to

encourage greater support for Indigenous

colleagues and students and to foster a positive

work and study environment.

Development of an Indigenous Employee's

information booklet to assist with managing

Indigenous staff developed by September 2010

and launched 4th Quarter 2010.

(Recommend target adjustment to launch 1st

Quarter 2010)

1. See OPS No. 28 (ACU Staff Awareness of Indigenous

student need).

2. Determine scope of booklet and commence preparation

for review by stakeholders.

Not

commenced

Employment

Relations, Learning

and Development

Goal Description

The University will increase the number of Indigenous staff as a proportion of the total ACU workforce.




Marketing 6

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

6.1 Develop a highly

respected employer

brand.

31 Employer Branding

The University will increase its capacity to attract

and retain quality staff through investment in

developing a leading and innovative employer brand

and positioning.

By 2011 the University will have experienced a

steady increase in potential applicants registering

for employment alerts.

See OPS No. 18 (Employee Value Proposition)

Develop mechanisms to collect and report on the identified

target.

Recommend

Target

adjustment

HR Consultancy

ServicesMER


Internationalisation 3 Learning and teaching:

Organisational

Unit Plan Strategy

No.

Operational

Plan

Strategy

No.

Operational Plan


Status

Update

Operational Unit

Delegation

Contributing

Organisational/

Operational

Units

3.3 Cultural

sensitivity of the

University

community

32

International Cultural

Awareness and Diversity

Training

Staff professional learning activities aimed at

understanding, respecting and valuing cultural

diversity across all aspects of the University’s

operations will be provided.

For each year in the period 2009-2011,

professional learning activities aimed at

understanding, respecting and valuing cultural

diversity will be available, promoted and accessed

See OPS No. 35 (Indigenous Cultural Awareness and

Training).

Liaise with relevant stakeholders to determine needs and

development of a program.

On Target

Learning and

Development;

Employment

Relations

SL&T,

The University will position itself as an employer of first choice for staff.

Goal Description

Internationalisation of learning and teaching is integrated and comprehensive so that ACU graduates are prepared to participate in a global cultural and economic community.

Goal Description


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