Annual Report 2008 - Central Queensland University

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Staff Excellence & Proficiency and Campuses of the University providing advice, training and guidance across all workplaces and campuses. The Division of Human Resources continued the transition of the provision of HR support from a centralised model to a dedicated HR client services team providing local support to the Faculties of the University in 2008. Faculties and Divisions are also able to access advice and information from centrally located professional staff in the Division who form part of the extended client services resource team. A trend for staff in the Division of Human Resources to assist Faculties and Divisions with the planning and conduct of targeted professional development programs for staff in their work area continued in 2008. The Division assisted the Information Technology Division to facilitate planning and team building activities for their staff. Hamish Holewa received the Vice-Chancellor’s EXCEL Award for his pivotal role with our International Program of Psycho- Social Health Research (IPP-SHR). Brisbane-based Hamish, who is program manager for the research body, is the driving force behind innovations enabling worldwide links and audiences. Integrate human resource strategy with organisational strategy via the development and implementation of a Management Plan – Human Resources: The staff consultation process for the Management Plan – Human Resources was undertaken in 2008 and its implementation will be progressed during 2009 following its approval by the University Council. The Management Plan – Human Resources was developed to guide human resource strategy across the University and outlines the human resource support, development and planning requirements over the next four years, anticipates challenges that the University will face in managing its workforce, and provides strategies to address those challenges. Develop policies and systems to encourage and support collaboration: There are two separate projects relating to the Human Resource Management Information System (HRMIS): an information systems project in ITD (reported separately) which will implement additional functionality from the Alesco HR system, and a business process improvement project in HR Division to improve processes, procedures and information accessibility using the additional system functionality. Both projects are funded from a Commonwealth Workplace Productivity Program grant over three years. The increased functionality being made available by the ITD Project has enabled significant improvements in HR practices and procedures. In 2008, the following improvements were implemented by HR Division: Online Performance Review management, payroll process re-engineering, position management and budgeting and the automation of casual employee payments. The HRMIS is now seen as the definitive, sole official source of employee information for the University enabling the HR Division to develop and enhance the University’s strategic human resource information management. The Manager of Health and Safety who is a member of the Higher Ed Services OH&S working party has been able to contribute to the enhancement of the Health and Safety Module of HRMIS. This module which is to be utilised in the coming year will be used initially to record incidents and hazards reports. The Health and Safety Unit continues to provide an effective return to work program for both work related and non work related injuries or illness. Costs for WorkCover statutory claims have resulted in a significant reduction from the previous financial year and the lowest cost from available historical data. This figure accounts for .028% of the total payroll. 68 Invest in the development of staff to nurture our intellectual capital: A Professional Development Framework was developed to strengthen and support professional development and career planning across the University to provide opportunities for all staff to develop their skills and abilities. This Professional Development Framework promotes the planning and conduct of professional development activities aligned to the strategic needs of the University.
It also promotes the equitable access and participation of all staff in professional development activities across the University and reporting responsibilities for resourcing, outcomes and benefits resulting from these professional development activities. Professional development programs were conducted by the Division of Human Resources including regular in-house training sessions for staff including performance management training, health and safety and University inductions, manual handling, ergonomics and health and safety risk management. A Health, Safety and Environmental Induction training package for contractors has been developed and implemented. The Division has also developed and delivered a professional development program aimed at enhancing the capacity of Academic Heads to undertake the challenging role of supervising staff. The Division has facilitated the development and delivery of recruitment and selection training workshops to all staff involved in interview panels as part of the organisational restructure. The purpose of this training was to ensure that staff were trained in merit based interview and selection processes and that they understood their responsibilities under equity legislation to ensure that the best people are appointed to positions within the new structures. The Division provided training and development workshops to staff on the recruitment process, including resume preparation, meeting selection criteria and interview skills. Additionally, a review of CQUniversity induction and orientation processes was undertaken during the year resulting in a new Induction and Orientation Policy being developed and approved. The development of a comprehensive set of justin-time Induction and Orientation processes and tools, utilising online resources, has been finalised and implemented across the University for all cohorts of staff including casuals. A Crisis Management and Recovery (CMR) full-scale exercise was conducted early in the year which involved all members of the CMR team. During the exercise and subsequent debriefing, a number of potential enhancements to the University’s readiness to respond to a critical incident were identified. Manage workload issues across the organisation: Substantial support for the University’s ongoing organisational restructure was provided by staff in the Division of Human Resources. The organisational restructure, assisted by external consultants undertaking process re-engineering, is assisting the University to implement more efficient structures and processes and reducing duplication. An outcome of the restructure will be more effective management of workloads across the University. Significant progress was achieved including the development of an agreed change management and placement process to facilitate the restructure. Further support by staff in the Division has included guiding the change management and industrial relations processes and developing new or revised position descriptions and associated evaluations for general staff positions across the University. The comprehensive review of the Performance, Review, Planning and Development (PRPD) Policy and Procedures, aimed at developing a more efficient and streamlined performance management process, was completed during 2008. In conjunction with the revised Performance, Review, Planning and Development Policy and Procedures mandatory training is being conducted for all staff, including specific skills training for supervisors. The revised Performance, Review, Planning and Development process, linked to the HRMIS, will improve the University’s capacity to manage performance and workloads more effectively. Aboriginal & Torres Strait Islander (A&TSI) Employment Strategy In 2008, the University commenced the Aboriginal and Torres Strait Islander PERSONALISED TECHNOLOGY CQUniversity is at the forefront of a trend which favours students establishing their own personalised learning environments (PLEs) to support their lifelong learning. The students’ PLE meshes with campus computer systems but otherwise enables cherry-picking of their favourite technology tools. One of the many ideas is that students will be able to interact with each other by harnessing the inner world of video games and other immersive environments. There’s already been a step towards harnessing these environments in the use of machinima (machine cinema). An auditing lecturer and support team produced case study videos by using virtual actors in the Second Life internet world - much cheaper than hiring real actors and constructing sets - to spice up written materials. CQUniversity’s $500,000 Personal Learning Environments (PLEs) project has started on a small scale, expanding on existing innovations, and will continue to engage a broader range of courses and innovations. 69
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Annual Report 2008
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CQUniversity, our students and our
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04 doing the unexpected
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06 making a world of difference
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08 really understanding
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Contents From the Chancellor 11 Who
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CQUniversity in brief 2008 Revenue
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Who we are and what we do In 2008 C
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It is the duty of members of the Un
Page 20 and 21: Corporate Governance Professional D
Page 22 and 23: Corporate Governance Freedom of Inf
Page 24 and 25: Corporate Governance Audit, Complia
Page 26 and 27: Corporate Governance C Management S
Page 28 and 29: From the Vice- Chancellor and Presi
Page 30 and 31: Chancellor Rennie Fritschy Vice-Cha
Page 33 and 34: CQUniversity’s plans have to cate
Page 35 and 36: The four organisational perspective
Page 37: Meet Kerry, she has them rolling in
Page 40 and 41: Strategic Focus operational plans w
Page 43 and 44: Our students come from all walks of
Page 45 and 46: The Faculty established the Centre
Page 47 and 48: CQUniversity Jazz student drummer A
Page 49: New streamlined donor-centric proce
Page 52 and 53: Learning & Teaching Online has prov
Page 54 and 55: Learning & Teaching • Respond to
Page 56 and 57: Learning & Teaching CQUniversity ha
Page 59 and 60: Our research underpins innovation i
Page 61 and 62: This institute is supported by rese
Page 63 and 64: CENTRE FOR MUCOSAL IMMUNOLOGY This
Page 65 and 66: The University’s ethics and regul
Page 67: This is Adam, he’s taken a sharp
Page 72 and 73: Staff Excellence & Proficiency Empl
Page 74 and 75: Staff Excellence & Proficiency elig
Page 77 and 78: We are ensuring our Customer Relati
Page 79 and 80: pages associated with prospective s
Page 81 and 82: Benchmarking and Quality Assurance
Page 83: Smile with Simone, she leads the wa
Page 86 and 87: Financial Viability & Summary resul
Page 88 and 89: Student Outcomes & Statistics CQUni
Page 90 and 91: Student Outcomes & Statistics MELBO
Page 92 and 93: Student Outcomes & Statistics Stude
Page 94 and 95: Appendix A: Strategic Plan 2009-201
Page 96 and 97: Strategic Plan 2009-2012 Research &
Page 98 and 99: Strategic Plan 2009-2012 Domestic E
Page 100 and 101: Strategic Plan 2009-2012 People & P
Page 102 and 103: Strategic Plan 2009-2012 Governance
Page 104 and 105: Appendix B: Details of Members of t
Page 106 and 107: Surendra Sharma Surendra is the ele
Page 108 and 109: 106 Name Position Title Destination
Page 110 and 111: 108 Name Position Title Destination
Page 112 and 113: Appendix D: Consultancy Expenditure
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CQUniversity Brisbane International
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Annual Report 2008 - Central Queensland University

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