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COMMITTEES WORKING PARTY REPORT: TO IMPROVE THE ADMINISTRATIVE EFFICIENCY AND EFFECTIVENESS OF COMMITTEES

TRIM FILE REFERENCE: F44038

DOCUMENT STATUS

Draft Ready for Review X Final

DOCUMENT MODIFICATION HISTORY

Version Number

Primary Author(s)(name and position)

Description of Version

Date Completed

ProvidedTo

0.1 Sue Smurthwaite, Director, Academic Policy Services

Draft for feedback April 2014 University Secretary, Senior Policy Officer (APS) and Senior Administrative Officer (APS)


Final Draft for feedback August 2014 University Secretary, Senior Policy Officer and Academic Secretary (APS), Senior Administrative Officer (APS), Director, Information Governance Services


Final Report 29th August 2014

Peter Curtis, Registrar and Executive Director, Corporate Services

DOCUMENT APPROVAL

Approved By(name/position of approver) Signature Date

Mr Peter Curtis, Registrar and Executive Director, Corporate Services

Peter Curtis 1st September 2014

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TABLE OF CONTENTS

1 Background..........................................................................................................................................3

2 Summary of Outcomes and Recommendations....................................................................................3

3 Key Issues and Progress........................................................................................................................7

3.1 Breadth of the review as it related to the ‘committee system’.........................................................73.2 Review of the Principles for the Operation of Committees from 2005 Review..................................73.3 Cyclical Self Review of Committees and Quality Assurance...............................................................83.4 Impact of Recommendations from 2005 Working Smarter Through Committees Review..............103.5 Electronic Dissemination of Agendas and Minutes in a device-friendly format...............................103.6 Standard Nomenclature for University Committees........................................................................113.7 Committee Constitutions.................................................................................................................113.8 Committee Related Resources.........................................................................................................12

3.8.1 Web-based resources.............................................................................................................................123.8.2 Guide to Effective Committee Meetings.................................................................................................133.8.3 Executive Officer Training.......................................................................................................................133.8.4 Executive Officer Network......................................................................................................................13

4 Next Steps..........................................................................................................................................15

5 Appendices........................................................................................................................................15

Appendix A Membership and Terms of Reference – Committees Working Party...............................................16

Appendix B Principles for the operation of Committees......................................................................................17

Appendix C Committees Working Party Report on Impact and Outcomes of Recommendations from 2005 Working Smarter Through Committees...............................................................................................................18

Appendix D Proposed Hierarchy of the University Committee System................................................................23

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1 Background

In July 2012, the Registrar established a Committees Working Party1 to consider a range of issues to improve the administrative efficiency and effectiveness of committees within the University’s decision-making processes. The review was asked to consider the earlier work of the “Working Smarter through Committees”2 report (2005) with a focus on affirming or modifying existing principles and introducing further efficiencies brought about, for example, by changes in technology, and the new governance requirements of NC2012.

In August 2013, the Vice-Chancellor, within the context of his paper “UWA 2020: Preparing for Success”3 concurred that too much time was devoted to committee work and the operation of the University’s internal network of committees, boards and advisory groups. The Vice-Chancellor suggested ways to reduce time spent on committee work without compromising UWA’s commitment to inclusive decision-making, for example, reducing the number of committees, reducing the frequency of meetings or by reducing the number of committee members.

In 2014, Stage One of the EY functional review program confirmed that “the amount of committee involvement (44+ separate bodies) and consultation is seen as excessive, time consuming and restricting UWA’s capacity to adapt within a changing environment” and “decision-making at UWA is often slow and involves duplication of effort across multiple layers involving committees, boards and councils”.

2 Summary of Outcomes and Recommendations

The following outcomes have been achieved during the course of the review of the administrative efficiency and effectiveness of the University’s committee system:

Outcome 1 – Improved Electronic Dissemination of Agendas and Minutes

UPTAKE98%

Outcome 2 – Introduction and Uptake of Device Friendly Agendas

UPTAKE70%

A survey in late 2013 indicates that 98% of agendas and minutes are disseminated electronically, of which 70% have adopted the device-friendly format. Uptake of the device-friendly format is continuing to be promulgated and is included as a requirement in Executive Officer training.

1 Terms of Reference at Appendix A2 Refer http://www.governance.uwa.edu.au/committees/principles/template)3 Refer http://www.uwa.edu.au/uwa-2020

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Outcome 3– Improved University Governance Website for Committees

UPTAKE100%

The University’s new Governance website was rolled out in November 2013 and provides easy and efficient access to key information regarding the University’s principal committees and supporting documentation, including

Principles, rules and guides Senate Boards and Committees Academic Board and Council Committees Other Boards, Committees and Foundations A-Z of Committees and their constitutions University Committee communication and decision-making maps

Refer http://www.governance.uwa.edu.au/committees

Outcome 4– Improved Executive Officer Training

UPTAKEAs Required by Executive Officers

Formulation and provision of a comprehensive course outline titled “From Agenda Setting to Minute Writing: Executive Officers and University Committees” as part of the Executive Officer workshops. Feedback, via OSDS, on these workshops is excellent.

Outcome 5– Improved Communication and Committee Management by Executive Officers

UPTAKEAcross All Committees

Easy access to all committee constitutions (refer http://www.governance.uwa.edu.au/committees/A-Z) and a greater awareness by all executive officers of the University’s committee system.

Resources permitting, a direct SharePoint/TRIM integration is planned for implementation in 2015/16. This will further streamline the capture and long term management of committee documentation.

Improved induction packages across a number of key committees. An online induction package for the University’s Teaching and Learning Committee was formulated in 2014 as a template for all Academic Board/Council committees, and will be rolled-out for commencement of the 2015 academic year. The package includes a generic component (rules, principles, codes, etc.) which can be adopted by all University committees. The focus is on inducting new members, but also re-inducting and reminding existing members as to the role, function and purpose of the committee and each member’s responsibilities in the regard.

Increased formulation and provision of decision-making and communication maps - 40% of committees currently provide these maps. This figure will be further improved by virtue of the review of committee constitution templates (refer Recommendation 4) that should require the provision of such maps as a component of its constitution.

12% of committees have reduced their membership over the last two years 18% of committees have introduced delegations to improve the committees efficiency 37% of committees have reduced the frequency of their meetings over the last 2 years

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The following is a list of recommendations to further improve the administrative efficiency and effectiveness of the University’s committee system:

Recommendation 1 – University Principles for the Operation of Committees

PRIORITY IMMEDIATE MID-TERM LONGER-TERM

That the University’s Principles for the Operation of Committees be amended as attached (Appendix B).Action: Consideration and endorsement by the Registrar and Executive Director, Corporate Services. Principles updated on the University’s Governance website and Executive Officers of University

Committees advised.

Recommendation 2 – Committee Self-Reviews and Quality Assurance

PRIORITYIMMEDIATE MID-TERM LONGER-TERM

a) To encourage more broadly a pro-active and effective approach to committee self-reviews, it is recommended that the IRU review the committee survey tool to strengthen the role of reviews and encourage consequent actions that are aimed at improving the efficiency and effectiveness of committees at the individual level.

b) That all committees should undertake performance reviews at least every three years and that the committee constitution and faculty governance templates should be amended to include this requirement.

c) That the Vice-Chancellor considers assigning an officer to coordinate the flow of business and provide overarching quality assurance in the management of the Vice-Chancellor’s advisory committees.

Action:a) Consideration and endorsement by the Registrar and Executive Director, Corporate Services in

consultation with the Director of Planning Services and Director of the Institutional Research Unit.b) Referral to the Director, Academic Policy Services for inclusion in the review of policy and

procedures associated with committee constitutions and faculty governance documents (refer Recommendation 4) and dissemination to all executive officers.

c) Referral to the Vice-Chancellor for appropriate action.

Recommendation 3 – Committee Nomenclature


That a consistent approach to committee nomenclature be adopted by the University as detailed in the attached schedule (Appendix D) to guide the future establishment of committees and continuation of existing committees so that their role can, where possible, be defined by their title. Action: Consideration and endorsement by the Registrar and Executive Director, Corporate Services in

consultation with the heads of peak University bodies (Chancellor, Vice-Chancellor, Chair of the Board).

That Chairs and Executive Officers of Existing Committees be asked to review the title and position within the committee system and align their Committee’s title accordingly.

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Recommendation 4 – Review of the University’s Policy and Processes regarding Committee Constitutions


That a review of the University’s policy and processes regarding committee constitutions be undertaken by Academic Policy Services.Action: Consideration and instigation of a review by the Director, Academic Policy Services.

Recommendation 5 – Review of the University’s Guide to Effective Committee Meetings


That a review of the University’s Guide to Effective Committee Meetings be commissioned when adequate resources are available.Action: Consideration by the Registrar and Executive Director, Corporate Services and prioritization of the

project within the context of resource allocation.

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3 Key Issues and Progress

The Committees Working Party review was divided into Phase 1 and Phase 2. Phase 1 focused on a review of principles and practice, in particular:

Efficient flow of business through the committee system. Effective use of committees complemented by efficient administration and management. Streamlined management of agenda and minute documentation. Impact and efficient use of technology in provision of agendas and minutes.

Phase 2 focussed on provision of appropriate procedures, documentation and dissemination, in particular:

Update and/or formulation of appropriate documentation, templates, standard operating procedure and websites.

Formulation of staff development workshops on the role of the executive officer.

The Committees Working Party instigated a number of changes during 2013, which have been further operationalised over the last twelve months by relevant sections, including Academic Policy Services, Office of the University Secretary and Information Governance Services, as required. The following key issues have been addressed during this period:

3.1 Breadth of the review as it related to the ‘committee system’It was agreed that the review would include Senate and Senate sub-committees, Academic Board/Council and standing committees, Faculty Boards and the Vice-Chancellor’s Advisory Committees. The Working Party comprised representation from each of these four areas of activity (refer Appendix A).

A diagram of the decision-making structure for principal committees of the University is available on the Governance website at http://www.governance.uwa.edu.au/committees/principles/?a=2569854

3.2 Review of the Principles for the Operation of Committees from 2005 ReviewThe Working Party reviewed the existing Principles for the Operation of Committees. While agreeing that the majority of the principles remained valid, the Working Party believed that there should be some modification as follows:

General Principle Two - “Working Smart: Committee time is used in ways which make the most efficient and effective use of staff time to deliberate on significant issues and policies.”

Given the working party’s overall focus on efficiency and effectiveness of committees and that this principle directly addresses these issues, it was agreed that Working Smart should be replaced by Efficiency and Effectiveness as the summary statement of this principle.

The proposed revised statement of general principle two is therefore:

“Efficiency and Effectiveness: Committee time is used in ways which make the most efficient and effective use of staff time to deliberate on significant issues and policies.”

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Functional Principle Two - “Management Decisions: Committees are involved in management and administrative decisions as close to the activity as is compatible with legislative requirements.”

The Working Party was of the view that the intent of this principle was unclear. The role of committees should focus on governance by establishment of policy, rules, regulations, etc. and appropriate officers should manage and administer within the context of legislative requirements. Appropriate delegations that reflect key principles in the University Policy on Delegations , should also be signalled.

The following, is proposed to replace this principle:

“Delegated Authority: Committees are, subject to meeting statutory, legislative or policy requirements, expected to undertake or delegate to the most appropriate and well-informed individual(s) the authority to determine or review policy or procedure, to review performance or to manage a process.”

Functional Principle Three - “Communication: Committees are used to provide a contextual framework within which University policies are developed and decisions are made.”

The Working Party was again concerned that the intent of this principle was unclear. The University’s committee system is an integral part of the University’s collegial framework. Committees provide the opportunity for:

consultation, by having the right people in the room who in turn consult with their constituencies, and

communication, by disseminating the issues via the agenda and the outcomes via the minutes.

The following is proposed as an alternative to this principle:

“Communication: Committees establish clear communication pathways to assist efficient, informed decision-making and effective distribution of information.”

Recommendation 1 – University Principles for the Operation of Committees


That the University’s Principles for the Operation of Committees be amended as attached (Appendix B).

Action: Consideration and endorsement by the Registrar and Executive Director, Corporate Services. Principles updated on the University’s Governance website and Executive Officers of University

Committees advised.

3.3 Cyclical Self Review of Committees and Quality AssuranceAs outlined in the Principles for the Operation of Committee – “Review: All committees are regularly reviewed in relation to both the performance of committee business and committee members”.

For the University’s peak bodies (Senate, Academic Board/Council) and their standing committees, regular reviews are mandated and undertaken annually by the Institutional Research Unit (IRU).Furthermore, the Chancellor undertakes an annual one-on-one interview with each Senate member. These committees review their own performance, as evidenced by these reviews, but also refer the outcomes of these surveys to their parent body for its review. Additionally, the relevant executive

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officer (University Secretary or Academic Secretary) has a quality assurance role in the management of the committees within their purview, Senate and Academic Board/Council respectively. This quality assurance role includes managing the efficient flow of business between the peak body and its reporting committees, ensuring high quality of documentation (agendas, minutes, reports), timely dissemination of outcomes and adherence to the University’s legislative framework as relevant.

Regular performance reviews of the Vice-Chancellor’s advisory committees and the faculty committees are not, however, mandated beyond the Principles for the Operation of Committees. For example, a survey of faculty boards indicated that only two regularly undertook a performance review. Review at this level of committee is at the discretion of the Chair. Additionally, the Vice- Chancellor’s advisory committees do not have an assigned officer to manage the flow of business to the Vice-Chancellor and provide the overarching quality assurance role currently undertaken for Senate and Academic Board committees.

It was the view of the Working Party that formal and annual review of the University’s peak bodies was appropriate and that the Vice-Chancellor’s advisory committees and faculty committees should likewise undertake performance reviews at least every three years. Furthermore, such a requirement should be incorporated into the relevant committee constitutions and faculty governance documents.

Within the context of regular reviews, the Working Party also considered what efficiencies were, or should, be gained from such review – in essence what was the purpose of a self-review? It was agreed that there should be a closer alignment between the performance review and consequent outcomes which might include changes to the committee’s role, membership, frequency of meetings and delegations, and in particular the justification of and value added by its continued existence.

For example, the Chancellor’s Committee, as part of the 2013 Annual Self Review of Performance, discussed the role and future of two Senate Committees, the External Environment Committee and the Senate Development Committee; efficiencies to date include:

External Environment Committee Acknowledgement that many of the activities of the original committee are now carried out

within the University by management and a recommendation to Senate by the Chancellor’s Committee (R13/14) to dis-establish the External Environment Committee

Agreement that a new committee comprising external members would be useful to provide an external perspective on particular issues of strategic importance.

Drafting of a constitution for the proposed new Senate Committee for review by the Chancellor’s Committee at its meeting in November 2014 prior to any recommendation to the Senate.

Senate Development Committee Senate has resolved (R25/14) that:1. The Senate Development Committee as it is currently constituted be suspended until the end of

the New Century Campaign, i.e. 31 December 2017;2. The contribution of the external members on the Senate Development Committee be

acknowledged and these members be released from the Senate Development Committee forthwith;

3. The Senate Development Committee will continue as an internal committee only that will be convened on an as-needed basis with responsibility for: fundraising policy; proposals for the naming of academic positions, facilities and landscape features.

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Recommendation 2 – Committee Self-Reviews and Quality Assurance


a) To encourage more broadly a pro-active and effective approach to committee self-reviews, it is recommended that the IRU review the committee survey tool to strengthen the role of reviews and encourage consequent actions that are aimed at improving the efficiency and effectiveness of committees at the individual level.

b) That all committees should undertake performance reviews at least every three years and that the committee constitution and faculty governance templates should be amended to include this requirement.

c) That the Vice-Chancellor considers assigning an officer to coordinate the flow of business and provide overarching quality assurance in the management of the Vice-Chancellor’s advisory committees.

Action: a) Consideration and endorsement by the Registrar and Executive Director, Corporate Services in

consultation with the Director of Planning Services and Director of the Institutional Research Unit.b) Referral to the Director, Academic Policy Services for inclusion in the review of policy and

procedures associated with committee constitutions and faculty governance documents (refer Recommendation 4) and dissemination to all executive officers.

c) Referral to the Vice-Chancellor for appropriate action.

3.4 Impact of Recommendations from 2005 Working Smarter Through Committees Review Twenty recommendations had been contained in the 2005 Review and it was agreed by the Working Party to review the uptake and impact of these recommendations. This review was undertaken in late 2012, further action was then taken by Academic Policy Services during 2013 and 2014 in consultation with the University Secretary and all Executive Officers to University Committees (approximately 40 executive officers across 50 committees) to further progress and improve the impact of the 2005 recommendations – all of which were considered by the Committees Working Party to be still relevant.

Attached (Appendix C) is a summary of this review and further action taken.

3.5 Electronic Dissemination of Agendas and Minutes in a device-friendly formatDuring 2012, the Chancellor and Vice-Chancellor indicated that the University should be moving towards paperless board meetings. A review was undertaken and it was concluded that, as commercially-available systems were too expensive, an in-house approach was preferred utilising existing technology. A simple Pdf approach with appropriate bookmarks was formulated by Academic Policy Services, tested across various tablets and computers and rolled out to all Executive Officers in early 2013. Web-based resources, including How To Guides, were also developed (refer http://www.governance.uwa.edu.au/committees/principles/executive-officers).


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Outcome 1 – Improved Electronic Dissemination of Agendas and Minutes

UPTAKE98%

Outcome 2 – Introduction and Uptake of Device Friendly Agendas

UPTAKE70%


3.6 Standard Nomenclature for University CommitteesDuring its deliberations the Committees Working Party considered the broad range of nomenclature of committees including – committee, sub-committee, standing committee, working party, working group, advisory committee, reference group, etc. It was agreed that a uniform approach to committee categorisation would provide clarity and guidance, but also a systematic approach to establishment of committees in the future.

A tiered approach, as outlined in the attached schedule (Appendix D) is recommended to guide the establishment, when necessary, of committees. Its purpose is to provide a consistent approach to the nomenclature of committees so that their role can, to a certain extent, be defined by their title. It is further encouraged that existing committees review their titles within the context of their role and position within the committee system.

Recommendation 3 – Committee Nomenclature


That a consistent approach to committee nomenclature be adopted by the University as detailed in the attached schedule (Appendix D) to guide the future establishment of committees and continuation of existing committees so that their role can, where possible, be defined by their title.

Action: Consideration and endorsement by the Registrar and Executive Director, Corporate Services in

consultation with the heads of peak University bodies (Chancellor, Vice-Chancellor, Chair of the Board).

That Chairs and Executive Officers of Existing Committees be asked to review the title and position within the committee system and align their Committee’s title accordingly.

3.7 Committee ConstitutionsCommittees are a significant component of the University’s and Faculty’s governance framework. Committee constitutions are indicative of their formal establishment at both the University and Faculty levels and provide clarity, to members and the University community, on the role and responsibilities of the Committee.

Constitutions (and Faculty governance documents) are important instruments that should be reviewed and amended from time to time for both structural change and consequential change. However, it is not clear how this should be done, who is responsible and how often such a review should be undertaken. Furthermore, the current approval processes tend to be quite cumbersome. Committee constitutions are important, but their currency should be easily and efficiently managed.

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Recommendation 4 – Review of the University’s Policy and Processes regarding Committee Constitutions


That a review of the University’s policy and processes regarding committee constitutions be undertaken by Academic Policy Services.Action: Consideration and instigation of a review by the Director, Academic Policy Services.

3.8 Committee Related Resources3.8.1 Web-based resourcesExtensive web-based resources are available to support the establishment, management and roles of committees and their members. However, the Committees Working Party noted that this information was not always easily accessible and in some instances information was out of date or, as evidenced by the [then] agendas and minutes site, was not consistently updated across all committees. The site was, somewhat anomalously, owned by Information Services.

As part of the migration of a number of websites under the auspices of Academic Policy Services, University Secretary and the Publications Unit, a new Governance website was constructed during the second half of 2013. A component of this website is a new ‘Committees and Constitutions’ website at http://www.governance.uwa.edu.au/committees.

Furthermore, Academic Policy Services undertook a clean-up of the agendas and minutes site, liaised with all Executive Officers to create a three tier approach to Committee information, whereby tier one and tier two provides governance information, managed by Academic Policy Services, including rules, principles, codes, policies (tier one) and committee constitutions that have been formally approved through the Committee system (tier two) together with an A-Z listing of committees or access to committee information clustered by category – Senate, Academic Board/Council, etc. Tier three is operational information relevant to individual committees, including meeting dates, agendas and minutes, membership lists, induction packages etc. Tier three is managed by each committee’s Executive Officer and this information is made available, at the discretion of the Chair and Executive Officer either by a web presence (which is linked to tier two) or by SharePoint. A standardised approach to the development of committee related SharePoint sites was also developed by Academic Policy Services in liaison with Information Services.

Outcome 3– Improved University Governance Website for Committees

UPTAKE 100%

The University’s new Governance website was rolled out in November 2013 and provides easy and efficient access to key information regarding the University’s principal committees and supporting documentation, including

Principles, rules and guides Senate Boards and Committees Academic Board and Council Committees Other Boards, Committees and Foundations A-Z of Committees and their constitutions University Committee communication and decision-making maps

Refer http://www.governance.uwa.edu.au/committees

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http://www.governance.uwa.edu.au/committees

3.8.2 Guide to Effective Committee MeetingsIn 2005 a comprehensive ‘Guide to Effective Committee Meetings’ was commissioned and is available on the website at http://www.governance.uwa.edu.au/committees/principles/meetings. As part of the review, the Committees Working Party noted that this is still an excellent resource and, although it would need review and update in the near future, it still provides a valuable resource for new and existing executive officers. It is noted that, under the current financial restraints, funds are unlikely to be available to commission a review of this resource. However, when funding is available, a review of the Guide should be commissioned.

Recommendation 5 – Review of the University’s Guide to Effective Committee Meetings


That a review of the University’s Guide to Effective Committee Meetings be commissioned when adequate resources are available.Action: Consideration by the Registrar and Executive Director, Corporate Services and prioritization of the

project within the context of resource allocation.

3.8.3 Executive Officer TrainingDuring 2013 and early 2014, Academic Policy Services extensively reviewed its approach to training of Executive Officers, bearing in mind changes in technology, streamlined approaches (for example, encouraging briefer minute writing), and feedback over the last two years on provision of these workshops. In 2014 a comprehensive course outline titled “From Agenda Setting to Minute Writing: Executive Officers and University Committees” has been formulated and is provided as part of the annual Executive Officer workshop via OSDS. Additionally, these workshops have been re-vitalised with an interactive and experiential learning focus. Feedback on these workshops is excellent.

As a consequence, Academic Policy Services has been invited by Organisational and Staff Development Services, to undertake the OSDS workshops associated with committees.

Outcome 4– Improved Executive Officer Training

UPTAKEAs Required by Executive Officers

Formulation and provision of a comprehensive course outline titled “From Agenda Setting to Minute Writing: Executive Officers and University Committees” as part of the Executive Officer workshops. Feedback, via OSDS, on these workshops is excellent.

3.8.4 Executive Officer NetworkImproved communication and sharing of ideas has been brought about by an informal executive officer network. Meetings have been held with all committee executive officers (approximately 40 executive officers across 50 committees), facilitated by Academic Policy Services. A tri-annual schedule of meetings was trialled in 2013, and received positive feedback from attendees, to improve the executive officer network. Items discussed during these meetings included: Dissemination of progress of the Committees Working Party review; Encouraged update of electronic dissemination of agendas and minutes; Roll-out of device-friendly formatting for agendas; Improvements in web resources and currency of committee related information; Use of technology, including web, SharePoint, blogs, drop-box, email, etc.;

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Encouraging committees to delegate where possible – for example management and operational activities within parameters of existing policy;

Review the transfer of information between committees and the possibility of creating efficiencies in the transfer of information, in particular technology supported transfer. For example, the introduction of CAIDi has revolutionised the processing of curriculum related information through the committee system.

Reduction of time spent in committees, including reducing membership, reducing frequency and length of committee meetings, disestablishment of committees that do not add value;

Encouragement of a review of the role of individual committees, by virtue of their constitutions, to ensure clarity on their role, limited overlap with other committees, and in particular awareness (by virtue of communication and decision-making maps) of committees within the University’s committee structure to ensure an efficient flow of business.

Emphasis that the role of a committee is decision-making and policy-related, management and operational activities are better addressed by the EO and/or Chair.

Encourage improved management of committees (particularly by the Executive Officer) by ensuring that the right people are in the room with relevant expertise and knowledge. For example, comprehensive induction processes; clarity by way of the constitution on the skills required of members.

It is anticipated that one or two meetings per annum will continue.

Outcome 5– Improved Communication and Committee Management by Executive Officers

UPTAKEAcross All Committees

Easy access to all committee constitutions (refer http://www.governance.uwa.edu.au/committees/A-Z) and a greater awareness by all executive officers of the University’s committee system.

• Resources permitting, a direct SharePoint/TRIM integration is planned for implementation in 2015/16. This will further streamline the capture and long term management of committee documentation.

Improved induction packages across a number of key committees. An online induction package for the University’s Teaching and Learning Committee was formulated in 2014 as a template for all Academic Board/Council committees, and will be rolled-out for commencement of the 2015 academic year. The package includes a generic component (rules, principles, codes, etc.) which can be adopted by all University committees. The focus is on inducting new members, but also re-inducting and reminding existing members as to the role, function and purpose of the committee and each member’s responsibilities in the regard.

Increased formulation and provision of decision-making and communication maps - 40% of committees currently provide these maps. This figure will be further improved by virtue of the review of committee constitution templates (refer Recommendation 4) that should require the provision of such maps as a component of its constitution.

12% of committees have reduced their membership over the last two years 18% of committees have introduced delegations to improve the committees efficiency 37% of committees have reduced the frequency of their meetings over the last 2 years

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4 Next Steps

Considerable progress on the improvement of the administration of the University’s current committee system has been achieved over the last 1-2 years, with further recommendations proposed, as indicated in this report.

It is now timely, with commencement of stage two of the functional review process, to bring to the foreground the structure of the University’s collegial decision-making processes – in other words, the University’s Committee framework (http://www.governance.uwa.edu.au/committees/principles/?a=2569854).

Key structural issues remain: Does the current committee framework support efficient decision-making? Can the University respond effectively to the changing environment within the current

committee framework – is it deemed collegial or cumbersome? What would be an appropriate mix into the future between management and governance

and the consequent impact on the committee framework, including appropriate consultation and communication?

The focus of the review has been the efficiency and effectiveness of the process and operation of the University’s committee system. It is timely for the next step, in conjunction with functional reviews, to focus on governance and the underlying structure of the committee system.

For example, within the research portfolio, the Research Committee is recommending its disestablishment as a standing committee of the Academic Council and in its place a Research Strategy Group established to discuss and agree on University-wide research strategy and initiatives. Within the education portfolio, Academic Policy Services is reviewing the education related committees (Admissions, Teaching and Learning, Boards of Studies) in consultation with key stakeholders, with a view to rationalisation.

5 Appendices

Appendix A Committees Working Party – Membership and Terms of Reference

Appendix B Principles for the Operation of Committees – Proposed Amendments

Appendix C Committees Working Party Report on Impact and Outcomes ofRecommendations from 2005 Working Smarter Through Committees

Appendix D Proposed hierarchy of the University Committee System

Sue Smurthwaite Director,Academic Policy Services

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29th August 2014

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File Ref: F44038

Appendix A: Membership and Terms of Reference – Committees Working Party

Membership:Sue Smurthwaite, Associate Director, Academic Policy Services (convener) Jan Cardy, Senior Administrative OfficerDeirdre de Souza, University Secretary Kabilan Krishnasamy, Education Policy Officer Sylvia Lang, Academic SecretaryNatalie Mast, Vice-Chancellor’s nominee Claire McIlroy, Senior Legislative OfficerWanda Warlik, Project Officer/Faculty Executive Officer

By Invitation for Expert Advice:Justine McDermott/Debra Paisley – Archives and Records Management Brian Greene – Information Services

Terms of Reference:The Committees Working Party has been established by the Registrar to consider a range of issues associated with improving the efficiency and effectiveness of committees within the University’s decision making processes.

The review will be undertaken within the context of the 2005 review – “Working Smarter through Committees”1 with a focus on affirming or modifying existing principles and introducing further efficiencies brought about, for example, by changes in technology, and the new governance requirements of NC2012.

It is anticipated that there will be two phases to the review:

Phase one will focus on a review of principles and practice, in particular:

1. Efficient flow of business through the committee system.

2. Effective use of committees complemented by efficient administration and management.

3. Streamlined management of agenda and minute documentation.

4. Impact and efficient use of technology in provision of agendas and minutes.

Phase two will focus on provision of appropriate procedures, documentation and dissemination, in particular:

1. Update and/or formulation of appropriate documentation, templates, standard operating procedures and websites.

2. Formulation of staff development workshops on the role of the executive officer.

Timelines:Phase one: July – December 2012 Phase two: January – July 2013

13 July 2012

1 (refer http://www.aps.uwa.edu.au/home/uwas_committee_system/other_committees_and_general_information)

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Appendix B: Principles for the Operation of Committees

Principles for the operation of CommitteesWhile the committee structures provide a suitable framework, it is the members of the committees who determine whether good governance and better practice standards are actually achieved and ensure that the committee is adding value.

General

Collegiality: The Committee system is transparent and consultative, and all staff have the opportunity to provide meaningful input into decisions that significantly affect them.

Working SmartEfficiency and Effectiveness: Committee time is used in ways which make the most efficient and effective use of staff time to deliberate on significant issues and policies.

Good Conduct: Committee members abide by a Code of Conduct that requires them to be appropriately informed and prepared before the meeting so that they can contribute to the decisions of the committee.

Review: All committees are regularly reviewed in relation to both the performance of committee business and committee members.

Functional

Policy Decisions: Committees are, wherever possible, engaged in establishing policies and rules within which individual staff can manage and administer University business.

Delegated Authority: Committees are, subject to meeting statutory, legislative or policy requirements, expected to undertake or delegate to the most appropriate and well-informed individual(s) the authority to determine or review policy or procedure, to review performance or to manage a process.

Management Decisions: Committees are involved in management and administrative decisions as close to the activity as is compatible with legislative requirements.

Communication: Committees establish clear communication pathways to assist efficient, informed decision- making and effective distribution of information.

Communication: Committees are used to provide a contextual framework within which University policies are developed and decisions are made.

Membership: Committee membership ensures the broad University community, in all its diversity, is reasonably represented. However, individual committees are not constituted to represent every possible interest group and the number of members should be kept as low as practicable.

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Appendix C: Committees Working Party Report on Impact and Outcomes of Recommendations from 2005 Working Smarter Through Committees

Recommendation Number

Subject Issue Recommendation Responsibility Timeline Impact Comments

Recommendation 1 Constitution The purpose or role of a committee may be unclear, resulting in members spending a significant amount of time on issues outside the scope of the committee’s business. Staff may be potentially unclear as to what items of business should be sent to a particular committee resulting in unnecessary delays in decision making. Further, the membership may not be effectively aligned to committee business.

All committees should have a constitution which clearly states the committee’s business including defining its role and purpose, the business it deals with, process of operation and the required skills and qualifications of members as appropriate. Committee constitutions should be made available to all University staff through the University intranet. Further, all committees should review existing constitutions for clarity of purpose and role.

University Secretariat in conjunction with the Executive Officers

31-Dec-06 Increase effectiveness of committee business through improved clarity and awareness of committee purpose, in line with the Working Smart principle for the operation of committees.

Template for committee constitutions is available on the Governance Website (refer http://www.governance.uwa.edu.au/committees/principles/templa te). All committee constitutions and faculty governance documents are easily available (A-Z directory) on the Governance website at http://www.governance.uwa.edu.au/committees/A-Z Template and associated policies and procedures scheduled for review by Academic Policy Services in late 2014 (Refer report Recommendation 4).

Recommendation 2 Central Committee Decision Making Map

The University committee structure is a complex one. It appears many staff may be uncertain as to the relationship between committees and the hierarchy for committee decision making. This uncertainty may result in delays if information is not forwarded to the correct committee in time for the next meeting of that committee. The Working Party has endeavoured to demonstrate the complexity of the committee decision making process in a decision making map (Attachment E).

The relationship between central committees is clearly mapped to enhance understanding and knowledge of the committee structure and decision making process. The map should be readily available to all staff through the University intranet.

University Secretariat

31-Dec-05 Increase the timeliness of committee decision making by clarifying the decision making process, in line with the Working Smart principle for the operation of committees.

Central committees decision-making map created and regularly updated by Corporate Services (Academic Policy Services) and available on the Governance Website at http://www.governance.uwa.edu.au/committees/principles/t emplate.

Recommendation 3 Central Committee Communication Map

Committees provide a suitable forum for focused discussion and debate about local, national and international issues which affect the University and its business. It is essential that committees have access to appropriate and timely information relevant to the committee’s business. (Attachment F)

The communication pathway between central committees is clearly mapped to enhance understanding and knowledge of committee communication requirements. The map should be readily available to all staff through the University intranet.

University Secretariat

31-Dec-05 Increase the relevance and timeliness of committee communication by clarifying the communication pathways, in line with the Working Smart and Communication principles for the operation of committees.

Central committees communication map created and regularly updated by Corporate Services (Academic Policy Services) and available on the Governance Website at http://www.governance.uwa.edu.au/committees/principles/t emplate.

Recommendation 4 Individual Committee Decision Making Map

The complexity of the University committee structure arising from the number of committees and the various connections between them can make it difficult to interpret a single committee decision making map for the entire University. It is important staff and Executive Officers involved with a particular committee are fully aware of the committee’s responsibility for decision making.

All committees construct a Decision Making Map indicating where the committee’s business comes from and where recommendations and/or decisions go.

Executive Officers 30-Apr-06 The establishment of clear decision making pathways assists in understanding responsibilities, in line with the Working Smart principle for the operation of committees.

An audit of availability of committee decision-making maps indicates that 40% provide these maps. They are provided in a range of ways - websites, sharepoint sites, and induction packages. Sample faculty communication map available on the web at http://www.governance.uwa.edu.au/structure/faculty to assist faculties. A review of committee constitution policy/process/templates will incorporate the requirement to provide such a map as part of the committee's formal constitution (Refer report Recommendation 4).

Recommendation 5 Individual Committee Communication Map

To maximise the effectiveness and efficiency of communication, it is important to recognise the role University committees have in capturing and distributing information relevant to their business. Similarly it is important to ensure the committee’s role is not diluted by overusing committees as a communication mechanism.

Each committee construct a Communication Map indicating where its information comes from, and which committees or groups need to be informed of its decisions.

Executive Officers 30-Apr-06 The establishment of clear communication pathways assists in appropriate distribution of information and efficient informed decision making, in line with the Working Smart and Communication principles for the operation of committees.

An audit of availability of committee communication maps indicates that 40% provide these maps. They are provided in a range of ways - websites, sharepoint sites, and induction packages. Sample faculty decision-making map available on the web at http://www.governance.uwa.edu.au/structure/faculty to assist faculties. A review of committee constitution policy/process/templates will incorporate the requirement to provide such a map as part of the committee's formal constitution (Refer report Recommendation 4).

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Recommendation 6 Faculty Committee Structures

The University operates in a devolved governance model and as such each Faculty operates a different committee structure. With an increasingly complex environment and growing concerns regarding workloads, it is important that time is taken to review structures and seek best practice. Further, the different requirements of the Faculties need to interface seamlessly with the University committee structure. An increase in transparency and consistency of structures also assists staff in understanding the University decision making processes.

Faculties review the various Faculty committee structures and establish better practice standards for Faculty committee structures. Each Faculty considers the better practice principles with the view of simplifying and standardising the best structure for the Faculty’s business and interface with the rest of the University. This would include greater standardisation in core areas (such as Teaching and Learning, Research and Planning and Budget).

Senior Managers Group and Deans

30-Sep-06 The establishment of better practice standards and the streamlining of faculty committee structures, recognising diversity and increasing efficiency and transparency, in line with the Collegiality and Working Smart principles for the operation of committees.

Faculty governance documents provide this information - refer Governance website at http://www.governance.uwa.edu.au/structure/faculty.Faculty structures (via a uniform faculty governance template) updated from 2005 to include a teaching and learning committee, planning committee and research committee, or equivalent to align with the University's central committee structure. This flow-on structure for faculties may need to be revisited following functional review of the Committee system as part of the governance review.

Recommendation 7 Delegated Decision Making

The principle of committee-based decision making is at times in conflict with timely and cost efficient business practice. It is important that the decision making process recognises the importance and potential impact of the issue and aligns the responsibility for decisions at the appropriate level in the University. For example, the current use of committees for the approval of a new prize may in some instances take a substantial period of time from conception to the awarding of the first recipient.

Specific decision making areas are identified for potential delegation to either subordinate level committees or to University staff. The list should identify the staff responsible and timelines for further action.

University Secretariat in conjunction with the Executive Officers

30-Apr-06 The realignment of the levels for certain decision making will expedite decision making and reduce workloads, in line with the Working Smart principle for the operation of committees.

Provision for specific delegations included in committee constitutions template and in Faculty Governance document template. A meeting with all committee Executive Officers was held in 2013 to discuss and encourage further delegations within the context of the role of each committee. Following this meeting, 18% of committees have provided for further delegations to improve efficiency and effectiveness. A review of the University Policy on Delegations has been foreshadowed for 2014, with a view to increasing and highlighting appropriate delegations across the University, including the committee system.

Recommendation 8 Principles for the Operation of Committees

Principles for the operation of committees, adopted in late 2002, are already in place. However, a more succinct version of these Principles has been prepared by the Working Party in order to facilitate their retention by University staff. The revised version simplifies the principles and separates out the high level principles from the general rules of operation and members’ code of conduct (Attachment A, B, C and D).

The adoption of the General and Functional Principles for Committees and separate Rules and Code of Conduct (being a revised version of the Principles and Guidelines for the Operation of Committees).

University Secretariat (Academic Council)

31-Dec-05 Increases University staff knowledge of the requirements for operation of committees and members’ conduct, in line with the principles for the operation of committees.

Principles, rules and code of conduct revised and approved in 2005 - currently available on Governance website at http://www.governance.uwa.edu.au/committees/principles). All committees required to include these on agenda for first meeting of the year and chairs required to address and awareness by members surveyed in annual committee reviews. Principles, rules and code of conduct provided to new members as part of induction package. Committee constitutions template includes reference to applicability of the rules, principles and code of conduct as first statement under title. Reference to principles, rules and code of conduct included in all training for Executive Officers and agenda and minutes workshops. Further amendments to principles recommended in 2014 review report (refer Recommendation 1).

Recommendation 9 Distribution of the Principles and Rules of Operation to members

Anecdotally it appears that the current good practice guide for the operation of committees has had limited penetration to date. To be effective, it is imperative that all University committee members are aware of the revised principles, rules and code of conduct and actively conduct business in accordance with these standards. To achieve this, a greater level of distribution and awareness is required.

The University’s principles and rules for the operation of committees are distributed (as part of the agenda) to all committee members and the Chair explicitly address these at the first meeting of each year.

Executive Officers and Chairs

Commencing 1 January

2006

A high level of awareness and subsequent take-up through the reiteration of the principles and rules for the operation of committees.


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Recommendation 10 Distribution of the Principles and Rules of Operation to staff

The University’s investment in the establishment of better practice principles and practices is less efficient if the work is not widely distributed and accepted throughout the University. It is imperative to the success of the recommendations that a high degree of awareness and penetration into current committee practices is achieved.

The redesigned principles and rules for the operation of committees and the code of conduct for committee members are communicated to all relevant staff and actions are taken by senior managers to attain acknowledgement and ensure ongoing awareness of these requirements.

Senior University Managers

31-Mar-06 A high level of awareness and subsequent take-up through the reiteration of the principles and rules for the operation of committees.

In addition to the above, the principles, rules and code of conduct are specifically addressed by the Chair at the first meeting of the year. Workshops for executive officers and committee Chairs and members also ensures awareness of these requirements.

Recommendation 11 Agenda Format The University invests a significant amount of time in committee business. Preparation by members is important to enable the committee to conduct business in an efficient, effective and timely manner. Where agendas are long, complex and not presented in a suitably standard or timely manner, members may not have sufficient access to items to prepare themselves.

All committees adopt a standard agreed agenda format which includes the following items (Attachment C for suggested template):· Apologies· Confirmation of Previous Minutes· Declarations of Potential or Perceived Conflicts of Interest· Part I - Items for Communciation to be dealt with En Bloc· Part II - Items for Decision to be dealt with En Bloc· Part III - Items for Discussion and Decision, and· An Items/Business in Progress list addressing previous actino item status.All agenda items for Discussion and Decision should have a clearly stated purpose.

Executive Officers 31-Dec-05 Increase the effectiveness of the agenda through uniformity of structure and process and encourage better use of committee time, in line with the Working Smart and Communication principles for the operation of committees.

Agenda template provided and in current use by central committees. Standard format addressed at Executive Officer and agenda and minute workshops and use encouraged as best practice for all committees. During 2012/13 electronic distribution and uptake of device- friendly agendas was also adopted. A survey in late 2013 indicates that 98% of committees distribute agendas and minutes electronically with 70% provided in a device- friendly format. Continued uptake of device-friendly formatting is encouraged during Executive Officer meetings and workshops and How To Guides are available on the Governance website.

Recommendation 12 Review and Evaluation

The requirements and contribution from committees can change over time as the environment in which the University operates changes. It is important that committees are recognised for their current role rather than an historical one. In some cases committees that were required in the past may be abolished.Similarly committees may become too busy, and the establishment of a sub-committee or transfer of responsibilities to another committee may be more efficient. A review process is imperative to ensure optimal committee function.

All committees are regularly reviewed to evaluate the performance of the committee and its members.

Executive Officers 30-Apr-06 Ensures the review and evaluation of committees as part of a cycle of feedback and continuous improvement, in line with the Review principle for the operation of committees.

All Senate and Academic Council/Board committees reviewed annually. Investigation of Faculty Board take-up of reviews indicates that only the Faculties of MDHS and UWA Business School regularly review performance and membership.Regular review of Vice-Chancellor's advisory committees is also not consistently adopted. The 2014 review recommends that all committees be required to undertake a self review at least every three years and that the committee constitution template be amended to include this requirement (refer report Recommendation 2)

Recommendation 13 Induction Package and Process

Committee members may not be fully aware of the role and function of the committee or possess the appropriate level of knowledge on key University issues and processes. This may potentially result in inappropriate or delayed decision making, or protracted discussion.

All University committees develop or review their members’ induction package and process, in line with the Rules for the Operation of Committees and Code of Conduct.

Executive Officers 31-Dec-05 Increase effectiveness of committee members’ contribution to committee business, in line with the Working Smart principle for the operation of committees.

All committees required to develop and/or review induction packages for new members. Paperbased samples of induction packages have been available on the web since 2005. An online induction package (sample - Teaching and Learning Committee) was formulated in early 2014 and is available on the website at http://www.teachingandlearning.uwa.edu.au/staff/committe es/teachinglearningcommittee/teaching-and-learning- committee-induction-information-2014. A generic induction package, for adoption by individual committees, is being developed by Academic Policy Services during 2014, for use in early 2015.

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Recommendation 14 New Member Induction

New committee members may not be fully aware of the role and function of the committee or possess the appropriate level of knowledge on key University issues and processes. This may potentially result in inappropriate or delayed decision making, or protracted discussion.

All new committee members are provided with an induction into the business of the committee as detailed in the Rules for the Operation of Committees and Code of Conduct.

Chair and/or Executive Officers

31-Dec-05 Increase effectiveness of new committee members’ contributions to committee business, in line with the Working Smart principle for the operation of committees.

All committees are required to provide induction for new members. The effectiveness to new members of the induction is sought as part of the self-review survey by committees.

Recommendation 15 Members’ Code of Conduct

The value of contribution by committee members or their colleagues may be potentially reduced through committee members’ irregular attendance, late arrival, early departure, attendance without preparation and without review of agendas and supporting documentation or inappropriate behaviour towards other members. This may also result in inappropriate or delayed decision making or protracted discussion.

Adopt Code of Conduct for University committee members as presented in Attachment D, with any appropriate additions as required.

Committees through the Chair and Executive Officers

1-Jan-06 Increase effectiveness and appropriateness of committee member actions, in line with the Good Conduct principle for the operation of committees.


Recommendation 16 Training of Chairs and Executive Officers

The efficiency and effectiveness of committees can be largely affected by the skills, expertise and organisation of the Chair and/or the Executive Officer. Inexperience or lack of expertise may lead to delayed and/or misunderstood agenda items and protracted discussion and decision making. For example, a lack of awareness of the committee reporting lines and key dates for related committees may result in items not being clearly communicated to the required Executive Officers.

Development of additional training courses for Chairs and Executive Officers including refresher courses and advanced courses for more experienced Chairs and Executive Officers.Attendance at training courses should be mandatory for University staff involved with major committees.

University Secretariat and Organisational and Staff Development Services

OSDS 2006 –

1st semester training

programme

Increase the effectiveness of committee Chairs and Executive Officers, in line with the Working Smart principle for the operation of committees.

Organisational and Staff Development Services (OSDS) provides training for chairs and members of Committees. During 2012/13 Academic Policy Services reviewed and revised the workshop papers in consultation with OSDS to ensure alignment with University policies, procedures and protocols for committees at UWA. Executive Officer training is provided by Academic Policy Services and the University Secretary, via regular workshops at OSDS, mentoring and one-to-one inductions. The Executive Officer training has been extensively reviewed in 2013/14 and a comprehensive course outline provided as part of the workshop (refer report Outcome 4)

Recommendation 17 Attendance and Conduct of Members

Regular attendance of members is a standard committee governance measure. Whilst not yet mandatory, from 2004 DEST recommends the reporting of Senate Members’ attendance in the Annual Report in line with company governance reporting requirements. Failure of members to regularly attend meetings and conduct themselves in accordance with the Code of Conduct may impact the contribution of all members.Furthermore, committees may be unable to undertake business due to difficulties in satisfying quorum requirements resulting in the inefficient use of members’ time or undue delay in decision making.

Chairs should monitor members’ performance in line with the Code of Conduct. This may result in the dismissal of committee members who do not regularly attend meetings or who fail to comply with the Code of Conduct. Chairs have the authority with the support of the committee to co- opt new members at any time.

Chairs 31-Dec-05 Increase effectiveness and efficiency of committees and improve the conduct of members, in line with the Working Smart and Good Conduct principles for the operation of committees.

Senate committees are required to report on attendance. Additionally, with effect from 2012, the Chancellor interviews each Senate member on an annual basis.Attendance of members of other committees is monitored by Executive Officer and Chair and any problems normally addressed informally.

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Recommendation 18 Committee Membership Number

Operating in a collegial environment, committees endeavour to include representation from all interest groups. This can result in the membership of committees being unnecessarily large. Further there may be a tendency to include more members to represent constituents fully. It is a misconception that increased membership provides for better representation. Rather it is essential members representing constituents make every attempt to canvass and represent the views of the group.

A review of current membership of committees is undertaken with a view to reducing the number of members when this can be achieved without impacting the effectiveness of committee business or the collegiality that is a hallmark of the University committee system.

Chairs (assisted by Executive Officers)

31 December2006 to be

conducted in line with

Recommen-dation 1

Decrease the time University staff spend within committee meetings, in line with the Collegiality and Working Smart principles for the operation of committees.

Following the 2005 Review, a review of Academic Council and Senate Committees was undertaken and where appropriate committees were disestablished or reduced in size - eg Accommodation Committee was dis-established. During 2013, as part of the Committees Working Party review of administrative efficiency and effectiveness, Executive Officers were encourged to discuss with their Chairs opportunities for reducing membership, reducing the number of committee meetings and where possible dis- establishing committees where no value was being added. A survey in late 2013 indicates that 18 committees (37%) have reduced their meeting frequency, six committees (12%) have reduced their membership over the last two years and nine committees(18%) have instigated appropriate delegations.

Recommendation 19 Multiple Committees

Staff may be members of multiple University Committees. Where appropriate delegation should be considered when the business of these committees differs. Decision making processes and committees’ structure should be evaluated where an individual staff member sits on numerous committees linked within the same hierarchical committee stream, (i.e. discusses the same business or makes recommendations relating to the same actions). The nomination of delegates to sit on committees provides opportunities for staff and shares workload. However it is important to be mindful of the need to communicate committee outcomes back to the delegator.

Committee membership is reviewed in light of the hierarchy within the committee structure. Where a staff member sits on numerous committees across a broad portfolio consideration should be given to the delegation of membership. Where a staff member sits on numerous committees of the same hierarchical stream, consideration should be given to the efficiency of the decision making structure.

University Secretariat in conjunction with Executive Officers

31-Dec-06 Reduce time individual staff spend on the same matters within committee meetings, in line with the Working Smart and Collegiality principles for the operation of committees, whilst providing further development opportunities to high quality staff.

With the introduction of Boards of Studies and the Board of Coursework Studies there has been an increase in the levels of decision-making associated with curriculum and academic policy development. Some individuals are involved in decision-making at more than one level however decisions at the higher level(s) are normally en bloc in accordance with the recommendation of the Chair. During 2012/13, Academic Policy Services has worked with the Chairs of the Boards of Studies, Board of Coursework Studies and Academic Council/Board to introduce further delegations to relevant Chairs or officers (Dean of Coursework Studies) to reduce the load and time spent in full committee.

Recommendation 20 Membership Nomination

Membership of University Committees is an important role in the management of the University. The effectiveness of committees is directly reliant on the skills and commitment of its members.Currently there is an inconsistent and in some cases inadequate application of skills and commitment across the University’s committees.

Nominators should consider a candidate’s skill set and ability to contribute in accordance with the committee’s constitution and Code of Conduct. Similarly nominees should give consideration to their ability to meet the expectations of the committee.

Chairs and Nominees

31-Oct-05 Ensure the appropriate alignment of committee members with committee business and increase the effectiveness of the committee, in line with the Working Smart principle for the operation of committees.

Provision included in Committee Constitutions template for skills and/or qualifications of elected/appointed members to be specified.

August 2014

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Appendix D Proposed Hierarchy of the University Committee System

Tier 1

Tier 2

Tier 3

Tier 4

Tier 5

Peak Office / Committee

Executive Committee[Established by Tier 1]

Standing / Advisory Committee[Established by Tiers 1 or 2]

Standing Sub-Committee[Established by Tier 3]

Working Party/Working Group[Established by Tiers 1, 2, 3, or 4 for a short-term only]

Committees Working Party report August 2014

25

The University Committee System

Tier 1: Peak Office/ Committee [with powers to make decisions and oversee governance in respective areas]

Senate (Corporate Governance) Academic Board (Academic Governance) Vice Chancellor Faculty (Faculty Governance)

Tier 2: Executive Committee [established constitutionally by Tier 1 and with delegated powers to make decisions]

Chancellor's Committee Academic Council Vice-Chancellor's Executive Committee Faculty Board/equivalent

Tier 3: Standing / Advisory Committees [established constitutionally by Tier 1 or 2 with delegated authority to make decisions, where relevant]

Audit and Risk Committee Steering Committee Academic Promotions Committee Research CommitteeStrategic Resources Committee Academic Year Planning Committee Animal Ethics Teaching and Learning Committee

Development Committee Admissions Committee Equity and Diversity Committee Higher Degree CommitteesExternal Environment Committee Board of Coursework Studies Health and Wellbeing Advisory Committee Selection Committees

Development Committee Board of Graduate Research School Human Research Ethics Boards of Examiners

Honarary Degrees Committee Legislative Committee (joint committee of the Senate and Academic Council) Incidental Student Fees and Charges Regulating Committee Appeals Committee (constituted as required)

Legislative Committee (joint committee of the Senate and Academic Council) Research Committee Parking Infringement Advisory Panel

Perth International Arts Festival Board Teaching and Learning Committee Planning and Resources CommitteeArnold Yeldham and Mary Raine Medical Research

Foundation Committee Security and Transport Advisory Committee

Patrick Burselum and Mary Estellee Healey Medical Research Foundation Committee

Strategic Information Technology and Information Management Committee

UWA Cultural Collections BoardUWA Publishing Advisory Board

University Safety CommitteeInstitute of Advanced Studies Advisory Board (responsible to

the DVCR)

Tier 4: Standing sub-

Standing Sub-committee to the Berndt Research Foundation: Professor Ronald M and Dr Catherine H

Berndt Research Foundation Sub-committee

Standing Sub-committees of the Board of CourseworkStanding sub-committee of the University Safety Committee: Institutional Biosafety Committee:

Carcinogenic and Mutagenic Substances Committee; Radiation Safety Committee

Studies: Board of Studies (Bachelor of Arts); Board of Studies (Bachelor of Commerce); Board of Studies (Bachelor of Design); Board of Studies (Bachelor of Science); Board of Studies (Bachelor of Philosophy

(Hons)); Board of Examiners of the Boards of Studies

committees [establishedStanding Sub-committee of the Board of the Graduate

Research School: Scholarships Committee and Scholarships Coursework sub-committee

Standing sub-committee of the UWA Publishing Advisory Board: Publishing Committee

constitutionally by Tier 3 withdelegated authority to makedecisions, where relevant]

Standing Sub-committees of the Teaching and Learning Committee: Grants and Schemes Standing Committee; Awards Standing Committee

Standing Sub-committee of the Legislative Committee: Legislative Drafting sub-committee

Tier 5: Working Party / Group/ Sub-committee [established by tier 1, 2, 3 or 4 for a short-term]

Working Party of the Teaching and Learning Committee: Open Online Education Working Party

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