The Parties agree that:

1. continual change is necessary for the University to maintain and enhance its position as a leading international university. All proposals for change must be aligned to the University’s Strategic Directions. Effective communication between management and staff is integral to a purposeful change process that has significant impact on staff, the aim being to make change as smooth and equitable as possible for both the University and its staff;
2. the sound management of workplace change requires consultation with staff who will be directly affected by that change. “Consultation” means a process by which the parties exchange information about a matter or issue, hold discussions to explain points of view, and take into account the views of the other party/parties. The consultative process will be collegial, but consultation does not necessarily mean that an agreement can be reached. If agreement is not reached, reasons will be given;
3. consultation requires that the views of both staff members who will be affected by the change, and the Unions, must be taken into account and considered during the change process. At any stage, a staff member may involve a person of his or her choice, including his or her Union representative but not a barrister or solicitor in private practice;
4. matters which only affect an individual staff member are not normally part of the managing change process. Matters affecting an individual staff member which are not resolved may be dealt with under clause 317 to 318 or 322 to 326; and
5. the managing change process described in this clause applies to changes in work activities or services, hours of operation or working hours, organisational structure and work processes, technological change or the redeployment of staff members.

The University will provide heads of academic and administrative units with guidance about the management of change in their area. Heads of academic and administrative units will have meaningful and timely consultation with affected staff before decisions are made. The timing and rate of change will allow staff the time to consider their options.

The change process will include the following:

1. situational assessment, describing the current operation and the opportunities for improvement identified;
2. statement of a vision for the desired future state following the implementation of change;
3. planning for change, describing how the future state will be achieved; and
4. the evaluation and confirmation of change.

When a situational assessment by management leads to a proposal for change, management will, in consultation with staff, develop a written draft proposal for change, outlining the vision which initiates the proposal, the nature and rationale of the proposed change and the expected outcomes, including advantages and disadvantages. The views of staff will be sought on the draft proposal and suggestions of staff will be noted in the written draft.

If the University decides to proceed with the change, managers will prepare a formal written change proposal. This formal proposal will include engagement with the views of staff on the draft proposal and these will be illustrated in the written proposal. It will address the following:

1. nature and rationale;
2. proposals to mitigate negative effects including training and redeployment;
3. expected outcomes including expected advantages and disadvantages;
4. ways to minimise any disadvantages to occupational health and safety in the workplace;
5. financial implications;
6. the timing of the consultation and implementation of change;
7. implications for staff including changes in duties, number of staff, workload, work environment; and
8. mechanism for assessing and reporting on the progress of the change, and evaluating the change with staff.

Managers and Supervisors will distribute the final change proposal and relevant documents to affected staff for consultation, and if requested by a Union, copies will also be provided to the Management and Staff Consultative Committee, which may discuss the proposal and make recommendations to the relevant Managers and affected staff. Consideration must be given to any recommendations of the Management and Staff Consultative Committee and consensus with staff should be attempted before a final change plan is determined.

Following the final change plan, further consultation with affected staff will occur prior to the development of a written implementation plan. This implementation plan will include a timeframe for evaluating the change. Consideration of the views of staff will be noted in the implementation plan.

If the final change proposal involves a reduction in the number of staff, Part J of this Agreement will be followed except in relation to English language teaching staff (to whom Part J does not apply), in which case schedule 5 will be followed.