Academic Promotion to Level B - Procedures

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Academic Promotion to Level B - Procedures


Approval authority
Vice-Chancellor and President
Responsible officer
Vice-Chancellor and President
Designated officer
Deputy Vice-Chancellor (Academic)
First approved
6 June 2017
Last amended
4 June 2018
Effective start date
8 June 2017
Review date
6 June 2022
Active - under review
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Superseded documents
Academic Promotion - Procedures
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Please refer to the University’s Glossary of Terms for policies and procedures. Terms and definitions identified below are specific to these procedures and are critical to its effectiveness:

1. Purpose of procedures

These procedures outline the process for annual promotions rounds and make clear the requirements of Senior Officers of the University to ensure administrative responsibilities are fulfilled and policy principles are implemented effectively.

2. Call for applications

2.1 On behalf of the Vice-Chancellor and President, the Director, Human Resources calls for applications each year.

3. Advice to Prospective Applicants

3.1 Within ten working days of the call for applications:

(a) Prospective applicants who are considering applying for promotion to Level B advise their Head of School/Director of Research Centre by email of their intention to apply and provide a brief summary of their case for promotion.

(b) In all cases, the summary is to be no more than one page in length. The Head of School/Director of Research Centre will provide a response via email.

3.2 Within a further ten working days, the Head of School/Director of Research Centre meet with each prospective applicant to discuss their intention to apply and provide advice about the content and presentation of the summary of their case for promotion. This can include recommending not applying or postponing applying if the Head of School/Director of Research Centre deem it to be in the best interests of the prospective applicant because the case is not likely to substantiate the performance and achievement required for promotion.

4. Submission of Applications

4.1 An application should comprise:

(a)   The summary of the case for promotion to be no more than one page in length

(b)   Performance Planning and Review (PPR) documentation including Curriculum Vitae

4.2 Applications are submitted by email to the Executive Dean by 5.00 pm on the closing date, which is specified in the call for applications. Late applications will not be accepted.

4.3 If an application is received from an applicant who failed to advise of their intention to apply in accordance with Clause 3.1, the application is deemed ineligible for consideration.

5. Evaluation of Applications

5.1 Applications are evaluated to determine whether or not an applicant has demonstrated sustained academic performance and achievement commensurate with the level to which they are applying to be promoted.

5.2 The Executive Dean in each Faculty evaluates applications to Level B and makes recommendations to the Deputy Vice-Chancellor (Academic). The Executive Dean may wish to invite other suitably qualified people to make recommendations on the application.

5.3 A member of the Faculty cannot advocate for an applicant or have a conflict of interest due to the existence of any relationship with an applicant that may influence their evaluation of a promotion application.

5.4 Discussions relating to promotion applications are to be treated with the strictest confidence by all participants in and observers of the promotion process.

5.5 The academic performance and achievements of each applicant, as presented in the application, are to be evaluated in relation to the norms that prevail in the applicant’s particular discipline or field, and relative to opportunity.

5.6 The University’s wellbeing and reputation depends on a wide and varied range of academic contributions. Thus when considering a case for promotion, it is recognised that:

(a) Academic staff work in a variety of disciplines that have differing expectations and norms;

(b) Workload allocations for academic staff vary, particularly in relation to the proportion of time assigned to undertake teaching, research and engagement;

(c) The focus of an academic staff member’s work and the balance between the three areas of performance can change throughout their career;

(d) Staff have diverse responsibilities and varying opportunities to engage in the full range of academic activities and service to the University.

5.7 The notional allocation of time and effort affects achievement in the areas of achievement. It is recognised that specialisation in one area of performance may occur, for example in teaching-focused and research-focused positions. Where this is the case, the expectation is that performance and achievement in the designated area/s of specialisation is/are significantly superior and is/are commensurate with the current level in the other area/s.

5.8 Clinical Teaching

(a) Staff in clinical teaching positions and teaching-focused appointments normally have less, if any, involvement in research. However, evidence of a scholarly approach to teaching is expected.

(b) Clinical teaching emphasises experiential learning, the establishment of effective links between theory and practice and the development of a strong professional identity and exceptional clinical skills. Clinical teaching can occur in real world or simulated settings.

(c) The University recognises that academic staff in clinical teaching and teaching-focused positions should have equitable access to promotion. However, the expectation is that their performance and achievements in teaching will be significantly superior.

5.9 The University uses the Academic Position Classification Guidelines (PCGs), which are generic statements, to describe the broad categories of responsibilities of academic staff at different levels.

5.10 The work of academic staff is such that the levels of appointment share common tasks. The University has identified distinctions between academic levels in the activities, outcomes, quality, influence and impact of teaching, research and engagement. To clarify these distinctions, profiles of the levels have been developed to complement the PCGs.

6. Academic Levels

6.1 In order to evaluate applications objectively, fairly and rigorously, profiles of the academic levels have been developed and are to be used to determine recommendations to promote.

6.2 Level B (Lecturer)

Generally, a Lecturer is an academic who can demonstrate competence in the area/s of performance and achievement relevant to their appointment and workload allocation.

(a) Teaching

A Lecturer can demonstrate effectiveness as a teacher and sound independent contributions to delivering teaching, learning and graduate outcomes. They are taking advantage of opportunities to further develop academic practice, knowledge and skills in learning and teaching, leadership and administration, for example, by taking on roles such as Course Coordinator.

(b) Research

A Lecturer has launched a research track record and is developing their research profile. They make substantial contributions to research projects; supervise honours students and candidates for higher degrees by research and play a part in successful grant applications. They can provide evidence of developing a track record of publishing in refereed journals and beginning to make productive connections with others in their discipline/field within and beyond the University.

(c) Engagement

A Lecturer can demonstrate engagement within the University through: contributions to governance; coordination of and participation in Faculty/School capacity-building activities; and activities that contribute to the student experience, for example, through involvement in co-curricular and extra-curricular activities that contribute to enhancing the student experience, for example, student recruitment, first year experience, and student engagement initiatives. External engagement can involve: developing productive industry and community links that benefit students, the community and/or the University; undertaking consultancies and applying discipline knowledge and skills that benefit external stakeholders and partners; and encouraging participation in University life through outreach activities.

7. Recommendations and Decisions to Promote

7.1 The Deputy Vice-Chancellor (Academic) may seek advice or clarification from the Executive Dean on any recommendation to promote.

7.2 The Deputy Vice-Chancellor (Academic) can approve or not approve any recommendation to promote.

7.3 The Deputy Vice-Chancellor (Academic)’s decisions are final.

7.4 Each applicant is advised in writing by the Executive Dean whether or not their application has been successful.

7.5 The Vice-Chancellor and President reports all promotions to Council.

7.6 After the promotion round is complete, the Vice-Chancellor and President announces promotions to the University community.

8. Implementation

For successful applicants, promotion to the next level will apply from 1 January in the year following the call for applications.


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