ATEM Matters #46

May 2013

In this issue…

TEMC 2013 2

Post TEMC events in Hobart ...... 3 Editorial 4 President’s Report 5 Executive Director’s Report 6 Conference Reports 9 TEMC 2012 – Final Report ...... 9 News and Announcements 12 Membership Upgrades ...... 12 New Members ...... 12 News on the Emerging Leaders and Managers Program (eLAMP) ...... 9 Upcoming Events ...... 13 ATEM: Professional Development Focus on Social Media 13 From the LH Martin Institute for TE Leadership and Management 14 Call for Papers ...... 16 Special Issue of Journal of Higher Education Policy and Management: The Work of Leadership in Tertiary Education Management 16 Release of the new ATEM app...... 17 Regional Roundup 18 Change to ATEM Regional Boundaries ...... 18 Aotearoa Region ...... 19 Bass Region ...... 20 Central Region ...... 21 New South Wales/Australian Capital Territory Region ...... 22 Western Region ...... 23 PNG Chapter ...... 23 Secretariat News 25 Articles 26 Talkback: Myths about research cultures ...... 26 Review of universities’ reporting requirements recommends move to national information repository ...... 28 Leadership: Your first 100 days ...... 29 ER News – Australia ...... 31 Employment & Workplace Relations in Australia 2013 31 ER News – New Zealand ...... 32 5 reasons why you need a social media policy 32 Contacts 34

TEMC 2013

Renee Brown, Leishman & Associates The Tertiary Education Management Conference for 2013 Trends, Tradition and Technology will this year will be held in the picturesque city of Hobart. The Organising Committee have worked tirelessly to secure some thought provoking and enticing keynote speakers for 2013 including Professor Peter Rathjen, Vice-chancellor and President of the University of Tasmania and well known Tasmanian Bob Brown. Bob resigned from the Senate in June 2012 to establish the Bob Brown Foundation, a not for profit organisation dedicated to supporting environmental campaigns and green causes in Australia and our region. He is a published author and acclaimed photographer. Also included is Dan Gregory; a speaker, author, educator and innovator. He is the cofounder and CEO of The Impossible Institute™, an innovation and engagement organisation that advises management and sales departments on what truly drives their customers and employees, builds highly functioning, multidisciplinary teams with collaborative intelligence, applies discipline to creativity, removing the randomness and imitation from innovation and strategic planning, and advises the C-Suite and boards on how to lead with the power of a purposeful and compelling identity in a rapidly changing world. The lineup of speakers is further enhanced by Professor Linda Kristjansen, Vice-Chancellor, Swinburne University of Technology and Paul Wappett, CEO of Open Universities Australia, both speaking from quite different perspectives about the changing face of education and universities into the future and how they are meeting that future. We have had a large number of abstract submissions for the conference and we are hoping to provide a comprehensive and exciting program for this year’s event. The organising committee and program committee would like to thank all authors for their efforts and contributions and are sorry we cannot put everyone in to the program. The Organising Committee for 2013 would like to take this opportunity to acknowledge the support of all of their wonderful sponsors and exhibitors, including Woods Bagot, Wilde and Woollard and Hindmarsh. The 2013 committee have Toby the Travelling Tasmanian Tiger, he is the conference mascot and has been travelling Tasmania representing the conference. Toby is currently with Business Events Tasmania accompanying them on their travels around the state. The social program will this year commence at the world renowned MONA (Museum of Old and New Art) on Sunday 15 September which is guaranteed to impress delegates attending. We would like to thank Hindmarsh, our Welcome Reception Sponsors for their support of the conference.

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The Conference Dinner theme for 2013 is Convicts, Captains, Wenches and Ladies. To be held in the historic Macquarie Wharf 2 Shed, be transported back in time to the early settlement of Van Diemen’s Land. The Conference Dinner is proudly sponsored by Woods Bagot and Wilde and Woolard. This year lots of pre and post conference touring options have been added to the program. Some of the highlights of the tours include Port Arthur, Mount Field National Park, Mount Wellington and much more. We would like to encourage delegates to stay on to experience this beautiful Island of Tasmania.

For more information on the conference or to register please visit www.temc.org.au We look forward to welcoming you to the beautiful city of Hobart in September. Post TEMC events in Hobart There are at least three post TEMC events scheduled in Hobart in the days after the conference.

1. National Symposium for FGMs and School Managers | Challenges, Crises and Careers This event is an opportunity to attend this international symposium dedicated solely to faculty and school managers. Guest speakers include Dr Stephen Weller, ATEM President and COO and DVC (Administration) and Prof Leo Geodegeburre, Director, LH Martin Institute. More information will be released shortly about this but keep the date Thursday 19th September (Hobart) in your diary.

2. eLAMP Module 1 and Module 2 Workshops

Module 1: Managing and Developing Yourself 19 September 2013, Hobart

Module 2: Managing and Developing Others 20 September 2013, Hobart

3. Policy Development Forum IX – 19 September Hobart The ninth in the ATEM Institutional Policy Network’s series of successful forums will be held at the University of Tasmania directly following this year's Tertiary Education Management Conference in Hobart. The forum will provide an opportunity for TEMC delegates, members of the Policy Network and other interested parties to discuss policy themes from this year’s TEM Conference, share policy case studies and best practice examples, refine policy development concepts and models, and work through policy challenges in specialised and general policy areas. More information at http://www.atem.org.au/professional-development/v/2013-09-19/policy- development-forum-ix-19-09-13-hobart.

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Editorial Welcome to ATEM Matters #46, the first issue for 2013 and the last one for me as Editor. I have thoroughly enjoyed editing this publication (including co- editing earlier editions with Linda McKellar). I am stepping down from the Association Secretary role in June after five years on Council with three as Association Secretary and two as General Councillor.

Carroll Graham has kindly agreed to be the Acting Association Secretary until the 2014 elections and will be editing future editions of ATEM Matters. Part of good governance is succession planning and I am confident that this important position is in very good hands in Carroll and I wish her all the best in this role. I’d also like to take the opportunity on congratulating Carroll on the recent completion of her EdD exploring the role of professional staff in the student experiences. This issue, as always, is full of information about the many happenings at ATEM and in the tertiary education sector. This edition traditionally headlines with the forthcoming Tertiary Education Management Conference and this issue is no different. TEMC 2013 will be in Hobart in September. As usual we have reports from ATEM’s President, Stephen Weller and Executive Director, Paul Abela to keep you up to date with what has been happening at Council and beyond since our last issue. We have the usual Regional Roundup from Regional Chairs, who report on events and news from their regions. Our News and Announcements section includes details about new members and membership upgrades since the last issue, a selection of professional development offerings and the like. Please feel free to contribute your news and the news of your organisation to ATEM Matters, especially those of you from New Zealand. This issue has articles selected to provide you with some interesting reading. As well as the lead article about TEMC13, we have contributions about the recent review of universities’ reporting requirements and the first 100 days in a new leadership role. We again have a ‘talkback’ piece and these have proven to spark lively debate on our LinkedIn space in the past. This time the subject is ‘myths about research culture’ by Tseen Khoo, aka The Research Whisperer, who provides the impetus for this opportunity to contribute on the ATEM LinkedIn page. We also see a return to our regular articles on Employment Relations in Australia and New Zealand. Au Revoir Heather Davis Editor, ATEM Matters and ATEM Association Secretary [email protected]

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President’s Report

2013 COUNCIL I congratulate the re-election of Tony Heywood as Vice-President, Rex Jones as Treasurer, Jennifer Martin as Chair NSW/ACT Region, Barbara May as Chair Aotearoa Region and Louise Seaman as Chair Central Region. I also want to take this opportunity to acknowledge the service to Council by outgoing member Joanne Austin in her role as General Councillor and previously Chair Bass Region over the past 9 years. These changes come in to effect at the AGM in May.

LH Martin Institute Ex-Officio Membership on ATEM Council The ATEM Council unanimously resolved to extend to the LH Martin Institute an Ex-Officio membership of Council. The Institute Director will be invited to nominate a representative to attend Council from September 2013 onwards and we believe that this is a natural extension of the strong relationship between ATEM and LHMI. As ATEM President I have the privilege of representing ATEM on the LHMI Advisory Board and this relationship will now be reciprocated through the presence of LHMI at our Council. NSW/ACT REGION This is my first report as President within the NSW/ACT Region – marking my return to my ‘home region’ and my third region across my time as President. I am in my first week at Australian Catholic University and believe that the multi-state operation of ACU will allow me to have regular interaction across NSW/ACT, Bass and Queensland. I also look forward to continuing to interact across the other regions of ATEM.

2012 FINANCIAL OUTCOME It is with considerable satisfaction that we will at our April Council meeting consider the 2012 Financial Outcome at which the Treasurer will report on the surplus result and the planned surplus result for 2013. After a period of considerable investment in our staff, systems and services which necessitate spending accrued reserves we have now achieved what I believe is a sustainable financial model for the future of ATEM. There are key trends that continue to emerge in our financial operations that warrant the further attention of Council now and into the future including the growth of Premium Corporate membership and the continued growth of customised professional development. As a Council we need to continue to ensure close attention to our financial operations and in particular with a view to ensuring the reserves of the Foundation are able to move to fully support our Awards into the future.

EXECUTIVE COMMITTEE The Executive Committee met in Sydney in February as was the case in 2012 to ensure timely attention to the financial operations of ATEM. In addition the Executive Committee recommended arrangements be made for the role of Assistant Secretary and for Terry Fulljames to take this role to work alongside Paul and Kim in the Secretariat. The motion was approved at Council. The Executive Committee also considered a clearer delineation of the roles of the Vice-Presidents in advance of the introduction of the third Vice-President in 2014. These roles, Vice President – Governance and Vice- President – Strategy were approved at Council as was the new position from 2014 Vice President – Professional Development.

PNG CHAPTER Great work continues to occur in the establishment and operation of the ATEM PNG Chapter with substantial work occurring in the last three months relating to development of operating procedures, establishment of

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draft budgets, liaison with the PNG universities and preparation of funding submissions. Linda McKellar, who has oversight of our international activity, will provide a detailed report to the April Council meeting including the planned launch of the PNG Chapter in late April in Madang (see separate report in this issue).

MEMBERSHIP I don’t usually take the opportunity to comment on membership movements in ATEM mindful that these can rise and fall based on wider events across the Sector but did want to take the opportunity in this report to highlight that at the end of March 2013 we are at 1,374 members with represents a rise of 10% since 2010. Pleasingly in the first quarter of 2013 all regions recorded a positive movement in membership and there remains a core group of approximately 20 International Members from PNG who we also expect to finalise their financial status in the next quarter seeing continued growth. Dr Stephen Weller 12 April 2013 [email protected]

Executive Director’s Report

I received an email from a colleague and long-time ATEM member from New Delhi this week, saying how much she appreciated receiving Weekend Update and how she liked the way ATEM was headed. As a long time member myself it is gratifying to hear this feedback. I have heard similar opinions on the direction we are heading in and I am sure local regional chairs and councillors are very open to feedback about what things are meeting with approval and what can be improved. I certainly welcome any feedback. ATEM is a member organisation and as such exists only for its members and for the sector so we are constantly seeking improvements on how to make it the association you want. This positive feedback is also reflected at Council where there has been the establishment of a clear direction for ATEM. Council is reflecting its optimism in the release of the new strategic plan for 2013 to 2016. It will shortly be released on the website. Please note that each PD activity is surveyed for feedback and we take very seriously your opinions on the quality of our programs. Quality is very important to ATEM as it promotes best practice in the sector. The 2nd Annual ATEM/ Campus Review Best Practice awards for Tertiary Education Management. In football terms, there is something called second year syndrome. This is when a rookie player has an outstanding first year only to falter the next year. We are hoping that the 2nd Annual Best Practice awards does not fall victim to second year syndrome and that the enthusiasm which saw nearly 100 entries arrive before the 30th June will be equalled or bettered in 2013. But dear members this is up to you.

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The first awards were extremely well received in the industry and as you can see the business partners also believe in the worth of the awards. Campus Review continues to support the awards and we are very keen to see them continue into the future. But ultimately it is about the need for our profession to recognise its own and just to be nominated is in itself a terrific recognition of work undertaken and innovation shown. You will note that we have some new sponsors this year so as well as encouraging everyone to look at the products of our second timers, as well as the products of our new friends. This year the awards ceremony will be held at the iconic and stunning Cascade Brewery site in Hobart on September 16th 2013 as part of the Tertiary Education Management Conference. The location is surrounded by mountains and surrounding gardens and provides a fantastic ambience to allow celebration of our profession. The 2013 categories are

The L H Martin Institute Award for Excellence in Leadership The Dragon NaturallySpeaking Award for Excellence in Innovation The ResearchMaster Award for Excellence in Research Management The Higher Education Services Award for Excellence in Financial Management The Knowledge Partnership Award for Excellence in Marketing, Communication and Public Relations The CPSU/ Professional Staff Union Award for Excellence in Community Engagement The HR Global Innovations Award for Excellence in Human Resource Management The Campus Living Villages Award for Excellence by a New Entrant in Tertiary Education Management Excellence in Student Administration and Customer Service The Cyon Computing Award for Excellence in Information Technology Management

See our website for more information. Note applications close on 30 June, 2013. Media My article in response to the Ernst and Young report was published in the Campus Review February edition along with an advertisement for the ATEM Campus Review Best Practice Awards. The on line edition of Campus Review also launched the awards Campus review is also running a series entitled Winning ways which highlight the 2012 Best Practice Award winners. So far they have featured the student admin and customer service award, the finance award and the research management award. We have been publishing Weekend Update on LinkedIn this year and we now have 467 subscribers in Addition to the 2500 who subscribe each weekend. AACRAO presentation This year I had the privilege of being invited to the 99th conference of the American Association of Collegiate Registrars and Admissions Officers held in the beautiful city of San Francisco. AACRAO are our sister organisation in the United States. Last year, TEMC delegates will remember the speech by Bob Botranger from AACRAO. My paper was on the state of the professional in Australia and New Zealand whether we are increasing our status. It was a tri country paper taking in Canada and the USA. The paper revealed that in Both Canada and the US that professionals are moving forward and increasing their stake in the higher education sector. In talks with AACRAO, we are continuing to discuss many different ideas on how to increase cooperation.

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Professional Development The big three training events of 2013 Along with the many regional programs being run this year, there will be three major initiatives from ATEM that you should look out for particularly if you are in OD, Marketing or faculty or school management. Organisational Development for change For the first time in quite a while, ATEM is organising a conference for OD professionals called “OD for Change” it is an important networking event for all those involved in organisational development in the sector.

 How do we (can we) contribute to the many organisational changes being experienced in the Higher Education sector? How do we adapt ourselves in the face of those changes?  What major challenges are we addressing across the sector? How can we share experiences (even collaborate) across the sector?  What specific opportunities are there for ongoing networking and collaboration with ATEM, regionally and nationally (Australia and New Zealand)? We have also created space within the program for regional groups to discuss ongoing collaboration and networking including collaboration with ATEM regional groups. Look out for further information in the Weekend Update. The Portside Centre , Sydney Thursday 18th July and Friday 19th July till 2.30 pm (A conference dinner will be held) Marketing and Communications Management Symposium We are holding a symposium for those involved in the marketing, communication and PR areas of the tertiary sector. The philosophy behind these symposiums is not to have experts talking as we believe the people in the room are the real experts, so most of the day is left to the group to talk about issues that have real impact and importance to them. Leading discussion will be Stephen Holmes from The Knowledge Partnership. Stephen will give a rundown of the current state of the “market” in Australia, the challenges and opportunities.

Also presenting on the day will be Dr David Craig. David is Pro Vice-Chancellor and Director Marketing and External Relations at the Australian Catholic University

This will be a one day event at RMIT Melbourne on Thursday 15th August. National Symposium for FGMs and School Managers This post conference event to be held straight after TEMC in Hobart this year will be an opportunity to attend this international symposium dedicated solely to faculty and school managers. More information will be released shortly about this but keep the date Thursday 19th September (Hobart) in your diary.

Paul Abela, ATEMF ATEM Executive Director [email protected]

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Conference Reports TEMC 2012 – Final Report Renee Brown, Leishman & Associates The 2012 Tertiary Education Management Conference was held at The Adelaide Convention Centre from the 16 – 19 September 2012. The Conference was very well attended with a record breaking 760 delegates, and was held over 4 days which included up to 8 concurrent sessions and 6 keynote presentations. Social functions consisted of a Welcome Reception on Day 1, and a Conference Dinner on the final night of the conference. All social functions were held off site allowing the committee to showcase different aspects of Adelaide. The theme for the 2012 Tertiary Education Management Conference was The Right Blend: Innovation and Transformation. Under the conference theme The Right Blend: Innovation and Transformation submissions were invited which addressed: THE RIGHT.....

 PEOPLE – staff, students supplies, independent contractors, staff wellbeing  LEADERSHIP – change, vision, innovation, strategy, HE sector, values, budgets  TECHNOLOGY – blended learning, on-line services, Web 2.0 applications, social networking, virtual world, Intellectual Property, Network Security  FACILITIES – space, campus operations, security development, grounds, asset management, and maintenance. The final program was set with six keynote presentations and 64 speaker session and six poster presenters. The program was divided into eight concurrent sessions. Additional items in the program included 8 Sponsor Speakeasy sessions. These were available for sponsors of the keynote sessions and for the major sponsors and were facilitated in the plenary room and were between 5 and 10 minutes duration. A speakeasy session was also given to each association allowing them to update the delegates on what was happening in their association and to encourage new members. The following table includes results from the Post Conference Survey. The majority of responses showed the program structure and content Very Good.

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Keynote Speakers There were six keynote speaker sessions in the program for 2012, these included two speakers from industry and one international industry speaker.

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Association Breakfast and Awards ATEM held their annual breakfasts on the Tuesday of the conference, with both functions being very well attended. Both breakfasts were served as a buffet rather than a plated meal after feedback from the 2011 and 2010 conferences. This change was well received. 173 delegates attended this breakfast. For the first time both ATEM and TEFMA held award functions on the Monday evening. While not managed directly as part of the conference, registration for each of these events was included in the conference registrations. ATEM held their Awards function was held in The Bradley Forum, University of South Australia wit 89 attendees. Conference Dinner The Conference Dinner was again co-sponsored by Woods Bagot and Wilde & Woollard. It was held on Wednesday 19 September 2012 at The Adelaide Entertainment Centre. Delegates were entertained by Tim Campbell and his band, featuring music from the smash hit musical “SHOUT” and later in the evening cover songs from the 70’s, 80’ and 90’s. The committee wanted the evening to be like a concert experience. To create this atmosphere high tech lighting and CO2 cannons were used. To add to the evening a photo booth was created which provided to be very popular with the delegates. Guests enjoyed a selection of canapés on arrival, followed by a three course alternating drop meal with dessert platters. Beverages consisted of local beers and wine. The dinner was rated as Excellent, with many delegates saying it was the best dinner that TEMC has hosted.

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News and Announcements Membership Upgrades

Congratulations to the following ATEM Members who have been recognized for their contributions and commitment to tertiary education and the profession. Fellows: Damian Barry, Bass Region Wendy Newport-Smith, Aotearoa Region

Have you considered upgrading your membership to Associate Fellow or Fellow? Here are the criteria: Associate Fellow status is awarded to members who possess a degree and/or equivalent professional career knowledge, skills and experience in tertiary education For more information and application management. To become an Associate Fellow, details, see you must have at least three years experience in tertiary education management and have http://www.atem.org.au/become-a- held a management or leadership position for member/membership-upgrades. a minimum of two years.

Associate Fellows must complete a minimum of thirty (30) hours of continuing professional development (CPD) each year, and can use the post nominal ATEMAF. Fellow status is awarded to members who have been working in tertiary education administration and management for at least eight years, and in a senior role demonstrating strategic management and leadership for a minimum of two years. Leadership and service to the tertiary education community over at least five years must also be demonstrated. The award of ATEM Fellow recognizes members who have pursued their professional development and helped to improve professional practice. The award of Fellow represents the culmination of a sustained period of commitment to the profession and reflects the superior level of achievement in both professional practice and professional development of the member. Fellows must complete a minimum of thirty (30) hours of continuing professional development (CPD) each year, and can use the post nominal ATEMF.

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New Members We welcome our 120 new members who have joined ATEM since December 2012.

International Luke Chandler Central Alison Johnston Georgina Clarke David Brittan, Rachel Colombi Kathryn Lowry Aotearoa Marian Costelloe Rita Mitkas Lily Belabun, Reynold Dias Carmel Nicholas Mark Brown Anthony Falzon Victoria Saint Adrian Charlesworth John Fong Mark Williams Anne Folkema Daniela Herrera Toro Maxine Habraken Jane Holt NSW / ACT Rajni Herman Janet Kemp Dee Adam David Jenkinson Peter Lawford Rafat Alam Pat Jones Jessica Lightfoot Linda Barbour Tala Kalauni Rosemary Lyne Arpana Bothra Lynne McSweeney Natalie MacDonald Grace Bryant Bernard Morrison Marcia Macgugan Marisa Buskariol John Neal Carol Nahal Jacqueline Clements Christo Potgieter Blanca Pizzani Trina Collinge Sue Roberts Vladimir Prpich Vernon Crew Caryl-Louise Robinson James Seaford Suzanne Crew Marion Smith Julie Spencer Chris Dennis Kelly Storey Tim Stephens Karina Doblander-Azurin Aruna Sundar-Lal Alan Taylor Peter Harris Julie Weaver Martin Taylor Belinda Howell Tess Watson Grant Jacobs Bass Janet White Stephanie Jarvis Denbeigh Armstrong Katharine Woods Laura Juratowitch Kat Aspinall Andrea Young Sharon Kendall Timothy Bryce Lan Zhou Terri Landford Laura Burge Vivienne Latham Anthony Calder Andrew Little

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Sharon McCabe Claire Shrewsbury Sam Mills Mark Spain Western Alex Murphy Claire Stoneman Pamela Basden, Steve Nadudvary Ann Tout Vivienne Blake Elizabeth Nair Helen Tsykalas Lisa Cluett Penelope Neuendorf Kym Turnbull Barb Cooper Julie Powter Nick Walsh Alan Dent Lesey Pullen Jana Wedlock Joanne Faulkner Penny Purvis Jenny Williams Dylan Korczynskyj Samitha Ramanayake Scott Yates Erica Lewin Swagatika Rath Jane McCaffrey Beverley Richards Queensland Tina Sallis Paul Rowland Martin McCarron, Stephanie Tchan Kerry Scott Jennifer Montague Rebecca Treloar-Cook Stuart Semple Hayley Vinnicombe

News on the Emerging Leaders and Managers Program (eLAMP)

By now ATEM members will be well aware of this program designed as a resource for new and aspiring managers in the tertiary education sector. Since its launch in September 2013 we have over 150 participants, including a sponsored cohort from the Canberra region. The Canberra region cohort participated in the Module 1 workshop on 8 May. If you wish to discuss possibilities for institutional capacity building in your institution please contact Dr Heather Davis ([email protected]) or for individual enquiries, contact, Paul Abela ([email protected]).

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Forthcoming Public eLAMP Workshops The following workshops will run in 2013 with more added as demand grows:

Module 1: Managing and Developing 20 June 2013, 26 August 2013, 19 September Yourself Brisbane Auckland 2013, Hobart

Module 2: Managing and Developing 21 June 2013, 27 August 2013, 20 September Others Brisbane Auckland 2013, Hobart

Module 3: Managing and Developing the 29 August 2013, 3 October 2013, Business Auckland Melbourne

Module 4: Understanding the Tertiary 30 August 2013, 4 October 2013, Education Landscape Auckland Melbourne

Bookings are essential for these workshops and participants must have completed the eLAMP module prior to attending the workshop. To book, please visit: http://www.lhmartininstitute.edu.au/executive-education-programs/leadership- programs/112-emerging-leaders-and-managers-program-workshops eLAMP Capstone Assignment For the many participants working through the eLAMP curriculum for credit, please note that capstone assignment registration will soon be available. The period 16 December 2013 – 7 February 2014 has been set aside for guided supervision and assessment by academic staff at the LH Martin Institute. Workshops for all eLAMP modules will be offered prior to this Capstone supervision period.

Upcoming Events ATEM: Professional Development Focus on Social Media ATEM is offering several opportunities to learn more about social media in the coming months. Developing your career in tertiary education: tips and tricks including the power of networking and social media This is one of the many interesting sessions to be discussed at this year’s Middle Managers Program to be held in Queenscliff 27-29 May. Register for the MMP.

Social Media In A Higher Education Setting | 31 May, Melbourne with Maree Conway Social media has been with us for a few years now, and it's a tool that is rapidly expanding both its reach and the ways in which it can be used in our work and personal lives. In an increasingly collaborative and connected digital world, social media provides a way for us to communicate, share and stay in touch both inside and outside organisations. It’s still a relatively new way of interacting for many people. The social media ecosystem can seem like a confusion of systems and platforms, and varying degrees of intellectual depth can create misleading

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impressions about value. Working out which ones will give you the most value for you and your organisation can therefore often seem like an overwhelming and pointless exercise. This workshop will introduce you to the main social media platforms and tools, what they are used for, criteria for judging their value to you, and how to start using them today. It will cover topics such as: how to curate and share useful information; managing your network; using social media to connect with your customers as well as internally; dealing with privacy issues; the need for social media policies; and, building your online reputation.

Social Media In Higher Education: Predictions, Practices, Policies, Problems | 1 July, Adelaide Register here

From the LH Martin Institute for TE Leadership and Management College (Un)Bound: The Future of Higher Education Thursday, 6 June 2013 10.00-11.30am (AEST) Free webinar but registration required to participate The four-year college experience is as American as apple pie. So is the belief that education offers a ticket to a better life. But with student-loan debt surpassing the US$1 trillion mark and unemployment on the rise, people in the U.S. are beginning to question that value. In this webinar Jeffrey Selingo, editor at large for The Chronicle for Higher Education and author of upcoming book College (Un)Bound, will discuss how America’s higher education system is broken. The great credential race has turned its universities into big business and fostered an environment where middle tier colleges can command elite university-level tuition while concealing staggeringly low graduation rates and churning out students with few hard skills into the job market. By casting a critical eye on the current state of affairs in the U.S., Jeffrey’s presentation will provide a cautionary note to university leaders everywhere. In particular, on questions future students will be asking which universities must be able to answer and how technology will transform learning for the better.

This webinar is conducted via WebEx (software download not required). Participants attend using their own computers or mobile devices with access to the Internet, audio connection and, ideally, a webcam. To attend, please click on the Register button on this page. We will send you an e-mail with your login details after we have received your registration. To register, visit http://www.lhmartininstitute.edu.au/seminars-conferences-and-events/119-college- unbound-the-future-of-higher-education

This webinar is part of LHMI By Demand series - seminars and webinars on topics or people suggested to us by the LH Martin Institute community in late 2012 and early 2013. Have a suggestion for future seminars/webinars? E-mail Marisa at LHMI.

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Tertiary Education Leadership Program facilitator

Associate Professor Elaine Stratford is Head in the School of Geography and Environmental Studies at the University of Tasmania, and presently Chair of the Southern Regional Reference Group of Tasmania, tasked with advising Ministers O’Byrne and Crean on elements of Tasmania’s regional economic development plan.

Elaine is a Fellow of the Institute of Australian Geographers and serves on the Boards of Directors of the Global Islands Network, the International Small Islands Studies Association, and the International Geographical Union’s Commission on Small Islands. She is a Corporate Member of the Planning Institute of Australia and a Cabinet appointee to the Tasmanian Resource Management and Planning Appeals Tribunal. Deputy Editor of the international Island Studies Journal, Elaine is also on the Editorial Boards of the Journal of Geography in Higher Education and the journal Urban Policy and Research.

Since the mid-2000s, Elaine has spent a significant amount of time focused on questions of servant and distributed leadership, and is an inaugural graduate of the LH Martin Institute’s Masters of Tertiary Education Management at the University of Melbourne.

Features of the program The program is based on the premise that among those working at the level of departments and schools the important questions of leadership and management in higher education are best addressed in conversations that matter. Each module will emphasise exchange and reflection, using appreciative inquiry. Guest speakers: high profile and experienced leaders will share with the group their experiences of leadership. Solutions-based learning: engaging small groups of participants working together to learn from experience and share their insights with the larger group. Case studies: descriptions of leadership issues in Australian, New Zealand and other countries’ tertiary education, intended to illuminate how change can be brought about.

 Session 2: Leadership and the organisation. 17-19 June 2013, LH Martin Institute, Level 1, 715 Swanston Street, Carlton (Melbourne)  Session 3: Leadership and ourselves. 19-21 August 2013, UNSW CBD campus, Level 6, 1 O'Connell Street, Sydney This program provides participants with the opportunity to explore significant policy issues and approaches to change implementation, as well as recognise leadership challenges and opportunities in executing their institution's corporate strategy. Participants will be working alongside academic and administrative peers from a wide range of academic departments and corporate administrative areas within tertiary education. Who should attend? Heads of School or Department and Managers who have responsibility for leading change and implementing institutional/corporate strategy. The latter includes General Managers and portfolio Managers such as Marketing, Finance, HR, etc. Delivery mode

This program runs as non-residential sessions. Program fee does not include accommodation.

AU$2,750 incl. GST per session. Download Brochure | Register

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Call for Papers Special Issue of Journal of Higher Education Policy and Management: The Work of Leadership in Tertiary Education Management Guest Editors Prof Sandra Jones, Director, Centre for Business Education Research, RMIT, Melbourne ([email protected]) and Dr Heather Davis, LH Martin Institute, University of Melbourne ([email protected])

Submit abstract here: https://sites.google.com/a/atem.org.au/jhepm/ This special issue will foreground shifts in leadership theory and practice for tertiary education managers that acknowledge a shift of focus from ‘the leader’ to the ‘work of leadership’, thereby raising the profile of the many responsibilities, processes and practices of leadership that we all have as knowledge workers in this knowledge-intensive sector.

These leadership enactments illuminate the space where leadership occurs and we seek accounts of leadership theory and practice that “is not located in ‘leaders’ or ‘followers’; instead, it actually occurs in an energetic field through which leaders and followers move together towards purposeful action” Ladkin (2012 p. 8). Raising these intangible aspects of leadership gives voice to the complexities and inherent uncertainties of leadership in times of disruptive change.

Contributions that seek to expand the discourse of tertiary education leadership studies to discuss theorised and practical accounts of the work of leadership are sought. These may look to the interior work of intra- personal understandings of self; or to more expansive, collective and relational understandings of this leadership work than those afforded by 20th century heroic, command and control leadership models; and indeed the interplay of these within the context of where this work occurs—tertiary education institutions.

These spaces foreground a growing interest in the work of leading as it pertains to the 21st century, where this is increasingly being recognised as dispersed throughout the organisation, not just as the responsibility of the designated leader. Such work thereby privileges the relational nature of leadership, as well as its distributed processes and practices. Heifetz & Laurie (1997) argue that “solutions to adaptive challenges reside not in the executive suite but in the collective intelligence of employees at all levels” (p. 126) and likewise Ramsden (1998) argues that leadership “in universities should be by everyone from the Vice Chancellor to the casual car parking attendant, leadership is to do with how people relate to each other” (p. 4).

References Heifetz, R. & Laurie, D. 1997. The work of leadership. Harvard Business Review, 75 (1), pp. 124-134. Ladkin, D. 2012. Perception, Reversibility, “Flesh”: Merleau-Ponty’s Phenomenology and Leadership as Embodied Practice. Integral Leadership Review (January), pp. 1-9. Ramsden, P. 1998. Learning to lead in higher education. London, Routledge. Deadlines  Call for Abstracts: 500 word abstracts will be accepted until 1 June 2013 AEST. Abstracts will be reviewed and accepted authors notified by 15 June, 2013.  Full papers of 5000 – 6000 words (including references) are due by 15 August and agreement to peer review at least one other contribution for this special issue is expected.

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Release of the new ATEM app. Sitting on the train station and haven’t had time to read Weekend Update? Or are you at the doctors waiting for your turn? ATEM is pleased to announce that you can now download the brand new ATEM app to your home screen on smart phones and tablet devices. With an up- to-date listing of all upcoming professional development activities along with the latest news, contact information and member functions, the ATEM app is free to download. To download, on your smart device Go to www.atemapp.org.au. Install by selecting ‘add to home screen’ option for iPhone and iPad. The will then appear as one of your icons.

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Regional Roundup

Change to ATEM Regional Boundaries Just a note to members that regional boundaries are in the process of being reset due to Council decision accepting that Tropical region was no longer viable. This will affect some members. Members from the Northern Territory will become part of Central region, while Northern and Central Queenslanders will join the newly named Queensland region. Members in the Northern Rivers of NSW will return to the NSW/ACT region. The most practical and cost effective way of making those changes on our web and membership databases is to wait until all PD had been completed in QLD (November 7th). Then the new regions can be created with so that members can be transferred across and new PD calendars for 2013 prepared. Confirmation of this will be made in our next ATEM Matters issue.

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Aotearoa Region

Regional Committee The Regional Committee is a relatively new team and will increase its face-to-face meetings to three during 2013 to assist in enhancing a sense of team and efficiency in communication. Membership of the Committee has representation from all sub- regions. However the NZ region because of its geographical isolation of some areas, will also endeavour to increase institutional representation.

Membership The ATEM Aotearoa Region continues to enjoy a modest but consistent growth in membership with 8 new members since the beginning of 2013. However, with some members not renewing there is net increase of 2 financial members, but up by 39 (18%) on the same time last year. We will continue to follow up on non- financial members.

Communication and Marketing The Chair has begun a schedule of visits to the sub-region representatives and members to increase a broader understanding of any specific membership needs of these areas. The Chair and Executive Officer are developing a mutually beneficial relationship with the New Zealand Association of Private Education Providers (NZAPEP) and are discussing opportunities that would ensure increased exposure of ATEM.

Professional Development Activities Networking meetings are underway around New Zealand and are proving to attract current and potential members. The biennial New Zealand conference will be held in July 2013. ‘Triumph or Tragedy: Developing Resilience in the Tertiary Sector’ is based on the four themes People, Systems and Processes, Student Services, and Communication. The conference will be held in Wellington on the 4th and 5th July 2013. Call for Abstracts is now open and also Early Bird Registrations.

The professional development programme is full this year and addresses a diverse audience such as department managers, lab and field technicians, emerging mangers, financial administrators/managers, and some generalist workshops such as dealing with conflict at a personal level.

Financial Status The financial performance to 28 February 2013 shows a deficit of $2,479 but it should be noted that there have been no professional development activities to date other than one networking meeting which resulted in a small loss. The current projections are for the Aotearoa Region to end with a surplus in 2013.

Barbara May Regional Chair, Aotearoa [email protected]

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Bass Region

Professional Development program and events 2013 is off to a great start in the Bass Region with six programs scheduled for March and April in Victoria and Tasmania and a further 26 planned for the rest of the year. Some of these will be our “tried and true” favourites but there’s also some brand new offerings developed by members from our own region such as “Executive Services for Universities” and “Culture Shock! Welcome to working in a university”. Three special member events are planned including two in our breakfast series and a third afternoon symposium panel event planned for late August on responses to the latest developments in the digital education revolution. The first networking event for ATEM Bass Victorian members was a breakfast presentation on 1 May by Kathy Lang at the Melbourne Convention Exhibition Centre, South Wharf. Kathy is a Lecturer in Innovation& Business development at Central Queensland University, Social Entrepreneur, Founder & Director of social enterprise, 3 Pebbles and is also best known for her work with the City of Melbourne as a catalyst that spark inspiration with action in 20 top international students in the award winning City of Melbourne 2012 International student leaders E.D.G.E program. Kathy shared her thoughts about: • Good leadership vs. Wise Leadership - Kathy discusses how to develop the wise leaders in each of us and how we can root ourselves in a noble purpose, align it with a compelling vision, and then take action • Cultivating Innovation and Entrepreneurship within an organisation to create passion, commitment, and maximum impact • Keeping up with living in exponential times and building 21st Century literacy.

Institutional coordinators and Membership Late in 2011 Mary Louise Huppatz joined the Bass Region committee and took the lead with a small Working Group to explore the role of IC’s and membership. They quickly found their feet with exploring the role of ICs and from those early investigations, there have been some great outcomes including ICs now in place at every Bass Region university and their leading work on a revised ICs policy for the Association. I’m pleased to report that under ML’s leadership, a real Bass Region IC community has started to take form. We now have IC’s in place at all the key institutions (in fact we have two at Monash and UMelb) and each one is starting to find their feet in the role with the submission of local institution plans for 2013 many of which include fostering key relationships with HR and OD staff at their institutions.

2013 plans for ML (now Deputy Chair, ICs and Membership) and her team are:

 Support ICs in taking up their role (ongoing)  Create mechanism to aid IC’s in meeting with HR departments  Re-launch and coordinate Bass Region TEMC Conference Grants  Run a mini membership drive before June 30 – possibly targeting those who attend PD and Policy forums  Explore ways to engage Bass members e.g. expand PD emails …

ATEM Institutional Policy Network activities The policy network is continuing its excellent best practice work with the recent facilitation of the four new policy best practice teleconference groups on different topics with network members from across Australia.

Jacqueline Perdriau

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Regional Chair, Bass [email protected]

Central Region

Professional Development The Central Region very successfully launched their 2013 PD Program at a breakfast event on Thursday, 14 February 2013. The recently appointed Vice Chancellor of Adelaide University, Professor Warren Bebbington was to speak at this event, but unfortunately, due to last minute commitments, was unable to attend. Whilst a little disappointing, we were delighted that Professor Denise Kirkpatrick, the Pro Vice- Chancellor (Student Experience) at the University of Adelaide was able to step in at very short notice. Professor Kirkpatrick’s presentation focussed on the importance of Professional staff in the higher education sector and in particular, their significant contribution and impact with regards the student experience. Professor Kirkpatrick encourages all professional staff to engage in professional and career development activities and is a strong supporter of ATEM. Our next professional development event is the School Manager’s Forum which is scheduled on 15 April 2013 and will be held in the UniSA Council Room at their City West Campus. This networking and professional development activity will be run by the ATEM Executive and facilitated by Antony Williams. The aim of the event is to provide an opportunity for School Managers to share best practice with their colleagues in other universities and colleges, discuss the challenges faced by the role and arrive at potential solutions to those challenges. Our numbers are almost at capacity with 28 attendees registered for this event so far.

Committee Members This year has also seen some changes in the Central Region Committee and we are pleased to advise Louise Seaman was elected Chair of the Central Region Committee. Louise takes over from Dr Judy Szekeres who stepped down as Chair of the Central Region Committee at the end of last year. We thank Judy for her significant contribution to the Central Region Committee over the last six years and are pleased to advise that she will continue to stay on as an active member of the committee in 2013. We are also pleased to welcome Rachel Guyatt to the Committee who takes over as Treasurer of the Central Region replacing Rex Jones who retired from this position at the end of last year.

Louise Seaman Regional Chair, Central [email protected]

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New South Wales/Australian Capital Territory Region Committee News I will be disappearing soon for 6 months to have a baby—a future ATEM President!! Tanya Rubin, IC at UWS and long-time ATEM member will be Acting Chair from the end June until the end of December 2013. PD Program We have run one PD program so far this year, a new practical skills session - Essential Dashboards In Excel. We have had to cancel one program in Canberra, due to the city’s 100th Birthday celebrations at Universities impeding registrations. This will be the last time we try to run the ‘My Brilliant Career’ session as it has failed to draw the required numbers over the last two years, despite interest expressed in groups attending, Our program will again ramp up from May-December and in the program developed by our Deputy Chair (PD) Julie Cleary we are aiming to run a series of after work ‘hot topic’ sessions to try to cater for all those in the sector that can’t escape from the office for the whole day but would like to improve their knowledge of the sector and network with colleagues from other organisations. We are connecting our Deputy Chair (PD) with her BASS colleagues for inspiration on what is working so well in their region to attract more registrations to our programs. We have been contacted by the Australian Institute of Company Directors to work together to increase governance training for the sector. TEMC 2015 Update The Local Organising Committee (LOC) will be formed in line with the guidelines in the manual. Committee Member Peter Maywald is working to contact the TEFMA representative to involve them in this process right from the start. Membership and ICs Our Deputy Chair (Membership and ICs) Jodie Davis has been consolidating our IC ranks, recruiting new ICs and the ATEM website – IC page is now up-to-date for our region. Tanya Rubin has secured region funding for a UWS ATEM Networking Function. ATEM members at UWS met for a networking function on Tuesday 26 March. Two long term members, Debra Plumb and Lyndal McCulloch spoke, from their experience, on the topic of “What has ATEM done for me?”. Both mentioned that ATEM membership and attending the TEM Conference had allowed them the opportunity for significant personal growth. Sixteen members and four non-member guests attended the event. A few more functions are planned for the year focussing on the benefits of ATEM membership. Tanya’s approach is being used as an example to try to inspire our other ICs to organise more ‘grass roots’ sessions to promote ATEM and give something back to members on campuses across the region. Region Grants The 2013 John Chapman TEM Conference Grant guidelines are being reviewed by the committee with the process led by our Deputy Chair (Community Engagement) Lisa Hanlon. The grants are to be advertised to members by the 15th April. We have shared our grant processes with Mary-Louise Huppatz from the BASS region to continue to share knowledge amongst the regions.

Jennifer Martin Regional Chair, NSW/ACT [email protected]

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Western Region

Professional Development Program We began 2013 with a breakfast seminar on 21 February on the topic Managing effective workplace relationships, which attracted a capacity attendance of forty. A School Managers Forum was held in Perth on 14 March with 27 registrations. This Flagship program provided an invaluable opportunity for School Managers from all the local universities to exchange views and discuss best practice. Because of low initial registrations, a one-day workshop scheduled for 20 March (Working from the heart – improving your motivation, well-being and productivity) has been re-scheduled for July.

Other topics planned for 2013 include

 Committee servicing and minute-writing  Autonomous sanctions and the Defence Trade Controls Act  Celebrity breakfast  Developing a career path in tertiary education management  Networking for tertiary education managers Institutional Co-ordinators/Regional Committee Since the previous meeting we have appointed two new Institutional Co-ordinators: Pam Basden of Edith Cowan University and Gerard Hoyne of the University of Notre Dame Australia. ICs are ex officio members of the Western Region Committee, and bring local knowledge of their institutions to planning of the professional development program and other policy issues. The Committee now comprises eleven members representing all five WA universities and Polytechnic West, a large VET sector institution.

Membership Western Region membership currently totals 154, an increase of 10 since the end of 2012. We recently purchased thumbdrives and mousemats with the ATEM logo for inclusion in new members’ packages. eLAMP A workshop facilitated by Heather Davis was held on 12 December 2012 to demonstrate and promote the eLAMP program to organisational and staff development managers from WA institutions.

Lucienne Tessens Regional Chair, Western [email protected] PNG Chapter Report of the launch of ATEM PNG Chapter – Ted Alau The PNG Chapter of ATEM was successfully launched on Friday 26th April, 2013 at the Divine Word University in Madang, Papua New Guinea. The launch followed a two day workshop on senior Higher Education Leaders and Managers Training for 2012 cohort funded by AusAID and run by the UniQuest Pty Limited, University of Queensland. A total of 23 senior leaders and managers from the six universities and the Office of Higher Education attended the course and pledged their support. Key stakeholders who were present for the launch included Mr. John Steer, Manager- Professional Development Initiative, Scholarships PNG and Ms. Prisca Mauve, Program Manager Higher Education and TIVET AusAID. Ms Mauve presented the keynote address on behalf of Ms Jane Christie of AusAID.

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Scholarships PNG was the major sponsor for the launch and without their support the launch would not have been possible. Mr. Steer in his speech expressed their support for the Chapter being set up and informed the senior Managers of universities and the OHE that his organization will work closely with them to develop higher education in PNG. On behalf of the ATEM PNG Chapter we thank the Scholarships PNG for their support. Ms Prisca Mauve in her keynote address stated that, “AusAID is happy to assist in developing Tertiary Education leaders in both academic and administrative stream, working in collaboration with the Universities and the Office of Higher Education. Currently, AusAID is providing support to the Office of Higher Education to finalize and implement Higher Education Quality Program”. She further said, “We are also supporting Port Moresby Technical College to improve its management, administrative and business processes and at the University of Papua New Guinea, we are supporting an improvement process of Financial and Human Resource systems and management”. Also present was the ATEM Patron and the President of Divine Word University, Fr. Jan Czuba who presented an inspiring welcome address and concluded with this: Ask yourself what kind of contribution you want to make, through ATEM to your University, to this world we live. Something that is meaningful to you, something that is significant, it is important to you, something that you can be the best at, something that you are passionate about – this is the purpose to be the active member of ATEM. Fr. Jan’s speech really challenged the ATEM members and set the foundation for future developments of the association. ATEM Vice President, Linda McKellar made these statements at the launch of the association’s PNG Chapter last Friday at the Divine Word University (DWU). Ms McKellar said in PNG participation, networking and growth are significant aspects of this new initiative that should be observed. “ATEM is for any staff in a tertiary institution. It encourages connectivity with other universities through networking”. Ms McKellar encouraged members of the PNG Chapter to ensure the association’s growth in order to maintain professionalism in the tertiary education sector. “You have your decisions to make, to make this organization grow. Work with dignity, compassion and integrity,” said Ms McKellar. The ATEM PNG Chapter received additional support and guarantee from ATEM President Dr. Stephen Weller from ACU and Dr. Heather Davis from the LH Martin Institute. Addressing the gathering via webinar from the Australian Catholic University, Dr. Weller highly commended the strong and early cooperation indicated in PNG. Dr. Davis spoke about the benefits to the PNG tertiary education sector of the online Emerging Leaders and Managers Program (eLAMP), jointly offered by ATEM and the LH Martin Institute, which she manages. Meanwhile, DWU President, Fr. Jan Czuba has allocated an office space at the Madang campus to house the running of the association. This includes other facilities such as telephone, fax service, internet and staff time. The significance of the launch is the presentation of funding contribution of K10,000.00 each from the Office of Higher Education, the PNG University of Technology, the Divine Word University, the University of Goroka as seed money to take the Chapter forward, and a contribution of K30,000.00 from Scholarships PNG to fund the launch. These support are an excellent demonstration of commitment by the Institutions of Higher Education and the key stakeholders towards the cause of ATEM PNG Chapter.

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Secretariat News

Jottings from the ATEM Secretariat May 2013 Notes from the ATEM Council Meeting of 12 April that have not been otherwise reported in this issue of ATEM Matters... Strategic Plan At the April meeting of Council, Councillors endorsed to the 2013 to 2016 strategic plan for ATEM, as outlined in the last ATEM matters was endorsed at the April Council meeting. Each of the regions are now also working on a strategic plan as it effects their locality. A separate group is looking at the improvement in member services as well as a marketing and communication strategy. Secretariat and Finances There have been no changes to secretariat staff in the last few months. Members are reminded however that in the first instance they should contact their regional Executive officer, particularly for matters related to local professional development. The list of all REOs is available on the contact page of our website at http://www.atem.org.au/about- us/people/secretariat. Finances for the first part of 2013 are tracking a little less than for the same period last year but the Council is happy with the progress so far. Some PD activities have had to be cancelled due to a lack of response but most are well attended. Bespoke Programs. Last year our program Development Manager, Kim Tan, worked closely with the training and OD arms of universities to produce highly cost effective bespoke programs. Many universities have looked at our list of programs and imported them into their training regime. If you are looking to have any one of our programs delivered directly into you university, TAFE, Polytechnic or Wananga then call Kim on 61 2 9351 9456 Aotearoa Regional Conference I am looking forward to being in New Zealand on the 4th and 5th of July to participate in the bi annual conference being held in Wellington. I will be giving an interactive paper entitled , “What do they think about us?” an examination of how we are perceived in the sector. I am also looking forward to meeting with as many of our members as possible. The conference theme of ‘Triumph or Tragedy – Building Resilience in Tertiary Institutions’ will focus on four streams:

People | Communication | Systems & Processes | Student Services

The conference is directly relevant to people from all areas of the tertiary education sector – Universities, Institutes of Technology, Colleges of Education, Wananga, Private Training Establishments and Government agencies. ATEM conferences are seen as the primary forum for the New Zealand tertiary sector – an opportunity to learn, hear engaging speakers, network and share experiences to benefit individual organisations and the sector as a whole.

Paul Abela, ATEMF ATEM Executive Director [email protected]

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Articles Talkback: Myths about research cultures By Dr Tseen Khoo | 30 April Tseen and I hope this article encourages some debate within the ATEM discussion space on our LinkedIn Group account called, unsurprisingly, Association for Tertiary Education Management, at http://www.linkedin.com/groups?gid=3674018&. Heather Davis, ATEM Matters Editor.

As I was digesting information about the funding cuts a few weeks ago, I read Kate Bowles’ considered piece on the folly of applying an “efficiency dividend” to higher education. At the time, I wanted to blog more specifically on the idea of applying such a mechanistic and corrosive idea as an “efficiency dividend” to research institutions and the effect it would have on research cultures. When I sat down to type it up, I realised that it would be a long, tedious rant that no-one would want to read. What I thought might be more useful is a post focused on myths about research cultures, and letting these cultures’ specific, complex forms speak for themselves. Universities and institutes scrambling for pieces of the (often shrinking) grant pie is a narrative as old as time. OK, maybe not quite that old, but certainly old enough to scar the past few generations of academics and researchers. There’s the constant hope for a slice of the grant pie; sometimes, we make do with crumbs and, at other times, we go hungry. As the pressures of chasing the funding dragon bite deeper into research organisations, many in senior roles talk ever more loudly about building research capacity and structuring researcher development. These strategies are meant to result in better and more research wins (and outputs), and institutional hopes of establishing a research workforce that’s upwardly mobile for excellence metrics (e.g. Excellence in Research for Australia) or other metrics that might come out of the oven. Before I spend too much time mixing metaphors about dragons, pies, and baking, here are five myths about research cultures I want to debunk: 1. Tell your academics that’s what’s needed. Just because a university decides that it’s time to get serious about research, and exhorts the academic workforce to focus and produce, doesn’t make it happen. Wanting it does not make it so. A multi-level bureaucracy like a university needs a clear strategy for growing research, but it won’t happen without the right investment of expertise, funding, and overall priority. You cannot get more or better research from staff who are already 100% committed with teaching and administration loads. That said, what usually comes hand in hand with telling your academics that research must be ramped up, is the university deciding… 2. To throw money at it. While having money thrown at research is better than not having money thrown at it, more money in and of itself doesn’t mean much. It definitely doesn’t make much of a difference in the shorter-term. Building research cultures is all about developing capacity and expertise within a certain group. For example, suddenly offering ten scholarships in field X doesn’t create research culture in that field unless you already have good supervisors, research projects, and publications. Getting to this stage takes time, healthy institutional morale, and staff goodwill. You can’t buy these things, but institutions do try. In particular, they love…

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3. Importing research stars. As the UK’s Research Excellence Framework (REF), Australia’s Excellence in Research for Australia (ERA), and other ‘research excellence’ exercises demonstrate, one of the sure-fire ways to boost a department’s profile is to bring in those with stellar research track-records. I have no problems with this as an occasional tactic, but the effect of researcher-raiding as a systemic exercise is quite another animal. As I see it, building research cultures – as opposed to buying in researcher CVs – depends on how much a researcher brings to a role besides their publications. Are they good mentors? Do they work well with teams and encourage early career researcher (ECR) development? What do their PhD students think of them? There are researchers who are excellent at landing and completing big grants; if this is all they do well, is this enough? 4. Bring in the lions. I’m a big fan of transparency, but many departments and faculties use ‘transparency’ as the reason why they might want to showcase researcher performance. It’s fine to create a collegial feeling of mutual momentum and achievement, and to be able to see where the strengths are in one’s unit. But when this kind of ‘transparency’ is used as a tool for shaming those who are seen to be underperforming, it can be counterproductive to building a research culture. Workload transparency? Yes. Researcher output? A bit more problematic. 5. It’s better to weed before you feed. The worst thing you can do is to start sidelining staff as research inactive (or without research potential) before you’ve offered them support for their research and research funding plans. Have they been given a chance to perform – really? See point #1 about having appropriate infrastructure in place to let researchers grow and breathe; there is limited gain and much resentment to be fostered by applying research pressures to staff who have no room to negotiate research time. --- What I hope this post demonstrates, besides my capacity for occasional hyperbole, is that research cultures are complex and easily skewed. It helps to think of them as ecosystems or tapestries – you can’t mess with one part of it without affecting the whole. This is why depleting (or “slowing the increase” for) university funding has significant, long-term consequences.

This article is a reprint from The Research Whisperer blog which is dedicated to the topic of doing research in academia. We talk about finding funding, research culture, and building academic track-records. This blog is managed by Jonathan O'Donnell (@jod999) and Tseen Khoo (@tseenster) from RMIT.

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Review of universities’ reporting requirements recommends move to national information repository Marisa Saeter | 4 April 2013 A review into the reporting requirements of universities has found potential opportunities for streamlining and the removal of duplications and overlaps. The Review, which was commissioned by the LH Martin Institute and conducted by PhillipsKPA in August 2012, focused on universities’ reporting requirements to the Department of Industry, Innovation, Research, Science and Tertiary Education (DIISRTE), which currently conducts around 46 data collections from universities. PhillipsKPA analysed the time spent and recurring costs involved in 18 of those data collections and found that, on average, Australian universities spent over 2000 working days and between $800,000 to $900,000 to gather the required information for these data sets. The costs range from a high of $30 for every $1,000 in funding to a minimum of around $0.2 for every $1000 in funding. In addition to reports to DIISRTE Australian universities are also expected to provide information to the Tertiary Education Quality and Standards Agency (TEQSA), the Australian Skills Quality Authority, state governments, the Department of Immigration and Citizenship and the Australian Research Council (ARC). Despite their reporting burden, university representatives understand and accept the principles of accountability for public funding and recognise the legitimate interest of governments, the public and students in their activities. In addition, many university officials acknowledge the good practice implemented as a result of their various reporting requirements. However, university representatives were unanimous that certain issues required reform. Such as lack of coordination, tendency for reporting requirements to accumulate over time, problems of definition and documentation, frequent changes in the requirements and inadequate planning for these changes, and lack of access to useful and timely information. David Phillips, Director of PhillipsKPA, believes that a more sophisticated model for governance and management of information is needed while acknowledging last year’s formation of the National Advisory Group on Data and Information to address these issues. “The model should be centred around the development of a national higher education data collection and a national higher education information repository which would consolidate relevant data collecting activities and minimise the need for further collection outside of that model. “The effort involved in one report is already very high. Multiply that by the number of different authorities which require submissions, then add more reports for grant applications and so on, you will start to see that there is a need to rationalise these data collections. But this will not happen without policy change.” The Review also identified instances where DIISRTE could reduce reporting requirements. For instance, it found substantial opportunities to streamline Compacts and Institutional Performance Portfolios (IPPs), especially in relation to equity reporting.

A copy of the full report can be downloaded here [pdf]. Contact David Phillips, email: [email protected] This article has been reprinted with permission from LH Martin Institute.

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Leadership: Your first 100 days Niamh O'Keeffe | 21 Nov 2012 Congratulations you your new leadership role. How are you feeling? Excited? Nervous? Fearful? Stressed? Don't worry if you are confused as you approach your first 100 days in this new role – it is perfectly normal. However, great leaders understand the importance of getting off to a strong start and they don't let these emotions get the better of them. In fact great leaders will use the energy created by these emotions to help them accelerate their performance. This is what you should do in your new leadership role if you want to really set the tone for your longer term tenure in the role and if you want to enhance the possibility of further advancement. As you know, with speed and pace being critical success factors in leadership, the importance of making an impact in the first 100 days cannot be overstated. With the US Presidential election having just taken place there will be a lot of talk of the first 100 days, and as business leaders we need to pay attention to this critical area of leadership transitions. In today's economy, shareholders and boards expect their newly appointed leaders to deliver performance from their leaders and their teams from day one. Cost-conscious investors want a fast return on their investment and they won't make concessions or wait around while you and your team play catch-up. Your first 100 days will be considered an early 'pulse check' on your leadership performance, as well as offering the opportunity for you to exponentially multiply and maximise leadership efforts and insights via their team. This time is also used as an early indicator of your future career success. Let's examine this subject in two parts: your leadership in the first 100 days and leading your team in the first 100 days. Leadership in your first 100 days Recent studies by First100, a leadership consultancy, have shown that upwards of 40% of new leadership appointments struggle to make an impact in the early period. The consequence of this is that many leaders end up leaving, getting fired or not meeting expectations within the first 12 months. The 100th day of your appointment has become the first judgment point of leadership effectiveness within organizations and its importance cannot be overstated. As you take on the new role you will be faced with many challenges and it is important that you should be aware of them while knowing that they are not insurmountable.  Time pressures and intense learning curve  The sense of being overwhelmed with fire-fighting and task-driven issues and not being able to focus on your strategic priorities  Forging new stakeholder relationships and building new networks  Dealing with legacy issues from your predecessor  Challenges on inheriting a team that may not be to your liking  Avoiding early political or cultural gaffes  Getting the balance right between moving too quickly and moving too slowly An understanding of what leadership is really all about will be essential to your early success. But with so much written on this subject, it is important to simplify leadership and pay attention in the early period to the three core areas of effective leadership.  Strategy – ability to set a clear direction  People – ability to bring people with you  Results – ability to focus on and deliver meaningful results quickly Establishing quick effective relationships is one of the critical success factors for effective leadership in the early period. It is important that you can quickly identify who are the key stakeholders in the organisation.

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Many will make the mistake of assuming that all key stakeholders are on the organisation chart but that is not always the case. Every organisation is made up of formal and informal networks, information holders (e.g. receptionists, PAs, drivers etc) and gate-keepers . So on taking on a new role it is important that you build an early relationship with these people. Interestingly many spend a lot of time focusing on the relationship with their boss, but in many ways this is already well established because having made the decision to hire you they have a vested interest in you succeeding. They are already a key supporter. Beyond establishing the logistics (number of meetings, information needed etc) with your boss you may be better employed focusing on the other key stakeholders around you. Leading your team in the first 100 days Building a high performing team is arguably your number one priority in this early period and there are numerous pressures facing you in that regard 1. Speed is the new business weapon Speed as a competitive weapon has become an important part of maintaining corporate stability, fuelling growth and managing successful turnarounds. In today's economy, shareholders and boards expect their newly appointed leaders to perform even better, even faster. Leaders need to set a clear direction with their teams and manage time and resources effectively. 2. Leadership tenures have shortened Leaders are expected to arrive, deliver maximum results and then leave for the next role more quickly than ever before. In global corporations, leaders are expected to be able to move on and re- create their efforts in another leadership role just as one has been fixed. 3. Responsibilities have expanded considerably Cost pressures have led organisations to re-structure, resulting in role responsibilities expanding. Leaders need to be even better, able to deliver more with less and motivate teams to deliver more, better and faster than before. 4. Leadership has become complicated The complexity of globally spread teams gives rise to complex relationships between leaders and their teams. The pressure has increased and the difficulty in comprehending team performance, let alone improving it, has increased exponentially. 5. Leadership 'change fatigue' has emerged Few teams come close to achieving their goals before the leader is switched and new goals are established under a new leadership reign. Teams are exhausted from these constant leadership switches. 6. Team performance impacts a leader's reputation Leaders must leverage their teams to impress others and build their confidence in themselves. Writing a First 100 Days Plan is the mechanism for mitigating against the pressures and challenges facing leaders and their teams in this critical period. As with all good plans you need to start with the end in mind, break your desired outcomes into 30/60/90 day milestones, assign co-owners to each section of the plan and sense check the plan before executing against it. Leadership in your first 100 days is not easy. However making an accelerated start enhances your chances of success in the leadership role, enables more powerful team performance and sets you up for further promotion within the organisation. Good luck in your new leadership role, make an accelerated start and be the best leader you can be.

This article is kindly provided by Management-Issues, Norfolk UK | www.management-issues.com

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ER News – Australia Employment & Workplace Relations in Australia 2013 01 March 2013 The Herbert Smith Freehills Employment team has again published their annual guide to Australia’s employment laws. The Guide to Employment & Workplace Relations in Australia 2013 is intended to provide general counsel, senior managers, line managers and human resources professionals with a comprehensive, straightforward and up-to-date overview of all areas of employment law, both federal and state, in simple and accessible language in a practical and easy to read format. This year’s guide focuses on key aspects of the Fair Work Act, including the National Employment Standards and the complex array of laws regulating enterprise bargaining and industrial disputes. And in light of the strong trend towards individual grievances against employers under the general protections provisions of the Fair Work Act, the guide deals extensively with termination of employment, discrimination, diversity and workplace bullying. There is also guidance on navigating areas such as employee privacy, superannuation, taxation and work health & safety. Our companion guide to employment laws across 18 jurisdictions in the Asia-Pacific region, the Herbert Smith Freehills Asia-Pacific Employment Law Guide will be published in May 2013. Obtaining a copy If clients would like to obtain a copy of either the Australian or Asian employment law guides, they are available for purchase by contacting Kate Maher – email [email protected]

The Australian ER perspective is kindly provided by Herbert Smith Freehills, www.herbertsmithfreehills.com. This article can be found at http://www.herbertsmithfreehills.com/insights/guides/employment- and-workplace-relations-in-australia-2013

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ER News – New Zealand 5 reasons why you need a social media policy Tim Clarke, Partner and Anna Holland, Solicitor | Friday 25 January 2013 It's a new year and time for employers to consider updating your policies. Given that the past 12 months have seen continued development of social networking sites and a corresponding increase in the number of cases relating to employees' inappropriate behaviour online, we recommend implementing a social media policy in addition to a general E-mail and Internet policy. A social media policy may be tailored specifically to meet an employer's business needs, and can be used to provide a clear statement to employees of required standards and unacceptable use of social media accounts. As with any policy, it is critical for an employer to ensure that employees are aware of a social media policy and that they are expected to comply with its terms. Below we set out five reasons why you may need a social media policy. An evolving workplace As technology evolves, so too do potential concerns regarding employees' online behaviour. It's not uncommon in the modern workplace for an employee to have access to a "private" email account, social media sites, and personal blogs at their workplace desktop. Time spent at work premises can no longer be relied upon as being the definitive line between "work- related" and "personal" behaviour. With flexible work arrangements becoming more commonplace, many employees work from home using portable devices. A recent study found that employees of "Generation Y" (born from the mid-1980s) highly value being able to socialise on social media sites during working hours in exchange for being accessible for work at other times.1 The traditional employer approach of "blocking" certain websites in the workplace is no longer effective, as an employee can alternatively access the Internet on a smart phone or other personal device. An effective social media policy sets out an employer's expectations of what online behaviour is and is not acceptable. Potential for damage by "online" comments Employees (and/or their "friends") have been known to post online comments that are disrespectful or damaging to their employer or create a hostile work environment. Online social media posts are permanent, searchable, accessible to a wide audience and open to misinterpretation. Of most concern to an employer, they are largely uncontrollable. Recently in the UK an employee was accused of inappropriate use of social media because he uploaded his CV to LinkedIn. The CV contained allegedly derogatory statements about his employer, and he ticked a 'career opportunities' box to request communications from recruiters.2 The employment dispute that resulted ultimately led to his resignation, and the employee claimed constructive dismissal. The case, which went to the English Employment Tribunal, illustrates the vast potential for legal issues arising from employees' use of social networking at work. It is critical to ensure that an employee understands the responsibility that comes with hosting a social media site such as a Facebook page, including liability for a third party's comments or posts. Employers should make it clear that online comments will be treated (and may result in disciplinary action) in the same way as comments made in " real life". "Googling" prospective employees It is common practice for employers to conduct online searches in relation to job applicants. However, such searches can be risky in terms of privacy and discrimination laws as they apply to employment selection processes. A Google search is likely to present an employer with significantly more information than that which is relevant to the job in question. Any information that is retained on file that relates to one or more of the

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prohibited grounds under the Human Rights Act (including sex, marital status, religion, ethnicity, disability, age and sexual orientation) could give rise to an inference that the employer has discriminated against an unsuccessful applicant. The burden would then fall to the employer to defend its actions. Privacy laws There is an inevitable tension between the interests of an employer and an employee when it comes to social networking. On one hand, an employer has an interest in monitoring an employee's online activity and collecting personal information, for example to protect legitimate business interests or to investigate allegations of misconduct. On the other hand, an employee has certain rights and expectations in relation to privacy. While publicly available information is generally "fair game" for employers, caution must be exercised in collecting and using other personal information from employees (including prospective employees) online. In particular, personal information that is not publicly available:

 should be necessary for, and not disproportionate to, the lawful purpose for which it is collected (this being the suitability of the individual in the case of a prospective employee);  should be collected directly from the individual unless they agree otherwise or collection from another source would not prejudice their interests; and  must not be collected by unlawful or unfair means, or by means that unreasonably intrude on the individual's personal affairs. An effective social media policy clearly defines when and how an employer may monitor an employee's online behaviour. Proprietary interests Employers that place special value on business contacts (for example, on LinkedIn) may be concerned about the risk of such contacts moving with an employee on their departure. Recently in the United States, an individual took legal action against her ex-employer for taking control of her LinkedIn account after she left the company.3 She had provided her LinkedIn password to her assistant during her employment. The employee was unsuccessful in her claim that she owned the account because the employer had a clear policy that it "owned" the LinkedIn accounts of employees, including after their departure and could therefore mine the information and incoming traffic. While the case was decided under US federal anti- hacking statute and trademark laws, it is only a matter of time before such cases reach New Zealand's employment jurisdiction.

1 PriceWaterhouse Coopers: Talent Mobility 2020: The Next Generation of International Assignments 2 Flexman Employment Tribunal (UK) 3 Eagle v Moran, Eastern District of Pennsylvania, Case No. 11-4303

This New Zealand perspective is kindly provided by Bell Gully, www.bellgully.com. Full article can be found at http://www.bellgully.com/resources/resource.03418.asp

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ATEM Inc ATEM Inc is the leading professional association in Australasia for those who manage and lead tertiary institutions, requiring a commitment to lifelong learning and continuous professional development and the highest standards of professional practice. We provide members with an edge in their professional activities and give members a voice in their areas of expertise in the wider community. Joining ATEM Inc will provide you with many benefits, including:

 association with Australasia's leading tertiary administrators and managers;  conferences/seminars at a Branch level, and the 700+ member strong Annual Conference which rotates around Australia and New Zealand;  networking and learning opportunities at ATEM Inc functions;  preferential rates for ATEM Inc professional development programs, conferences, special events;  professional development programs;  recognition by way of post nominals (e.g. ATEMM) that can be used as part of your personal career path management;  topical and relevant information provided through our tri-annual association publication ATEM Matters  ATEM's Journal of Higher Education Policy and Management, an internationally distributed, refereed publication produced under the Carfax imprint in Oxford , sent to members six times a year, and Have you published here yet?  Access to the Emerging Leaders and Managers Program (eLAMP) online self-paced professional development for busy tertiary education professionals. However, joining ATEM Inc will provide you with much more. You will be joining a global network of fellow professionals and be supported and encouraged to achieve excellence in your career Contacts

ATEM Matters Editor: Heather Davis Please direct contributions and comments to [email protected]. ATEM Secretariat Head Office Building M University of Sydney Cumberland College 75 East Street (PO Box 170) Lidcombe NSW 2141 Australia Email: [email protected]

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