Managing staff workloads in terms of work-life balance, of ensuring fair and comparable workloads, and of appropriately resourcing programs for the enhancement of students’ learning is important to Christian Heritage College (CHC). This policy seeks to address ways of determining, allocating and assessing the workloads of academic staff.
Fulltime academic staff.
Fractional academic staff.
Restrictions: Sessional academic staff
Exclusions: Non-academic staff.
Mandatory service at Orientation, Graduation and Open Day. For this CHC provides all staff with an additional three days’ annual leave between Christmas Day and New Year which is not accruable.
1. To provide guidelines for the management of work-life balance.
2. To ensure fair and comparable workloads for all academic staff.
3. To ensure the appropriate resourcing of programs for the enhancement of students’ learning.
1.1 CHC considers outcomes not hours as the indicator of a staff member’s level of productivity. However, hours are used as a way to determine reasonable workloads from which outcomes are expected.
1.2 Workloads are calculated on an annualised basis.
1.3 CHC has adopted an academic baseline workload formula to guide the division of workload for academic staff.
1.4 Where adjustments are made to the baseline workload, each adjustment is made for the equivalent workload of 220 hours.
1.5 Where the employment of sessional or casual employees is required to account for a baseline workload adjustment in a subsequent semester, the Dean must gain the approval of the Business Manager by week 6 as per the administrative timelines for staffing of units.
2. Baseline Assumptions
The following assumptions apply to the baseline workload for each fulltime academic staff member.
2.1 Total annual workload is calculated as 37.5 hours per week for 48 weeks – ie 1800 hours per year. These hours comprise 1680 hours for 8 units and 120 hours to attend relevant CHC meetings.
2.2 A staff member’s full-time workload is 8 units per academic year.
2.3 Each unit is equivalent to 220 hours and includes:
2.3.1 Lecture preparation;
2.3.2 Lecture presentation;
2.3.3 Tutorial preparation;
2.3.4 Tutorial presentation;
2.3.5 Moodle engagement;
2.3.6 50 student enrolments;
2.3.7 Marking for those 50 student enrolments; and,
2.3.8 Student correspondence, communication and conferences.
2.4 Staff members will engage in scholarship associated with teaching and learning in their relevant discipline(s) to maintain the currency of knowledge. A staff member’s scholarly activity is defined as part of their teaching, discovery, integration and application load as per Boyer’s 4 types.
2.5 Staff members are expected to attend CHC meetings including Devotions, Chapel, Staff Meeting, relevant Boards of Studies, Examiners’ Meetings and any other meetings as directed by the CHC Executive or their relevant Dean.
3. Baseline Adjustments
3.1 All baseline adjustments are negotiated with the staff member’s Dean.
3.2 Adjustments are allowable for the delivery of a unit as described in provision 2.3 above. This may be an entire unit or components of a unit as equal to 220 hours or part thereof.
3.3 Where a unit has more than 50 student enrolments a staff member is eligible for a baseline adjustment to assist with the delivery of that unit by providing relief for any component(s) of the unit.
3.4 A staff member engaged in service to CHC and/or the profession, as agreed with and approved by their Dean, is eligible for a baseline adjustment. This includes community engagement activity.
3.5 Where a staff member’s load includes CHC committee(s) membership, the staff member is eligible for a baseline adjustment.
3.6 Further adjustment is provided for a staff member who assumes responsibility for Chairing a CHC Committee.
3.7 Where a Dean is the Chair of Academic Board, they are eligible for a baseline adjustment.
3.8 A lecturer will be expected to spend on average 10% per week in scholarship and/or research.
3.9 Course Coordinators are eligible for a baseline adjustment. Depending on class sizes, a Course Coordinator’s teaching load may be reduced by up to one unit for non-teaching aspects of this role.
4. Private Practice or Business
4.1 A staff member’s private practice or business is not included as workload and should not interfere with the responsibilities of their employment by CHC.
4.2 Where a staff member is required to undertake professional practice to maintain professional standing, accreditation or registration, CHC will negotiate a level of adjustment within the staff member’s workload appropriate to the professional accreditation or registration requirements.
5. Dispute Resolution
5.1 Where a staff member is aggrieved by any decision not to negotiate a baseline adjustment, they may access CHC’s Staff Grievance Policy.
 Ernest Boyer, Scholarship Reconsidered: Priorities of the Professoriate (New York: Jossey Bass, 1997)
 Service which is of a personal nature and not directly connected to a staff member’s employment at CHC is not included in this policy and does not qualify for a baseline adjustment.
 A Dean’s workload is already adjusted to include membership of CHC’s Executive and Academic Board and therefore they are not eligible for a further adjustment to the baseline.
 CHC acknowledges that not every staff member will engage in research.
1. Determining Baseline Adjustments
1.1 In accordance with the regular planning cycle Deans will:
1.1.1 assign the workloads for fulltime and fractional staff for the subsequent semester between Weeks 4 and 6; and,
1.1.2 negotiate the employment of additional sessional and/or casual staff for the subsequent semester with the Business Manager between Weeks 4 and 6.
1.2 In assigning the individual workloads Deans will consider the number and nature of units to be offered in the following semester and the types of added responsibilities for each staff member.
1.3 Deans will provide staff with details of their assigned workload in a sufficiently timely manner to facilitate negotiations and/or where appropriate the appeals process.
1.4 In considering factors around service Deans should note the following examples:
2.1 Grievances must be made in writing to the Principal in accordance with the CHC Staff Grievance Policy.
Commonwealth/ State Legislation
|Monitoring and Evaluation:||Principal|
|Development/Review:||Registrar/Business Manager/Human Resources Manager|
|Interpretation and Advice:||Business Manager/Human Resources Manager|
WHO SHOULD KNOW THIS POLICY?
Fulltime and fractional academic staff
Human Resources Manager
EFFECTIVENESS OF THIS POLICY
|Performance Indicators:||· Scholarly productivity/publications|
· Number of formal grievances
· Number of required sessional staff in each school in each semester
|Definitions and Acronyms:||CHC Christian Heritage College|
APPROVAL – section maintained by the Registrar
|Reference No.||Approved||Date||Committee/Board||Resolution No. / Minute Ref.|
REVISION HISTORY – section maintained by the Registrar
|Revision Reference No.||Approved/Rescinded||Date||Committee/Board||Resolution No. / Minute Ref.|