Belonging at UNE - Actions

a

Progress reporting on this Action Plan to Governance through the University’s Compliance System.

Summary progress reports to be provided to the Equity Committee for information, via the Chair.

High

Ongoing

Vice-Chancellor (VC)
Contributor: Senior Executive Team

1. Establishment of reporting framework in the UNE Compliance System

Tracking of progress against actions

b

Celebrate Diversity at International Awareness events & via Senior Executive Allies

^{[2021 – 2023 Allyship Report]}

Medium

Ongoing

Vice-Chancellor (VC)
Contributor: Senior Executive Team

1. Senior Executive demonstrate visible support for diversity

2. Integration of diversity days in core University event planning and execution

3. Endorsement of key diversity initiatives and programs

Role modelling by Executive providing clear direction on University principles

Visibility of diversity across UNE and local communities

Reduction of cultural load of individual staff organising relevant events

C

Include EDI training in professional development pathways

Executive completion of EDI training, including LGBTQIA+ Awareness and/or Allyship Training

People & Culture staff completion of EDI Training

^{[ 2021 – 2023 Allyship Report; Culture Review Report; 2023 – 2025 Indigenous Education Strategy; 2019-2024 Aboriginal Employment Strategy; 2020 – 2021 Accessibility Action Plan]}

High

All material available: mid 2025

Completion by Senior Ext: within 6 months of rollout of program

Director, People & Culture (Director, P&C)
Contributor: Chief Operating Officer (COO)

1. Finalise agreed courses

2. Develop an implementation and communication strategy

3. Seek executive sponsorship

Increase in completion of EDI training

d

Develop baseline diversity data

High

Update Data Capturing Tools:
Mid 2025

Socialisation:
End 2025

Staff: Director, P&C

Students:
Executive Principal, Student Experience (EPSE)

Contributor:
Business Intelligence Team; Atrium Project Team

1. Update Data Capturing Tools:
Staff: update EEO Form & Fields in online staff management site
Students: update EEO/Diversity fields in Admission & Enrolment forms

2. Socialisation: Establish communications plan re benefits of self-identification

3. Visibility: Add data to BI dashboards and other systems, including Atrium

Higher rate of staff and students self-identifying

Integration, visibility of and easy access to data in University planning and marketing mechanisms

e

Commence development of an online Neurodiversity Hub for students

Medium

By Trimester 3, 2025

Joint initiative between Executive Principal, Education Futures (EPEF) and EPSE

Collaboration between Counselling (CAPS), Accessibility (SAWO) and Learning Designers (EPEF) in development of  student support resources and mentoring program; and

training and staff resources in MyLearn

f

Develop safe quiet space/s for students who are neurodiverse

Medium

By Trimester 3, 2025

Enterprise Building & Estates (EBE)

Contributor: EPSE

1. Identification of suitable spaces by EBE

2. Collaboration with Student Services Teams in determining requirements for fit out.

3. Development of business case

Student feedback

g

Develop business case for SAGE Athena Swan Accreditation in 2025

Medium

Early 2025

Office for Strategy Management (OSM)

1. Review of criteria and UNE’s position

Improved reputation & staff retention

h

Publish UNE’s Remuneration Framework for Executive
^{[Action in Employer Statement on Gender Pay Gap by WGEA]}

Medium

End 2024

Director, P&C

1. Approval from UNE Remuneration Committee

2. Publication & Socialisation

Increased visibility and accountability of Senior Executive remuneration

i

Establish Vice-Chancellor Equity Staff Awards

High

Mid 2025

VC

Contributor:
Director, P&C

1. Benchmark similar staff awards

2. Establish criteria & process

3. Launch & Communications Plan

Visibility of EDI initiatives

a

Inclusion of EDI principles in the scope of works of the Research Culture Committee as part of the UNE Research Plan, which includes a revision of research processes, practices and priorities to better meet the needs of our diverse communities.

High

Ongoing

Deputy Vice-Chancellor (Research)

1. Participation of P&C Staff in the Research Culture Working Group and related work to scope improvement opportunities for researchers, research projects and outcomes for people from equity groups.

Increased participation of academics from marginalised communities in UNE research through increased participation in publications, grants and research oversight.

b

Hiring Managers’ access to pay-equity data for positions levels being advertised over previous 12 months during recruitment.

[Action in Employer Statement on Gender Pay Gap by WGEA]

Low

End 2024

Director, P&C

1. Development of resource, based on WGEA data

2. Determination of access and process

Gender Pay Gap is less than 12.9%

Higher retention of women and non-binary staff

c

Easy to find and navigate Workplace, Health & Safety (WHS) and Complaints and Grievance processes that are culturally sensitive, LGBTQIA+ safe and accessible.

[2021 – 2023 Allyship Report; Safety, Culture & Wellbeing Review & in anticipation of anti-racism study at universities by AHRC]

High

Mid 2025

Director, P&C (for Staff)

EPSE (for Students)

1. Review of information & processes with a focus on improving the process for victims of racial, sex and disability discrimination.

Complaint processes are easy to access and use

Initial increase in complaints and grievances due to increased sense of safety and wellbeing

d

Conduct UNE safety survey, including on sexual harm and gender-based violence

High

2025

COO

1. Identify and benchmark questions

2. Analyse survey results

3. Develop Action Plan and governance

Reliable data on prevalence and type of harassment and discrimination to inform strategic planning

e

Develop a UNE Digital Accessibility Strategy

Medium

End 2025

Office of Strategy Management (OSM)

1. Review and consult on the draft Accessibility Strategy developed by Vision Australia

2. Include considerations for ease of access to course information, services and UNE resources

UNE meets Web Content Accessibility Guidelines (WCAG) compliance

f

Revision of curricula for intersectional LGBTQIA+ inclusive course content, where appropriate.

[2021 – 2023 Allyship Report]

High

Ongoing

DVC

TBA

Course content across disciplines is inclusive and considerate of LGBTQIA+ people’s identities.

g

Online classes to begin with statements for students regarding awareness of respectful conduct.

[2021 – 2023 Allyship Report]

Medium

Mid 2026

DVC

Contributor: EP, Education Futures

TBA

Improved sense of safety and wellbeing of LGBTQIA+ students

h

Integrate accessibility, inclusion and Universal Design Principles^[1] (UDL) principles in UNE’s Portfolio and Project Management Framework

Medium

Ongoing

OSM

1. Incremental integration into existing project management templates and processes

2. Include proposal for professional IT user testing for accessibility requirements as mandatory for university project frameworks

Integration of accessibility, inclusion and Universal Design Principles in UNE projects

a

Analysis of response data from casual staff from upcoming staff surveys to reduce disparities between men and women engaged in casual employment [Action in Employer Statement on Gender Pay Gap by WGEA]

High

Ongoing

Director, P&C

1. Regular review of Casual  Staff Appointments Policy and Procedures and response data from casual staff from staff surveys

2. Implement process changes and consider   training requirements on unconscious bias

Reduction in the representation of women in casual employment [and other genders as per   community representation of approx. 2.5% of the Australian population[1].]

b

Review UNE’s Recruitment policies and processes

[Action in Employer Statement on Gender Pay Gap by WGEA & meeting NSW MPSP requirements, see Resources below]

High

End 2024

Director, P&C

1. All selection panel members to undertake training on Unconscious Bias and the benefits of hiring for diversity.

2. Review of policies, job adverts, position descriptions, exit surveys, and language used in recruitment-related   communication to align with Inclusive Recruitment Best Practices.

3. Development of a Flexible Working Toolkit

Greater diversity of staff at UNE

Reduced Gender Pay Gap

Improved staff job satisfaction

c

Revise UNE tender requirements to incorporate accessibility and cultural safety as mandatory requirements in alignment with the sector

Medium

By end 2025

Chief Financial Officer (CFO)

1. Review CAUDIT Accessible  IT Procurement Guide

2. Sector Benchmark

Compliance  with obligations under the Disability Standards for Education and in support of policy direction in Australia's   Disability Strategy.

d

Revise disability adjustment processes for staff to ensure compliance with disability legislation for workplace adjustments

High

By mid-2025

Director, P&C

1. Revision of existing policy instruments

2. Benchmarking

3. Briefing paper on current assistive technology   and opportunities for use of available and purchased assistive technology for staff.

Staff   with temporary and permanent disability and health conditions have access to required assistive technology and other workplace adjustments to perform the duties within reasonable timeframes.

e

Incremental revision of college spaces for student needs, in particular families and those from culturally and religiously marginalised backgrounds

High

Ongoing

Director, Residential Services

Contributor: COO

1. Review of common spaces in colleges, such as   bathrooms and cooking areas, to cater for students from culturally and   religiously marginalised backgrounds

2. Review of access to spaces for students with a disability

3. Consideration for feasibility for common spaces for neurodiverse students

4. Scoping of accommodation for students with caring responsibilities (including dependent children)

Student satisfaction surveys

Increase in occupancy rates

f

Provide inclusive catering in the UNE colleges as part of standard offerings

High

Ongoing

Director, Residential Services

1. Ongoing reviews of catering options

Student satisfaction surveys

Increase in occupancy rates

g

Improve wayfinding & accessibility on UNE campuses

High

EBE & OSM

1. Integrate way finding and compliant accessibility travel paths, signage and tactile   markers on UNE campuses into UNE Campus Masterplan Review.

2. Include consideration of lighting suitability for neurodivergent students and staff;  accessible parking allocations across all campuses and breast-feeding and family spaces, into Campus Masterplan Review.

3. Improve existing digital map features to include accessible pathways, facilities and teaching spaces

Improved physical accessibility and awareness   of access routes

h

Develop procedures to accommodate gender affirmation, as well as name changes for various reasons in staff and student records.

[2021 – 2023 Allyship Report]

High

By mid-2025

Director, P&C

1. Develop,   consult & socialise relevant procedures

Clear and visible processes.

a

Include benchmarked EDI questions in student surveys

[in anticipation of anti-racism study at universities by AHRC]

High

2025

EPSE

1. Identification  and benchmark of questions

2. Inclusion  of additional information in relevant surveys

Identified student need in relation to EDI.

b

Commence the adoption of accessibility, Universal Design (incl UDL) and inclusive language principles in non-study-related communication, documentation and processes.

High

Ongoing

OSM

Contributor: All managers

1. Development of resources

2. Integration of resources in staff and student-related communication and content   development areas.

3. Engagement Plan for all staff including regular tips for day-to-day activities

Improved staff and student engagement and  satisfaction in relation to the use of inclusive language at UNE.

c

Improve support for students from equity cohorts through the UNE Atrium platform (UNE-built platform for academic staff to communicate with students)

Medium

Ongoing

Atrium Lead

1. Improve   visibility of diversity data

2. Regular   reviews of referral pathways and additional information to support students   from equity groups, including those with intersectional experiences of   disadvantage.

Improved retention and satisfaction of  students from diverse backgrounds

d

Foster LGBTIQA+ inclusion in colleges

[2021 – 2023 Allyship Report]

High

Ongoing

Director, Residential Services

1. Add  LGBTIQA+ inclusion to induction program for Residential Leaders

2. Develop visibility strategies and community events to foster LGBTQIA+ inclusion

3. Establish  an intersectional LGBTQIA+ student college committee

4. Update the sexual health information services and information provision at the  colleges to ensure they are intersectional LGBTQIA+ inclusive

Increase in occupancy rates by LGBTIQA+ students

a

Develop options paper for Non-Traditional Study Leave Provisions & to substitute public holidays

Medium

End 2025

Director, P&C

1. Sector Benchmarking

2. Briefing paper on options

Non-traditional forms of study, such as study on country; learning from Elders and other traditional knowledge holders [of all cultures] are included in policies where appropriate

b

Gradual introduction of Indigenous Knowledges in curricula

High

Ongoing

DVC & Deans

1. As per the 2025 – 2029 Aboriginal and Torres  Strait Islander Employment Strategy

UNE has Indigenous content in curricula that  is meaningful, appropriately developed and appropriately resourced

UNE ensures students graduate with an  awareness of Indigenous values and knowledges

^{[UA Indigenous Strategy]}