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Consultancies (GLP3)

Governance Level Principle - No. GLP3

Relevant UTAS Ordinance and/or
Rule Reference No.
Ordinance 99 (Academic Structure)
Relevant State/Federal Govt.
University of Tasmania Act 1992
Commencement Date 8April 2005
Review Date 8 April 2006


1. Statement of Context

The University of Tasmania seeks to encourage a range of consultancy activity, recognising that this can bring financial and other benefits both to the institution and its employees. Such activity can serve to link the University and staff more closely to the wider community, especially industry and the public sector at State and Federal levels.

2. Objectives

The objectives of this principle are to:

  • provide a framework so that the University and its staff have a clear understanding of what is required in the conduct of all forms of consultancy;
  • ensure, where appropriate, that the University receives an appropriate return for the deployment of University services: and
  • ensure, where it is not appropriate for the University to achieve a return, that the University deploys its resources appropriately to achieve University goals.

3. Consultancies

The University recognises that consultancies are an important part of University activity and encourages its employees to undertake consultancy activity involving research or other services. As consultancies involve external parties, it is important that the terms of engagement are established appropriately:

3.1 University Consultancy

A University Consultancy is usually conducted using University staff time, resources and infrastructure. They should generally be based on full cost recovery plus an appropriate profit. Contractual arrangements between the University and external parties must be sound and appropriately authorised. All University Consultancies should conform with specific requirements documented in operational policies and procedures.

3.2 Private Consultancy

A Private Consultancy should be conducted without using University resources or infrastructure and should not impinge on staff members' normal University duties. Engagement in Private Consultancies is subject to conditions specified in operational policies and procedures, including formal approval requirements.

3.3 Negotiated Consultancy

A Negotiated Consultancy is one where it is appropriate for the University to make some charge for the use of University resources, but not appropriate to look to make a profit or even for total cost recovery. Such consultancies must be for the purposes of achieving University goals, and arrangements for these consultancies will be established in operational policies and procedures.

3.4 Community Service Consultancies

A Community Service Consultancy is an arrangement for the provision of advice or services as a contribution to the community. The University recognises that Community Service Consultancies are an important part of engaging with the community – which is a key University priority. The University does not seek to charge for its human resource component for Community Service Consultancies. Arrangements for outgoing expenses and the treatment of fees and approval requirements are established in operational policies and procedures.

3.5 Committees, boards or tribunals

The University recognises that its employees may be invited to serve on Commonwealth or State committees, boards or tribunals and this can be a valuable part of external exchange and engagement. Approval requirements and arrangements for expenses and sitting fees are documented in operating policies and procedures.

4 Implementation

The Vice-Chancellor has responsibility for the implementation of the Consultancies Principle and the development and implementation of supporting plans, operational policies and procedures.

All members of the University community are responsible for undertaking their consultancy activities in a manner which is consistent with this principle and related plans, policies and procedures.


Approved by Council on 8 April 2005