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Policies

The University of Tasmania policies are statements of principles to guide behaviour and decision making at the University to achieve outcomes. All University community members must comply with all relevant laws and regulations, University By-Laws, ordinances, policies, procedures and supporting resources.

Index of policies and principles | List of policies | Definitions and acronyms

Admission, Enrolment and Credit Policy

Purpose:

This policy outlines the University of Tasmania's commitment to responsibly manage student admission, enrolment and the granting of credit in recognition of formal, informal and non-formal prior learning.

1AdmissionResponsible
1.1 The University will define the minimum requirements for admission to courses offered at the University based on evidence of student success and in keeping with the University’s standards of academic excellence. Provost
1.2The University will ensure that entry requirements and admission decisions conform to all national standards, are documented, applied consistently, equitably, transparently and in a timely manner.Provost
1.3 The University will ensure that participation opportunities are accessible for prospective students from diverse backgrounds and with diverse learning experiences. Provost
1.4 University decisions regarding admission will be subject to review and appeal on grounds specified within relevant procedure. Provost
2Enrolment 
2.1 All practices in relation to enrolments will be consistent, fair, transparent and formally documented, and comply with applicable external regulations and requirements. Provost
2.2 Students will be provided with clear, timely and accurate advice in relation to enrolment and related critical dates. Provost
2.3 The University will take all reasonable action to ensure that a student who is admitted to an award course is able to enrol in units that will enable them to complete the requirements of the course in a timely manner. Provost
2.4 The University will take all appropriate measures to ensure that overseas students studying at the University on a student visa, complete their study in accordance with the terms, conditions and timeframes of their Confirmation of Enrolment (COE) and relevant student visa provisions. Provost
2.5 The University will not knowingly enrol overseas students wishing to transfer from another registered provider’s course, prior to the overseas student completing six months of their principal course of study, unless they have been released by the previous provider. Provost
2.6Students are responsible for all aspects of their enrolment, including awareness of University requirements and the provision of accurate personal information for enrolment purposes.Provost
2.7Students are responsible for: checking that their enrolment is current and correct; seeking advice as necessary; ensuring that their enrolment complies with relevant course specifications; and notifying the University by the prescribed date, of any errors or omissions.Provost
2.8 University decisions regarding enrolment will be subject to review and appeal on grounds specified within relevant  procedure. Provost
3 Recognition of prior learning 
3.1 Credit may be granted to an applicant who can demonstrate the attainment of learning outcomes against course or unit learning outcomes. Provost
3.2 Applications for credit will be assessed fairly and in a timely manner to determine the comparability of the evidence provided. Provost
3.3 Credit will be granted subject to the admission and enrolment of the applicant to the relevant University award program. Provost
3.4 Credit granted will take into account the learning outcomes of the relevant unit and course and be calibrated to support student success. Provost
3.5 Students receiving credit must still meet any English language proficiency conditions placed on their enrolment. Provost
3.6 University staff involved in the assessment and granting of credit will have the experience to enable them to properly assess credit applications. Provost
3.7 University decisions relating to the granting of credit will be subject to review and appeal on grounds specified within relevant procedure. Provost

Definitions and acronyms: credit | informal learning | formal learning | learning outcomes | non-formal learning | prior learning | recognition of prior learning

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All University community members must comply with all relevant laws and regulations, University By-Laws, ordinances, policies, procedures and supporting resources.



Academic Progress Policy

Purpose:

This policy outlines the University’s approach to monitoring student academic progress to support and ensure student success.

1Monitoring and supporting student academic progressResponsible
1.1 Students enrolled in an award course must meet defined course requirements within the prescribed time limits for the course to be eligible to achieve the award. Provost
1.2

Students enrolled in a course are expected to maintain satisfactory academic progress. This includes

  • completing the academic requirements of the course to a satisfactory level;
  • maintaining a satisfactory rate of academic progress, completing the course within the maximum period of study, if applicable, or within the expected course duration specified on an international student’s Confirmation of Enrolment (CoE); and
  • satisfying the requirements of any compulsory placements or accreditation components in the course.
Provost
1.3 The University will provide students with clear, accurate and comprehensive information about their academic standing throughout their course of study in a timely manner. This information will be provided via the Academic Progress Review process. Provost
1.4 Colleges, in collaboration with central support services, will provide targeted support, services and advice to assist students to maintain satisfactory academic progress and subsequently graduate. Colleges will also monitor students’ academic progress to identify those not meeting course progression requirements. Provost
1.5 Students not making satisfactory academic progress are expected to seek assistance from the University. Provost
1.6 The University will, where appropriate, place conditions on a student’s enrolment or may apply a period of exclusion for the student where the student’s circumstances are not conducive to successful completion. Provost
1.7 Colleges will monitor trends in student academic progression and address systemic issues to support student success. Provost
1.8 Academic Progress Review comments will form part of a student’s academic record. Provost
1.9 University decisions regarding academic progress will be subject to review and appeal on grounds specified within relevant procedure. Provost

Definitions and acronyms: academic progress | academic progress review | academic standing | conditions on enrolment | Confirmation of Enrolment (CoE) | exclusion for lack of academic progress | study period

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All University community members must comply with all relevant laws and regulations, University By-Laws, ordinances, policies, procedures and supporting resources.


Assessment and Results Policy

Purpose:

Central to the University of Tasmania’s learning and teaching activities, this policy outlines our commitment to assess student academic work appropriately.

1Assessment and resultsResponsible
1.1 Assessment will be designed to promote student learning. Provost
1.2 Assessment will be undertaken in a manner that is fair, transparent and equitable. Provost
1.3 Results will reflect student achievement against specified learning outcomes. Provost
1.4 Assessment will be regularly reviewed and enhanced. Provost
1.5 University decisions regarding assessment and results will be subject to review and appeal on grounds specified within  relevant procedure. Provost

Definitions and acronyms: learning outcomes

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Qualifications and Certification Policy

Purpose:

The University Council, under Section 11 of the University of Tasmania Act 1992, has the power to confer, and in certain circumstances rescind, degrees, diplomas and certificates. The University issues authorised certification documents as evidence of a student’s academic record at the University and/or subsequent graduation. This policy outlines the principles that underpin this activity and the ceremonial and academic dress worn at graduation and on other ceremonial occasions.

This policy also outlines our commitment to recognising exceptional and outstanding contributions and service to the Commonwealth, the State or the University.

1ConferralResponsible
1.1 University Council will confer awards upon students by admitting them to degrees and awarding diplomas at graduation ceremonies, in absentia, at a meeting of the University Council or, in extraordinary circumstances, at other times. Provost
1.2

Students will be admitted to degrees or awarded diplomas when they:

  • have completed and met the requirements for their course within the stipulated timeframes; or, in the case of posthumous or aegrotat awards, have sufficiently met course requirements to indicate likely success; and
  • are not indebted to the University; and
  • have no outstanding student conduct matters.
Provost
1.3 Admission to a degree or award of a diploma will be accompanied by the issuing of a testamur, the Australian Higher Education Graduation Statement (AHEGS) and an academic transcript. Provost
2Certification 
2.1 Official academic documents issued by the University will be accurate, authorised, readily distinguishable from other documents issued by the University, and designed to prevent unauthorised reproduction or fraudulent issue. Provost
2.2 All students, including those who complete only some of the requirements for a qualification, are entitled to receive an academic transcript, record of results or statement of attainment. Provost
2.3 The University may require the return of a testamur in exceptional circumstances and in accordance with approved University procedure. Provost
3 Joint awards 
3.1

University Council will establish joint awards with other institutions where:

  • there is strategic benefit to the University;
  • the partner institution is recognised internationally as an institution of high quality and reputation; and
  • the arrangement is of such standing that it is commensurate with the University's reputation.
Provost
3.2 Where the Cooperative Education Agreement specifies, University Council will issue a single jointly badged testamur. Provost
4 Short courses and micro-credentials 
4.1 Short courses will provide a competitive, distinctive and profitable programs of new learning opportunities and pathways. Provost
4.2 Short courses will be distinctly Tasmanian, globally relevant, designed to be scalable and will contribute to broader institutional articulation opportunities. Provost
4.3

Short courses will, depending on type, be aligned with:

  • Higher Education Standards Framework (HESF)
  • Australian Qualifications Framework (AQF)
  • Industry standards and/or accreditation
Provost
4.4 Certificates and micro-credentials may be awarded to a student upon completion of a short course. Provost
5 Honorary degrees and Fellows of the University 
5.1 The University Council may confer an Honorary Degree on a person who, in the opinion of the Council, is a distinguished visitor or outstanding scholar or who has given outstanding service to the Commonwealth, the State or the University. Provost
5.2 The University Council may confer the title of Fellow of the University of Tasmania on a person who has rendered noteworthy service to the University or one of its antecedent organisations. Provost
5.3 Testamurs issued to recipients of Honorary Degrees and certificates that are issued to Fellows of the University will unambiguously identify that the awards or titles are honorary. Provost
6 Ceremonial and academic dress 
6.1 The University will prescribe the ceremonial dress to be worn by members of University Council and senior officers, and the academic dress to be worn by graduands and graduates. Provost

Definitions and acronyms: academic documents | academic dress | academic transcript | aegrotat award | articulation | Australian Higher Education Graduation Statement (AHEGS) | award | ceremonial dress | conferral | degree | diploma | in absentia | joint awards | micro-credential | posthumous award | short course | testamur

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All University community members must comply with all relevant laws and regulations, University By-Laws, ordinances, policies, procedures and supporting resources.


Scholarships, Prizes and Medals Policy

Purpose:

This policy outlines the principles which apply to the University’s coursework scholarships, prizes and medals program underpinning the institution’s scholarships strategy and the overall mission of the University of Tasmania.

1ScholarshipsResponsible
1.1

The University will provide scholarships consistent with the University's strategic direction, mission, vision and values, to: increase access to higher education for a diverse population; attract and support students who demonstrate high achievement and/or potential; retain students and foster community partnerships.

Chief Marketing Officer
1.2 Scholarships will be available to both commencing and current students. Chief Marketing Officer
1.3 Scholarships may be available for prospective students to support completion of their secondary education and enable progression on to the University . Chief Marketing Officer
1.4 Selection for all scholarships will be conducted in an ethical, open and transparent manner, and will be awarded on the basis of merit, achievement, potential, a commitment to learning, and/or evidence of need. Chief Marketing Officer
1.5 The University reserves the right to withdraw a scholarship after it has been awarded, for any reason. Chief Marketing Officer
2Prizes 
2.1 The University will award prizes to students to encourage, recognise and reward academic achievement and commitment to academic studies. Chief Marketing Officer
2.2 Selection for all prizes will be conducted in an ethical, open and transparent manner, and will be awarded on the basis of merit. Chief Marketing Officer
2.3 The University reserves the right to withdraw a prize after it has been awarded, for any reason. Chief Marketing Officer
3 University medals 
3.1 The University will award medals annually to eligible students who have demonstrated outstanding academic excellence over the course of their Bachelor and Honours degrees at the University of Tasmania, in accordance with the relevant course specifications and approved University procedure. Provost

Definitions and acronyms: coursework | scholarship | prize

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Student Fees Policy

Purpose:

This policy sets out the principles for setting, charging and refunding student fees.

1 Student feesResponsible
1.1 The University will set, publish and charge tuition and incidental fees in a transparent manner, compliant with legislation, and responsive as appropriate to varying student cohorts. Chief Marketing Officer
1.2 Students will pay all fees by the specified due date or defer their fees to an eligible loan scheme prior to the census date. Non-payment of fees may result in sanctions or cancellation of enrolment. Chief Marketing Officer
1.3 University decisions regarding fees, and sanctions or cancellation of enrolment resulting from their non-payment may be reviewed on grounds that will be determined and published by the University. Chief Marketing Officer
2 Student Services and Amenities Fees 
2.1 The University will set an annual compulsory Student Services and Amenities Fee within prescribed limits and determine the categories of enrolled students required to pay it. Non-payment of the fee may incur sanctions. Provost
2.2 The annual allocation, reporting and acquittal of Student Services and Amenities Fee revenue will be transparent to students who will have an opportunity to participate in allocation decision-making. Provost
3 Refund of fees and remission of debt 
3.1 The University will provide accessible and transparent information to students detailing the circumstances under which fees will be refunded. Chief Marketing Officer
3.2 Applications from Commonwealth-supported and full fee-paying domestic students for the remission of debt will be assessed consistent with relevant legislation. Chief Marketing Officer
4 Student loans 
4.1 The University will have an open and transparent framework for administering overseas student loans through OS-HELP to eligible Commonwealth-supported students who wish to undertake part of their study overseas. Chief Marketing Officer

Definitions and acronyms: census date | Commonwealth Supported Places (CSP) | Student Services and Amenities Fee (SSAF) | tuition fee | Overseas Study-Higher Education Loan Program (OS-HELP) |

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Facilities, Infrastructure and Assets Policy

Purpose:

This policy outlines the University of Tasmania’s commitment to strategically manage and operate its physical assets and provide campuses, facilities and equipment that are functional, efficient, sustainable, vibrant and support successful learning, teaching and research outcomes.

1 Physical assets managementResponsible
1.1 Asset acquisition, operation, maintenance, refurbishment and disposal will enhance learning, teaching and research activities, including the student and staff experience. Chief Operating Officer
1.2 The University’s infrastructure will be designed and developed with an emphasis on meeting the University’s sustainability objectives, including reducing the carbon footprint and mitigating climate change impacts. Chief Operating Officer
1.3 University assets will be used primarily for conducting University business. Chief Operating Officer
1.4 University assets will be managed to ensure their full potential and value are realised across their life cycle. Chief Operating Officer
1.5 All real property purchases, sales, leasing, licensing and occupancy agreements will be undertaken to ensure the most efficient, effective and sustainable use of University resources. Chief Operating Officer
1.6 Financial contributions will be considered for public infrastructure or assets that deliver benefits to the University and are in close alignment to the University’s strategic plan and values. Chief Operating Officer
1.7 Disposal of University assets will be undertaken by safe and secure means that deliver fair value and support sustainability goals. Chief Operating Officer
2 Learning, teaching and research space 
2.1 Spaces will be designed to support contemporary pedagogy and provide flexibility to adapt to new space configurations as requirements change. Chief Operating Officer
2.2 Space allocation will be prioritised to efficiently and effectively meet learning, teaching and research objectives, and operational support for these. Chief Operating Officer
2.3 All spaces will be centrally managed to ensure optimisation between timetabling and increased space utilisation. Chief Operating Officer
3 Staff spaces 
3.1

Spaces will be designed to:
a)  support contemporary work practices and the type of work being done
b)  enhance wellbeing
c)  enable a culture of collaboration between staff, staff and students, and staff and community.

Chief Operating Officer
4 Facilities access 
4.1 University facilities will be open and accessible to students, staff and members of the community where possible, subject to the safety and security of people and assets. Chief Operating Officer
4.2 Events held at the University will: uphold the values of the University and be consistent with the University’s Academic Freedom and Freedom of Speech Policy; will not cause unwarranted disruption or damage to the University, its assets or the local community; or compromise safety or wellbeing. Chief Operating Officer

Definitions and acronyms

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Student Complaints Policy

Purpose:

The University is committed to providing a safe and supportive environment for students to raise concerns or complaints regarding aspects of University life. This policy outlines the University’s commitment to maintaining a complaints process where issues are dealt with on their merit, and which works towards timely and effective resolution.

1 Student complaintsResponsible
1.1 The University provides an accessible and transparent student complaint process, at no financial cost to the complainant. Provost
1.2 Wherever possible, students are encouraged to first attempt to resolve their matter locally (ie where the issue arose) and informally before formalising a complaint. Provost
1.3 Formal complaints will be taken seriously and actioned in a timely manner, and complainants kept informed as to the progress of their complaint. They will be advised in writing of the outcome and reasons for the decision. Provost
1.4 Each complaint will be managed in an objective and unbiased manner with procedural fairness provided to all parties to a complaint. Provost
1.5 The University will ensure that complainants are not adversely affected because of their complaint. Provost
1.6 Independent advocacy services will be available to students to assist them in dealing with their complaint. Provost
1.7 At all times during a complaint process, parties to the complaint will treat each other with respect and in accordance with the University’s Behaviour Policy. Provost
1.8 Where a complainant remains dissatisfied with the outcome of their complaint, they may seek an appeal of the decision on grounds that will be determined and published by the University. Complainants may also refer the matter to external organisations, as appropriate. Provost
1.9 The University will take the opportunity to learn from each complaint, informing future practice and activity. Provost

Definitions and acronyms: student | appropriate person | SaFCU | SaFCU Officer | external agency

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Course Design and Delivery Policy

Purpose:

Central to the University of Tasmania’s learning and teaching activities, this policy regulates course design, development and delivery for all proposed and approved University of Tasmania courses.

1 Course design and deliveryResponsible
1.1 The University’s course portfolio will be focused to enable Tasmanians to engage with the broad domains of higher education and to support the professional workforce needs of the State. Courses will be designed to offer distinctive Tasmanian experiences and to enable students to take advantage of distinctive Tasmanian opportunities and to meet the specific needs of Tasmania. Provost
1.2 Courses will be developed having regard to disciplinary standards and emerging areas of knowledge and professional activity, financial sustainability measures and internal and external accreditation requirements. Provost
1.3 Courses will form a coherent body of knowledge and skills and will be designed to allow students to progressively achieve course learning outcomes. Provost
1.4 Course learning outcomes will specify the expected achievements that can be demonstrated by students on the successful completion of a course. Provost
1.5 Courses will be developed by academic staff with input from other suitably qualified staff and external stakeholders as appropriate. Provost
1.6 Course rules will facilitate the development of clear, consistent and transparent course structures, pathways, exit points and completion requirements. Provost
1.7 Courses will undergo continuous monitoring, review and improvement. Provost
1.8 Teaching staff will be appropriately qualified, maintain currency in their discipline and demonstrate understanding of relevant pedagogical approaches for the discipline and its students. Provost
1.9 Courses may be developed and delivered in single locations where distinctive learning opportunities are unique to, or best available in, that region. Provost
1.10 Within the University’s state-wide offering, while mode of delivery may vary, all students will have equivalent opportunities to achieve course learning outcomes irrespective of their location. Provost
1.11 The University will provide co-curricular opportunities relevant to the study skills, including English language proficiency required by enrolled students. Provost
1.12 Relevant content relating to Aboriginal and Torres Strait Islander knowledge and perspectives will be included in courses based on expertise and appropriate cultural framing. Provost
1.13 Accessibility and equity will be considered in the development and delivery of courses. Provost
1.14 The University will deliver a student-centric teaching timetable that reflects the range of teaching arrangements across the calendar year. Provost

Definitions and acronyms:  course | course structure | pathways | unit

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Professional Experience Placement Policy

Purpose:

This policy outlines our approach to the management and quality assurance of professional experience placements undertaken by students as part of their course enrolment, be they: mandatory professional practicums or clinical placements; internships; service learning; applied research projects; or field placements.

1 Professional experience placementResponsible
1.1 The University will embed professional learning experiences in curriculum to support graduate employability and/or to meet course professional accreditation requirements. Provost
1.2 The expectations of students and supervisors will be clear and explicit, and students will be supported and given feedback prior to, during and following their placement. Provost
1.3 Placement experiences will be developed in collaboration with industry partners in keeping with the University’s quality assurance, and safety requirements. Provost
1.4 Placement curriculum will be co-developed by appropriately qualified University and industry staff, and with reference to current scholarship and professional accreditation requirements. Provost
1.5Placement curriculum will incorporate accessible experiences and will be developed with appropriate regard to equity, inclusivity and cultural awarenessProvost
1.6The University will review placement arrangements and agreements to ensure performance against agreed indicators, external benchmarks, and suitably balanced student workload.Provost

Definitions and acronyms:  placements: applied research project, field, internship, mandatory professional practicum/clinical, service learning

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Academic Promotions, Honorary and Adjunct Titles Policy

Purpose:

The University is a people-centred community which is attentive to the growth of our diverse academic staff and the flourishing of their careers. This policy outlines our commitment to:

  • promoting academic staff to recognise and reward demonstrated and sustained high levels of performance, impact, engagement and achievement which contribute to the University’s strategic goals and priorities
  • recognising exceptional and outstanding contributions to the University made by academic staff during their University careers
  • enriching our academic community and building connections with colleagues in other institutions, industry and our community through honorary appointments made to individuals making an ongoing contribution to the academic work of the University.
1 Academic promotionResponsible
1.1 The University’s academic staff promotion process provides a potential career pathway for all academic staff. Provost
1.2 All applications for promotion are assessed transparently, consistently and on merit by committees of senior academic staff acting without bias or conflict of interest and in accordance with approved University procedure. Provost
1.3 Promotion is approved by the Vice-Chancellor based on an assessment of evidence of the applicant’s internal and external impact and achievement and their record of behaviour consistent with the University’s values. Provost
1.4 Academic staff appointments and the contributions flowing from them are diverse, and disciplinary requirements vary in the contemporary university. The promotion process therefore recognises, and seeks to reward, impact and achievement relative to agreed responsibilities; opportunity; and across a range of activities including teaching, research, leadership and professional, industry and community engagement. Provost
1.5 The academic promotion process assesses an individual’s academic career progression, impact, and achievements, informed with close reference to data, career stage, and rigorous internal and external peer assessment. It is a merit-based assessment of an individual’s contribution, calibrated to institutional and wider sectoral norms. A school’s budget standing is not a factor relevant in the assessment of an application for academic promotion. Provost
2 Academic honorary and adjunct titles 
2.1 Academic honorary titles are conferred on recently retired or current University of Tasmania professorial staff to recognise and reward exceptional and sustained contributions to the institution and outstanding service and leadership. Provost
2.2 Academic adjunct titles are conferred on individuals outside the University of Tasmania who make an active and ongoing contribution to the work of the University and the achievement of the University’s strategic priorities. Provost
2.3 Academic honorary and adjunct titles are awarded by the University on merit. Provost
2.4 All academic honorary and adjunct title holders comply with all University rules, policies, procedures, guidelines, codes of conduct and relevant legislation and regulation during their term of appointment. Provost

Definitions and acronyms:  academic honorary title | academic adjunct title

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Research Policy

Purpose:

The conduct of research and an active research culture is fundamental to what it means to be a University. The University of Tasmania is deeply committed to creating and promoting a culture dedicated to delivering high quality world-class research contributing to the needs of the Tasmanian, national and global communities, underpinned by the responsible and ethical conduct of all those engaged in and/or supporting research.

This policy sets out the principles that guide the design, conduct, management, funding, and communication of research undertaken by University researchers to ensure that research is carried out with integrity and honesty, and meets legislative, professional and community standards of conduct and quality.

1 Our researchResponsible
1.1

University researchers will be supported to undertake world-class fundamental discovery and/or translational and purpose-driven research, as assessed against nationally and globally accepted standards, that provides:

  • a significant contribution to advancing knowledge, and/or
  • a material contribution to improving the environmental, social, cultural, and/or economic well-being of our local, regional, and/or global communities.
Deputy Vice-Chancellor Research
1.2 The University will support deep disciplinary research and capitalise on the University’s comparative advantage of our people and place by focusing and prioritising multidisciplinary research that meets the pressing needs of the Tasmanian, national and global communities. Deputy Vice-Chancellor Research
2 Responsible code of research 
2.1 The University will actively promote and support a culture of responsible research conduct. Deputy Vice-Chancellor Research
2.2 University researchers will conduct research responsibly, ethically, and with integrity as a foundation for high-quality research, credibility, and community trust in the research endeavour. Deputy Vice-Chancellor Research
2.3 The University will take all reasonable measures to manage conflicts of interest and/or mitigate against undue influence on research outcomes that may result from the relations between University researchers and public and private organisations engaged in and/or funding research consistent with the principles of the Academic Freedom and Free Speech Policy. Deputy Vice-Chancellor Research
2.4The University will not undertake, engage in, or otherwise support research where that research could be used to perpetuate human rights abuses or where the beneficiary of the research may use the research for the purpose of human rights abuses.Deputy Vice-Chancellor Research
3 Research funding and costing 
3.1 University researchers will manage research funds in line with public expectations of good governance, transparency, integrity, and sustainability. Deputy Vice-Chancellor Research
3.2 University researchers will account for the full cost of research (including University direct and indirect costs) and ensure research pricing reflects the quality and value of University services, including in-kind contributions.

Deputy Vice-Chancellor Research

4 Research data and output 
4.1 University researchers will manage University research data in accordance with national and international standards for open access including standards for Indigenous data governance. Deputy Vice-Chancellor Research
4.2 University researchers will develop research outputs in accordance with national and international standards and, wherever possible, share research outputs as openly for free dissemination to support knowledge creation and increase the value, influence, and impact of their research to the end-users of research in local, national, and global communities and the academy. Deputy Vice-Chancellor Research
4.3

University researchers will attribute the University of Tasmania as an institution of affiliation for research outputs that have resulted from work conducted by University researchers if either of the following conditions apply:

  • the research has used resources (including human resources) or facilities of the University; and/or
  • the funds for the research have been directed through the University.
Deputy Vice-Chancellor Research

Definitions and acronyms:  Breach of the Code | contract funding/agreement | open access | primary materials | research | research data | research funds | research output | the Code | University researcher |

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Research Training Policy

Purpose:

The University values higher degree by research candidates and their contribution to the University’s research. The University is committed to providing high quality student-centred research training in an inclusive, supportive and research active environment. The principles in this policy will ensure the University’s research training programs are underpinned by an adherence to our Responsible Conduct of Research Framework.

1 Admissions and enrolmentResponsible
1.1 Applicants will be admitted to a higher degree by research only where they have demonstrated a high standard of relevant research preparedness and there is an appropriate fit between the applicant, research environment, available resources, and supervision. Deputy Vice-Chancellor Research
1.2 New candidates will be inducted by both the University and the academic unit of enrolment in a comprehensive and culturally inclusive manner that supports candidates to become active members of the University’s research community. Deputy Vice-Chancellor Research
2 Higher degree research scholarships 
2.1

Scholarships will be provided by the University to either:

  • attract and support high achieving candidates, selected on merit, to undertake a higher degree by research in areas of University research strengths and strategic priorities
  • support participation and access from one or more of the University’s defined equity groups.
Deputy Vice-Chancellor Research
2.2 The University administers Research Training Program Scholarships as per the Commonwealth Guidelines and provides information about the processes and conditions of the award in the Research Training Program Scholarship Procedure. Deputy Vice-Chancellor Research
3 Academic support, resources and intellectual climate 
3.1 Higher degree research supervisors will provide candidates with intellectual support, procedural guidance, and broad pastoral care in the design and conduct of the higher degree by research program and facilitate and support the timely completion of candidature. Deputy Vice-Chancellor Research
3.2 Academic units will ensure support and guidance for their higher degree by research candidates and higher degree by research supervisors are appropriately resourced. Deputy Vice-Chancellor Research
3.3 The academic unit will ensure the quality of the research training experience for the candidate regardless of the mode and location of their enrolment, including access to appropriate workspaces, facilities, and resources, in line with the conditions of their candidature. Deputy Vice-Chancellor Research
4 Candidature progression, development and completion 
4.1 The University will provide support for candidates to enable successful completion of all elements of a higher degree by research program within a timeframe consistent with standard degree periods. Deputy Vice-Chancellor Research
4.2 The University will support candidates to undertake original research. Deputy Vice-Chancellor Research
4.3 The University will support candidates to develop research skills as well as transferable skills for academic and non-academic careers. Deputy Vice-Chancellor Research
4.4 The University will review the progress of candidature to identify and address issues that may require additional support. Deputy Vice-Chancellor Research
4.5 The University will ensure the integrity and confidentiality of the examination of higher degree by research theses. Deputy Vice-Chancellor Research

Definitions and acronyms:  academic unit | applicant | candidate | candidature | college | degree periods | Graduate Research Coordinator | Head of academic unit | Higher Degree by Research | primary supervisor | research project | scholarship | supervisor | thesis |

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Intellectual Property Policy

Purpose:

This policy sets out the principles for management of intellectual property (IP) in the University to encourage invention, creative work, technology development, enterprise, and broad impact of University IP in the private sector and community.

1 Generation and management of intellectual propertyResponsible
1.1

The University will manage its intellectual property (IP) to maximise its use to advance the public good, which includes improving social and environmental outcomes, solving commercially valuable problems, and the creation of new enterprise.

  • Where the University is the natural owner of the opportunity to use its IP, it will do so.
  • If the University isn’t the natural owner of the opportunity to use its IP, or has not used IP that it is the natural owner of, then it will actively promote the availability of that IP and facilitate others to use it for the public good.
Deputy Vice-Chancellor Research
1.2 The University will manage intellectual property nimbly, flexibly, and pragmatically to advance collaboration with industry and other external partners, and to facilitate its use for the creation of new enterprise. Deputy Vice-Chancellor Research
1.3 The University will foster a culture of innovation and entrepreneurship, promoting and supporting entrepreneurship by employees and students to utilise intellectual property generated at the University for the public good, and incentivising the participation of employees in both scholarly activity and enterprise creation. Deputy Vice-Chancellor Research
1.4 Employees must promptly report to the University any intellectual property created which may have commercial or social value. Deputy Vice-Chancellor Research
1.5 Employees, students or non-employees who are involved in the creation of intellectual property (IP) must maintain confidentiality of that IP. Deputy Vice-Chancellor Research
2 Ownership and assignment 
2.1 The University owns all intellectual property, research data, and primary materials created by an employee (excluding copyright material in scholarly works) in the course of their employment duties or where there is some other legal basis for ownership. Deputy Vice-Chancellor Research
2.2 Intellectual property (IP), research data, and primary materials created by a student (except in new plant varieties) is owned by the student, subject to any agreement by the student to assign that IP. Deputy Vice-Chancellor Research
3 Commercial return from intellectual property 
3.1 Where the University enters into commercial intellectual property agreements it will be in exchange for a reasonable and proportionate return that is compatible with prioritising its use for the public good. Deputy Vice-Chancellor Research
3.2 The University will share the commercial return from its intellectual property IP (excepting copyright material associated with scholarly works) across the creator of the IP, the University business unit in which the creator resides, and the University central administration Deputy Vice-Chancellor Research
3.3 The University will retain sufficient intellectual property access rights to enable the conduct of further research and for teaching purposes, where appropriate to do so. Deputy Vice-Chancellor Research
3.4The University will not claim any copyright fees or royalties relating to scholarly work by a student or an employee creator.Deputy Vice-Chancellor Research
4 Indigenous Cultural and Intellectual Property Rights 
4.1 The University will recognise and uphold the rights of indigenous peoples and safeguard their customary uses of Indigenous Cultural and Intellectual Property (ICIP). Provost
4.2 Employees, students and representatives of the University will only access, record, use or commercialise Indigenous Cultural and Intellectual Property (ICIP)  with the consent of the ICIP holder and contributors, in accordance with contemporary national and international standards. Provost
4.3 Benefits from commercial use of Indigenous Cultural and Intellectual Property (ICIP) will be shared proportionately with the holders of ICIP on agreed terms. Provost
4.4 The University and its employees, students, and representatives will not make any false, misleading or culturally offensive references to Indigenous Cultural and Intellectual Property. Provost
5Copyright 
5.1 All members of the University will understand their rights and obligations relating to copyright to minimise the risk of infringement and to gain the full benefit of material the University has a right to use. Provost
5.2 The University recognises the moral rights of creators of copyright material and the University may request that those creators consent to an infringement of their moral rights where the University is required to do so. Provost

Definitions and acronyms:  commercially exploit | Copyright Act | copyright material | creator | employee | indigenous cultural and intellectual property | intellectual property (IP) | moral rights | non-employee | primary materials | research data | scholarly work | student | University representatives | University resources |

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Quality Assurance Policy

Purpose:

The University of Tasmania maintains a systematic approach to the quality assurance of all its activities to ensure that it: complies with legislative and regulatory requirements; achieves its strategic objectives; meets the expectations of students, staff, partners and other stakeholders; and maintains and enhances excellence and good standing across all its activities.

1 Quality assuranceResponsible
1.1 The University will systematically integrate quality assurance through its processes for admissions, teaching, assessment, research and engagement. Provost
1.2 The University will meet or exceed the regulatory, legislative and sector standards for its quality assurance functions. Provost
1.3 Quality assessments will be made holistically, consider process compliance, and define appropriate outcome measures for such assessments. Provost
1.4 Quality assurance will be applied in a consistent and systematic manner in relation to core business and organisational units. Provost
1.5 Quality assurance activities will be evidence-based, efficient, rigorous, transparent and impartial. Provost
1.6 Regular review of quality assurance activities will be conducted by qualified staff not otherwise engaged in their delivery. Provost

Definitions and acronyms:  quality assurance activities

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Partnerships Policy

Purpose:

This policy guides the responsible development, execution and monitoring of partnerships between the University of Tasmania and partner organisations both in Australia and overseas, which are integral to the University’s learning and teaching, research training, research, and engagement activities.

1PartnershipsResponsible
1.1 Partnership arrangements will align with the University’s strategic priorities and will comply with all relevant regulatory and legislative requirements. Provost
1.2 The University will, in all partnerships, undertake due diligence and risk assessments, and oversight governance, management, terms and expectations, monitoring and quality assurance processes. Provost
1.3 Regional and government partnerships will, where possible, be established to expand access to educational opportunity and create a prosperous, inclusive and sustainable future for Tasmania. Vice-Chancellor
2 Research partnerships 
2.1 Research partnerships will be established with reputable organisations and align with the University’s mission, to build excellence and distinctiveness, and create an impact for and from Tasmania. Deputy Vice-Chancellor Research
2.2 Research partnerships that make a material contribution to improving the environmental, social, and/or economic well-being of our local, regional, and/or global communities will be prioritised. Deputy Vice-Chancellor Research
2.3 Research partnerships will be formalised in agreements to provide clarity to all parties and be subject to review cycles appropriate to the nature of the partnership. Deputy Vice-Chancellor Research
3 Educational partnerships 
3.1 Educational partnerships will be established with reputable organisations to enhance learning and teaching and research training experiences for students and to provide pathway opportunities for the students of partner institutions, through structured programs developed in consultation with partners. Provost
3.2 Educational partnership arrangements will be formalised in agreements to provide clarity to all parties. Provost
3.3 Educational partnership arrangements will be subject to continuous quality assurance monitoring and improvement cycles that accord with relevant legislative requirements, appropriate to the nature of the partnership. Provost

Definitions and acronyms:  agreement | educational partnership | partnership | research partner

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Compliance Policy

Purpose:

This policy outlines key governance principles that strengthen University structures to support good leadership and decision making and ensures sound and effective governance.

1ComplianceResponsible
1.1 The University will be transparent and proportionate in the approach to compliance, with focus on higher risk areas of non-compliance and guided by the University’s appetite for risk to improve the overall governance of the University. Chief Operating Officer
1.2 Compliance owners will manage, monitor and report on compliance obligations ensuring controls are in place to manage legal obligations that have risks associated with non-compliance. Chief Operating Officer
1.3 Performance of the compliance program will be monitored, measured and reported as an integral part of the reporting to the relevant governance and senior executive bodies. Chief Operating Officer
2 Conflict of interest 
2.1 Responsible persons will ensure conflicts or potential conflicts of interest are identified, disclosed, monitored and effectively managed. Chief Operating Officer
2.2 Responsible persons will make declarations at least annually and at other times where there is a material change in private interests that may give rise to an actual, potential, or perceived conflicts of interest and manage the conflicts of interest arising from those interests. Chief Operating Officer
3Foreign influence and foreign interference 
3.1The University values the contribution of our foreign collaborations and will be transparent about the nature, level and extent of foreign influence through appropriate disclosure of arrangements with foreign principals.Chief Operating Officer
3.2University activities will manage risks of foreign interference to safeguard academic freedom, University strategy, University controlled intellectual property, the University’s values and research partnerships and collaborations consistent with the University’s risk appetite.Chief Operating Officer
3.3The University will integrate management of foreign interference and foreign influence risks into research, partnerships, employee relationships and affiliations, and intellectual property.Chief Operating Officer
4 Access to information and disclosures 
4.1 The University will ensure procedures are in place to support the routine and proactive release of information where it is assessed to be in the public interest. Chief Operating Officer
4.2 The University will ensure public interest disclosures are investigated and managed in accordance with the principles of natural justice. Chief Operating Officer

Definitions and acronyms:  responsible person | foreign influence | whistleblower

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Health and Safety Policy

Purpose:

The University is committed to ensuring a safe and healthy workplace for the University community by providing a positive safety culture.

1 People health and safetyResponsible
1.1 The University has a primary duty of care to ensure people are safe at work and in University workplaces, and that no one is injured working for the University or when visiting University premises and campuses. Chief People Officer
1.2 The University will provide a safe and healthy work environment including safe systems of work, information, training, instruction and supervision, eliminating or mitigating risk. Chief People Officer
1.3 All members of the University will understand their workplace health and safety obligations, work safely and report all incidents and events that did or could have impacted on their safety and wellbeing or the safety and wellbeing of others. Chief People Officer
1.4 The University will learn from events to improve safety and wellbeing wherever possible. Chief People Officer
1.5 The University will monitor, measure and report the safety and wellbeing of staff and students. Chief People Officer
1.6 The University will engage and consult with the University community on the development, implementation and review of safety and wellbeing initiatives as appropriate. Chief People Officer

Definitions and acronyms:  University community

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Academic Freedom and Free Speech Policy

Purpose:

Academic freedom and free speech are defining values of the University of Tasmania and, consistent with the principles articulated in the Model Code of the Report of the Independent Review of Freedom of Speech in Australian Higher Education Providers, should not be restricted nor their exercise burdened, other than by restrictions imposed by law and in this policy.

The University is deeply committed to the promotion and protection of academic freedom, the right of all scholars at the University to engage in the pursuit of knowledge, intellectual enquiry and research, scholarly and creative endeavours, and public discourse. Academic freedom underpins a healthy, pluralistic and democratic society. Affirmed in the University’s Statement of Values and enshrined in the Magna Charta Universitatum to which the University is a signatory, academic freedom is a right of University scholars and its exercise also entails responsibilities.

1 Right to academic freedom and freedom of speechResponsible
1.1
The University values and protects the academic freedom of all its staff and research students to teach, discuss, and research and to disseminate and publish the results of their research, and to engage in intellectual inquiry, to express their opinions and beliefs, and to contribute to public debate, in relation to their subjects of study and research.
Vice-Chancellor
1.2 The University values and protects the freedom of speech, which includes all forms of oral, written and creative expression, exercised by staff or students on its campuses and properties, subject only to that freedom being exercised in ways that enable others to exercise their freedom of speech, enable the University to discharge its duties to teach and research, and respect the law. Vice-Chancellor
1.3 The University values and protects its autonomy as a higher education provider in relation to the choice of academic courses and offerings, the ways in which they are taught, and the choices of research activities and the ways in which they are conducted. Vice-Chancellor
1.4 In entering into affiliation, collaboration or contractual arrangements with third parties and in accepting donations from third parties subject to conditions, the University shall take all reasonable steps to prevent limitations on academic freedom or freedom of speech by any academic staff or student carrying out research or conducting work subject to such arrangements. Should such third parties seek to restrict a staff member’s or student’s academic freedom the University will actively protect those rights. Vice-Chancellor
1.5 The University will take active measures to prevent academic freedom or freedom of speech being impeded in any way by foreign interference. Vice-Chancellor
1.6 The University will support the right of academic freedom and free speech at all universities. Vice-Chancellor
1.7 Academic freedom and freedom of speech need to be exercised within the University in ways that are consistent with the University’s legal and ethical obligations to foster the wellbeing of students and staff. Vice-Chancellor
1.8

The University has the right and responsibility to determine the terms and conditions upon which it shall permit external visitors and invited visitors to speak on University land and use University facilities and in so doing may refuse permission to any invited visitor or external visitor to speak on University land or at University facilities where the content of the speech is or is likely to be:

  • unlawful;
  • prejudice the fulfilment by the University of its duty to foster the wellbeing of staff and students;
  • involve the advancement of theories or propositions which purport to be based on scholarship or research but which fall below scholarly standards to such an extent as to be detrimental to the University’s character as an institution of higher learning.
Vice-Chancellor

Definitions and acronyms

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People Policy

Purpose:

Central to the University of Tasmania’s activities, this policy outlines our commitment to our People Strategy, enhancing our culture and supporting and valuing our people and safe systems of work.

1 People recruitment, management and developmentResponsible
1.1 Applications for employment will be assessed transparently, equitably and on merit, and applicants treated fairly and respectfully. Chief People Officer
1.2 Appointment, onboarding and induction activities will support new staff to succeed and be consistent with the University’s strategies, values and vision. Chief People Officer
1.3 The University will provide staff with career growth and development opportunities aligned with the University's strategic objectives and vision. Chief People Officer
1.4 All fixed-term and ongoing staff in conjunction with their supervisors will set, and continuously review, performance expectations and development plans which are aligned with the University’s organisational objectives and strategy. Chief People Officer
1.5 Staff will be respectful and fair in the management of people. Chief People Officer
1.6 In order to benefit areas of strategic priority for the University, scholarships may be provided to external individuals through a Visiting Fellows and Visiting Scholars Program. Chief People Officer
1.7 In circumstances where the operational needs of the University change, staff eligible for redeployment will be managed in accordance with the relevant provisions of the Staff Agreement. Chief People Officer
1.8 The University will engage suitably qualified and experienced contractors to undertake duties that are not core-business, and contractors must comply with all relevant University requirements Chief People Officer
1.9 The University will provide staff with a range of leave options and opportunities to support their health and wellbeing including physical and psychological safety. Chief People Officer
1.10 Staff will use their full recreational leave allocation in a timely way in support of their health and wellbeing and the operational needs of the University. Chief People Officer
1.11 The University may grant eligible academic staff with study leave to provide them with the opportunity to carry out sustained research or teaching development to maintain and enhance the quality of the University's research and teaching. Provost
2 Inclusion, diversity and equity
2.1 Members of the University community will ensure their work and actions are respectful of the diversity within the University community. Chief People Officer
2.2 When making a decision, members of the University community will consider the impact of intersectionality – how multiple social identities (eg race, gender, class, sexuality, disability, religion, etc) shape individual experiences of discrimination and/or disadvantage. Chief People Officer
2.3 Members of the University community will ensure research, learning and teaching environments are inclusive of differences, are diverse, intolerant of harassment and discrimination and that all people are treated with respect, fairness and justice. Chief People Officer
2.4 Members of the University community will value Aboriginal culture and create an environment in which Aboriginal people can feel safe, respected and included in all aspects of University activity and learning. Chief People Officer
2.5 All staff will be supported to implement, advocate and model inclusive practices assisted by clear policies, processes and professional development. Chief People Officer
2.6 The University will integrate the principles of inclusion, diversity and equity into planning and practices. Chief People Officer
3Consultancy
3.1 University employees may provide consultancy services and accept remunerated appointments to government, industry and community committees, boards or tribunals in their capacity as a University employee, as agreed with their supervisor, unless it is determined to be inconsistent with University priorities, policies, procedures or principles of competitive neutrality. Chief People Officer
3.2 University employees engaged in any consultancy activity in their capacity as a University employee will consider and manage risk and legal issues, including the management  of any conflicts of interest, taxation issues, insurance coverage, and protection of the brand and reputation of the University. Chief People Officer
3.3 University employees will disclose and clearly distinguish private consultancies or remunerated appointments from their University duties, meet their University obligations, manage any conflicts of interest, and will not use University resources including employees, equipment, intellectual property, or facilities to undertake this engagement. Chief People Officer

Definitions and acronyms:  University community | inappropriate behaviour

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Behaviour Policy

Purpose:

The University is committed to providing a safe, supportive, and healthy environment for all members of our community. This policy sets out the University’s expectations for appropriate behaviour and identifies the behaviours and conduct that are not accepted by the University, with a focus on the safety and wellbeing of the University community and a victim-centred approach.

1BehaviourResponsible
1.1 The behaviour of all University community members will be considerate of others and consistent with the University’s values – respect and self-respect, fairness and justice, integrity, trust and trustworthiness, responsibility and honesty. Provost
1.2 The expectations for behaviour apply to University community members regardless of whether on University premises and campuses (including University residential accommodation) or off-campus but reasonably connected to the University or a University activity, including electronically and in virtual environments. Provost
1.3 University community members will comply with all policies, procedures, ordinances, University By-laws and related documents. Provost
1.4

Behaviour and conduct that is not accepted by the University includes:
a) sexual assault and sexual harassment  (sexual misconduct)
b) vilification or victimisation to a person or a group of people, as well as adverse action
c) bullying of any other community member
d) unlawful discrimination and behaviour which offends, humiliates or intimidates on the basis of certain protected attributes (for example, race, age, disability, religion, gender and gender identity, sexual orientation)  
e) vexatious, malicious and/or frivolous complaints  
f) harm or damage (including loss or obstruction), or behaviour that threatens harm or damage, to another person or the property of the University  
g) behaviour that negatively impacts on the ability of others to study, work or take part in other activities of the University.

Provost
1.5 A conflict of interest arising from a personal relationship between a staff member and a student with whom there is a direct teaching, research or other professional relationship must be appropriately, transparently managed by the staff member and notified immediately to their supervisor. Development of a close personal or intimate relationship between a staff member and a student with whom there is such a professional relationship is not appropriate. Provost
2 Support for community members 
2.1 Care and consideration for a person’s safety and wellbeing will always be the primary focus of the University in responding to any concern or complaint of inappropriate behaviour. Provost
2.2 Support will be offered to all involved parties in response to any concern or complaint of inappropriate behaviour, including reasonable adjustments to study or work performance and expectations. Provost
2.3 The University may take action it considers necessary to ensure the immediate safety and wellbeing of students, staff and/or community. Such action may include, but is not limited to: required separation in work, study and/or living environments; exclusion from University activities or from University property; suspension of access to the University’s information and communications technology services. Provost
2.4 All parties involved in a complaint of inappropriate behaviour will be afforded procedural fairness (also known as natural justice). Provost
3 Reporting and disclosure of inappropriate behaviour 
3.1 The University will ensure reporting and disclosures of inappropriate behaviour are straightforward and accessible to all University community members. Provost
3.2 University community members will be active in speaking up and reporting incidents of inappropriate behaviour. Provost
3.3 The person making a disclosure or raising a concern or complaint about an inappropriate behaviour will be fully informed of their available reporting and support options both internally and externally. Provost
3.4 The confidentiality and privacy of parties involved in a concern or complaint will be maintained to the extent possible, noting that the University may need to inform key personnel to progress a matter and/or comply with mandatory reporting obligations at law. Provost
3.5 Concerns and complaints will be dealt with promptly, noting that sometimes timeframes need to be extended for matters that are complex or more serious. Provost
4Consequences 
4.1 Where appropriate, the University will use a restorative approach when responding to inappropriate behaviour but may act formally, swiftly and decisively to ensure safety and wellbeing and the accountability for actions. Provost
4.2 University community members who engage in inappropriate behaviour may face consequences which could impact on the continuation of their study, their accommodation arrangements, their employment or their access to the University as applicable. Provost

Definitions and acronyms:  University community | inappropriate behaviour

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Child Safety Policy

Purpose:

The University of Tasmania acknowledges that children and young people are part of the University community as students, residents, visitors, and through the University’s activities in learning and teaching, research, community engagement, sport, and school outreach activities. All children in the University community, regardless of their gender, culture, religious beliefs, age, ability, sexual orientation, or family or social background, have equal rights to safety, participation, wellbeing and empowerment and protection from abuse.

This policy outlines the University’s commitment to the wellbeing and safety of children connected to the University community in person and online, and our responsibility to build child safety awareness throughout our curriculum and across our institution.

1 Child-safe cultureResponsible
1.1 The University values children and young people as members of the University community, and upholds their right to safety, participation, wellbeing, and empowerment. Vice-Chancellor
1.2 The University is committed to child and young person safety and promoting children’s best interests, including the cultural safety of Aboriginal and Torres Strait Islander children and children from culturally and linguistically diverse backgrounds, and the safety of children with a disability. Vice-Chancellor
1.3 The University will not tolerate abuse or any form of exploitation or harm to children or young people. Vice-Chancellor
1.4 All members of the University community are responsible for the care and protection of children and young people during any University-related activity. Vice-Chancellor
1.5 All members of the University community will meet the standards of behaviour in the University’s approved policies and in the Child Safety Code of Conduct. Vice-Chancellor
1.6 The Provost is the University’s Child Safety Champion, sponsoring child safety and well-being within the University community. Provost
2 Child-safe environment
2.1 The University will provide child-safe environments on-campus, online, in student accommodation and during University-related activities off-campus. Vice-Chancellor
2.2 The University will, wherever possible, prevent harm to children and young people by identifying, removing, or reducing risks as early as possible. Vice-Chancellor
2.3 The University’s recruitment processes for all staff, honorary appointments and volunteers will use appropriate screening practices to ensure the protection and safety of children and young people. Chief People Officer
2.4 The University will not knowingly engage, directly or indirectly, anyone who poses a risk to children or young people. Chief People Officer
2.5 All members of the University community must ensure that technology, the University’s online systems, and social media are used appropriately in connection with children and young people. Chief Operating Officer
2.6 Where appropriate, the University will ensure that information, including curriculum, teaching materials and other content, is presented in a child-safe, culturally sensitive, relevant, and accessible manner. Provost
3 Education and awareness
3.1 The University will provide the University community with access to training and resources to foster an understanding of their obligations for child safety and protection, including in online environments. Chief People Officer
3.2 The University will ensure that awareness of child safety and wellbeing is included in curricula across the broad range of courses, educating our community, future workers, and leaders in all sectors. Provost
3.3 The University will ensure that pre-service professionals in the principal fields of study associated with child-related occupations are provided with sound preventative education, increasing awareness, and understanding of the prevention of child sexual abuse and identification of harmful sexual behaviours. Provost
3.4 Any member of the University community who conducts research with, or relating to, children and young people will work in a child-safe way, complying with national standards, codes, and ethical and legal requirements with respect to children and young people. Deputy Vice-Chancellor Research
4 Reporting and response
4.1 Members of the University community will immediately report allegations of abuse, neglect or exploitation, or concerns that a child or young person needs protection. Provost
4.2 The University will have transparent processes to manage all allegations of child abuse, neglect, and exploitation sensitively and expeditiously, and in accordance with principles of procedural fairness. Provost
4.3 The University will maintain confidentiality when dealing with and reporting on all allegations of child abuse, neglect, and exploitation, except as required by law. Provost
4.4 The University will take prompt and appropriate action on allegations of abuse, neglect, or exploitation, or concerns that a child or young person needs protection, in accordance with approved University procedure. Provost

Definitions and acronyms:  child/children/young people | child abuse | child-related occupations | child-safe environment | child safety | cultural safety | University community | University-related activity/activities

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Sustainability Policy

Purpose:

The purpose of this policy is to provide the framework for expressing the University of Tasmania’s commitment to the incorporation of inclusive and equitable sustainability principles and practices in, and informed by, its governance, teaching, research, community engagement and operations.

1SustainabilityResponsible
1.1 The University will embed sustainability as a key part of its mission and support a culture that increases the capacity of the institution to contribute to sustainable outcomes locally and globally. Chief Operating Officer
1.2 Sustainability considerations, including risks, will be integrated into University governance, planning and decision making. Chief Operating Officer
1.3 The University will integrate sustainability into the curriculum and equip students to embed sustainability principles in their lives and future employment. Chief Operating Officer
1.4 The University recognises that sustainability is delivered through collaborative partnerships and will influence partners and implement projects with our communities to deliver sustainable outcomes. Chief Operating Officer
1.5 Delivering sustainability outcomes is a shared responsibility and the University will improve its sustainability performance through education and awareness-raising and providing resources for staff and students. Chief Operating Officer
1.6 Staff will seek to increase their sustainability skills and knowledge through induction, professional development, educational and material resources, and ongoing training, engagement and awareness-raising opportunities so that they can apply the principles of sustainability through their jobs and lives. Chief Operating Officer
1.7 Staff will work to implement and continuously improve sustainability outcomes through evidence-based and innovative research, monitoring, and benchmarking to ensure the University achieves its potential as a leader in this space. Chief Operating Officer
1.8 Staff and students will ensure that their planning and activities manage and mitigate any risk of environmental or social damage. Chief Operating Officer
1.9 The University will develop, maintain, and operate sustainable campuses, both built and natural environments, through applying outcomes-driven sustainable design principles, assurance frameworks and operational tools. Chief Operating Officer

Definitions and acronyms:  sustainability |

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Risk Management and Business Resilience Policy

Purpose:

Central to the University of Tasmania’s learning and teaching, and research activities, this policy outlines our commitment to create a resilient University through responsible management of risk and planning for effective management of emergency and crisis events, and business continuity.

1 Risk managementResponsible
1.1 The University will have an open and transparent risk management framework that is easily understood, relevant, continuously reviewed and improved. Chief Operating Officer
1.2 Responsibilities for risk management will be allocated through a clear governance structure. Chief Operating Officer
1.3 University staff will proactively identify strategic and operational risks. Chief Operating Officer
1.4 University staff will design mitigations to bring identified risks within the University’s risk appetite and will not make decisions that create risks outside the risk appetite. Chief Operating Officer
1.5 Risk appetite will be periodically reviewed to ensure that there is alignment with strategy and risks of the University. Chief Operating Officer
1.6 University staff will consider the dynamic nature of risk and will incorporate all relevant information into risk-based decision making. Chief Operating Officer
1.7 The University will create and maintain a positive risk management culture that encourages the sound management of risk in line with the risk management framework. Chief Operating Officer
2 Business resilience 
2.1 The University will build a culture of business resilience where it can respond to crises and disruptive events that impact the University’s ability to meet operational and strategic needs. Chief Operating Officer
2.2 The University will maintain sound business continuity planning to support continued operation of critical business functions. Chief Operating Officer
3 Crisis management 
3.1 The University will be well prepared for managing crises through planning and the clear identification of management responsibilities and powers. Chief Operating Officer
3.2 The University will monitor potential risk triggers and activate a crisis management response in the event they become an emergency or crisis. Chief Operating Officer
3.3 At a time of crisis the University will aim to maintain business continuity and return the University to normal operations as soon as possible. Chief Operating Officer
3.4 Taking into account the nature of an emergency or crisis and all relevant circumstances, the University's response will prioritise:
a) human life, safety and wellbeing
b) animal life, safety and wellbeing
c) environmental protection
d) protection of the University’s ongoing operation, viability and reputation
e) protection of property interests.
Chief Operating Officer
3.5 During a crisis, decision-making will be within Council’s risk appetite but may require exceeding approved delegations for day to day decision-making. Chief Operating Officer
4Insurance 
4.1 The University will insure its assets with consideration to risk and cost. Chief Operating Officer
4.2 The University will indemnify staff, and, where required students and others, acting in good faith in the conduct of University business. Chief Operating Officer
4.3 Staff and associated personnel must report, without delay, any risks or changes to existing risk that they become aware of that may impact insurance, or events or circumstances that may lead to an insurance claim. Chief Operating Officer

Definitions and acronyms:  crisis | emergency

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Treasury and Investment Policy

Purpose:

This policy guides the responsible and effective management of the University, and its controlled entities, investment and financing activities.

1 Investment fundsResponsible
1.1 The University will seek to maximise investment returns within acceptable risk levels. Chief Operating Officer
1.2 Investment allocation decisions for longer-term investment funds will be managed to achieve:
a) an average annual return, after fees, at least equal to the average increase in headline consumer price index plus a margin recommended by the University’s investment advisors and approved as part of the University’s annual strategic planning process.
b) over rolling five-year periods, achieve an average before fees annual return that is at least equal to the benchmark return.
c) to limit the probability of a negative return to no more than 1 in every 4.5 years.
Chief Operating Officer
1.3

Investment decisions will ensure investment funds maintain sufficient liquidity to mitigate existential risk.

Chief Operating Officer
1.4 Investment funds will be utilised in support of the renewal of necessary physical infrastructure of the University and for strategic purposes. Chief Operating Officer
1.5 The University’s investments will be managed to realise the objectives of endowment funds and to meet annual spending requirements (eg scholarships, prizes, gifts and research). Chief Operating Officer
1.6 Investment funds are managed to support the University in maintaining its consolidated debt to equity ratio. Chief Operating Officer
1.7 The University’s investment decisions will consider environmental, social and governance (ESG) principles. Chief Operating Officer
2 Governance and risk management 
2.1 Any University financial decision will be compliant with relevant borrowing facilities’ covenants and undertakings and the University’s consolidated debt to equity ratio of 25 per cent. Chief Operating Officer
2.2 All aspects of enacting and administering borrowings or financing arrangements will be coordinated by the University’s treasury function, which will ensure appropriate controls are in place to manage risks. Chief Operating Officer
3 Borrowings, debt and cash management 
3.1 Borrowing arrangements will ensure the University’s liquidity, maintain financial stability, and support the University’s long-term funding strategy. Chief Operating Officer
3.2 The University will seek appropriate borrowings to minimise financing costs and provide stability through management of refinancing risk. Chief Operating Officer
3.3 The University’s cash balances will be managed efficiently to ensure all obligations are met, at the lowest possible cost. Chief Operating Officer

Definitions and acronyms

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All University community members must comply with all relevant laws and regulations, University By-Laws, ordinances, policies, procedures and supporting resources.


Procurement Policy

Purpose:

This policy supports the University’s values and guides behaviour in relation to all operational and research procurement related activities for the purpose of advancing the University’s strategic objectives.

1 Value for moneyResponsible
1.1 Procurement decisions must first consider the use of existing University resources, facilities and expertise. Chief Operating Officer
1.2 Staff procuring goods, services and capital works will seek optimal value for money using innovative approaches to scoping the procurement needs. Chief Operating Officer
1.3 Goods, services and capital works procured must be fit for purpose, of sufficient standard and capable of fulfilling the intended requirements for an acceptable timeframe. Chief Operating Officer
1.4 Procurement of goods and services will be sourced through preferred suppliers if a University-wide Contract (UWC) is in place. Chief Operating Officer
1.5 All procurement decisions will reflect value for money, not limited to price, consider sustainable and ethical principles including managing the risk of modern slavery, and maximise opportunities for local suppliers. Chief Operating Officer
1.6 Contract owners must ensure value is managed through the full lifecycle of the contract. Chief Operating Officer
2 Transparency and integrity 
2.1 All procurement expenditure will be for University purposes and adhering to principles of probity and accountability and disclosure and management of conflicts of interest. Chief Operating Officer
2.2 Staff will act with transparency and integrity and will ensure fair dealing in arrangements with suppliers. Chief Operating Officer
2.3 Staff undertaking procurement and commercial dealings will maintain impartiality and commercial confidentiality. Chief Operating Officer
3Governance 
3.1 Staff will understand their responsibility and accountability when committing and authorising expenditure. Chief Operating Officer
3.2 Staff will seek to understand and mitigate risks when undertaking procurement activities. Chief Operating Officer

Definitions and acronyms:  excluded expenditure | value for money

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Fundraising and Naming Policy

Purpose:

This policy outlines the principles which apply to the University’s fundraising activities in support of the University of Tasmania's mission.

1 Fundraising activitiesResponsible
1.1 All philanthropic initiatives and approaches to potential donors will be aligned to University strategy. Executive Director Advancement
1.2 All fundraising practices conducted on behalf of the University will be ethical, transparent and respectful. Executive Director Advancement
1.3 University staff will accept philanthropic gifts in a timely manner and will both develop and maintain high quality relationships with donors in fulfilling donor wishes. Executive Director Advancement
1.4 All University staff will follow the Universities Australia (previously AVCC) Code of Practice for Australian University Philanthropy. Executive Director Advancement
1.5 All solicitation, acceptance and management of gifts and sponsorships within the University will align and be consistent with the University Mission, Vision and Statement of Values and will preserve or enhance the good reputation of the University. Executive Director Advancement
1.6 The University reserves the right to decline a gift for any reason. Executive Director Advancement
2 Management of philanthropic gifts 
2.1 The University will manage philanthropic funds prudently whilst remaining in accordance with donor wishes. Executive Director Advancement
2.2 The University recognises and values volunteering as a gift of time. Executive Director Advancement
3 Recognition through naming 
3.1 The University will ensure that naming of University facilities, entities and activities is in recognition of distinguished service or significant philanthropic support to the University. Executive Director Advancement
3.2 Individuals and organisations recognised by naming rights are expected to demonstrate attributes aligned with the University Statement of Values and will preserve or enhance the good reputation of the University. Executive Director Advancement
3.3 The University reserves the right to revoke the name or the naming rights ascribed under 3.1. Executive Director Advancement
3.4 In the naming of a University facility or entity, the University will ensure that there is an appropriate proportionality between the size and nature of a gift and what facility or entity is named. Executive Director Advancement

Definitions and acronyms:  philanthropic gift | fundraising | sponsorship | University activities

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Entities and Affiliated Organisations Policy

Purpose:

This policy outlines the guiding principles for management of the University’s interests in controlled and associated entities and affiliations of the University with other organisations.

1 Controlled and associated entitiesResponsible
1.1 University Council will only establish a controlled entity or acquire an interest in an associated entity where it is needed, it will achieve a University objective, or it is required to. Chief Operating Officer
1.2 The Vice-Chancellor will ensure that controlled entities are managed in accordance with their purpose and the terms of their establishment. Chief Operating Officer
1.3 The Vice-Chancellor is responsible for matters related to the University’s membership of an associated entity including the endorsement or appointment of University directors to their boards. Chief Operating Officer
1.4 University controlled and associated entities will establish and maintain governance frameworks and systems within which their boards will:  
a) clearly articulate their roles and responsibilities
b) ensure that they are of an effective composition and size
c) have effective sub-committees to oversight risk and compliance issues and financial management
d) ensure the entity has a constitution that is appropriately aligned with the University’s objectives and functions
e) ensure the entity is compliant with its constitution
f) establish corporate or business plans and a budget and monitor the entity’s performance against these
g) actively promote ethical and responsible decision-making
h) monitor and manage risks and notify the University of any significant risks
i) ensure structures and systems independently verify and safeguard the entity’s financial reporting
j) ensure that the levels and composition of employee remuneration for that board are reasonable.
Chief Operating Officer
1.5 All directors of controlled entities and University-appointed directors of associated entities will comply with relevant University policies governing conduct. Chief Operating Officer
1.6 A University staff member will not be employed, seconded or otherwise engaged by a controlled or associated entity unless agreed in writing with the University. Chief Operating Officer
2 University affiliated organisations
2.1 University affiliations with other organisations will contribute to the achievement of the University’s strategic objectives. Chief Operating Officer
2.2

The University will affiliate with an organisation where the affiliation will benefit the University and its students, staff, alumni or the wider community, including for the purposes of:

  • contributing to a positive student experience
  • ensuring effective student representation
  • providing advocacy and other student services
  • contributing to a positive staff experience
  • contributing to a positive outcome for the wider community.
Chief Operating Officer
2.3

Affiliated organisations will act in a way that is consistent with the University’s values and does not adversely impact the University’s reputation.

Chief Operating Officer

Definitions and acronyms:  controlled entity | associated entity | controlled or associated entity Director | affiliated organisation |

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Data and Information Governance Policy

Purpose:

Effective management of information and cyber security enables the strategic objectives of the University to be met while managing risks and protecting systems and information from cyber threats. This policy outlines our commitment to responsibly manage risks, and safeguard systems and information in a way that controls and protects, while maximising the value of information in an ethical and compliant way and minimising the cost and risk of holding information.

1PrivacyResponsible
1.1 The University will embed a culture of privacy that respects individual’s rights. Chief Operating Officer
1.2 The University will ensure contemporary privacy practices are used to govern the collection, management and use of personal information. Chief Operating Officer
1.3 The University will ensure that data, which is collected and managed to assist evidence based organisational decision, is only used in ways that respect the privacy of individuals. Chief Operating Officer
1.4 The University will only share data with partner organisation where it was clear when the information was originally obtained that it could be used for these purposes and where the university is confident the partner organisation will meet the University’s standards for the protection of privacy. Chief Operating Officer
1.5 The University will act appropriately and respond diligently if there is a suspected breach of privacy obligations, mitigating against any harm to staff, students and our stakeholders. Chief Operating Officer
1.6 Disciplinary action may be taken where a privacy breach is found to be intentional. Chief Operating Officer
1.7 The University may use personal information if it is needed to protect people from material threats to personal safety and wellbeing. Chief Operating Officer
2 Cyber security 
2.1 The University will identify and manage cyber security risk to systems, assets, data, and capabilities. Chief Operating Officer
2.2 The University will implement appropriate cyber security controls to protect the delivery of critical infrastructure services. Chief Operating Officer
2.3 The University will maintain frameworks, plans and systems to identify the occurrence of cyber security events, respond to events and restore the capabilities or services. Chief Operating Officer
2.4 Users of the University's information, communication and technology services and facilities will understand their cyber security obligations and report all cyber security incidents and events. Chief Operating Officer
3 Information, communication and technology services and facilities use 
3.1 University information, communication and technology services and facilities are for use by authorised users only and governed by appropriate controls. Chief Operating Officer
3.2 University information, communication and technology services and facilities will be used in a manner that supports the University mission and values and may only be used for University business and limited appropriate personal use. Chief Operating Officer
3.3 University information, communication and technology services and facilities are only for appropriate, legal and ethical use. Chief Operating Officer
3.4 The University may, where appropriate, monitor and restrict the use of University's services and facilities. Chief Operating Officer
3.5 The University will only allow authorised privately owned information, communication and technology devices to connect to University services and facilities. Chief Operating Officer
3.6 Systems and applications will be designed, deployed, maintained and decommissioned according to their value and their confidentiality, integrity and availability requirements. Chief Operating Officer
4 Data and Information management 
4.1 The University will ensure appropriate governance for management of data and information that is consistent with regulatory, legal, risk, environmental and operational requirements. Chief Operating Officer
4.2 The University will ensure that data and information, recognised as an asset, is available for use and reuse where appropriate. Chief Operating Officer
4.3 University staff will ensure that information is created and captured to support all university functions and activities. Chief Operating Officer
4.4 Members of the University community will ensure that data and information is appropriately stored, accessed, shared, preserved and disposed of protecting it from loss and unauthorised access. Chief Operating Officer

Definitions and acronyms:  Information

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Communications and Brand Policy

Purpose:

The University of Tasmania is deeply committed to enhance the University’s profile and reputation as a provider of world-standard learning, teaching and research and its role as a significant contributor to the economic social and cultural life of Tasmania. The University is also deeply committed to the promotion and protection of the University brand, and to ensure quality, consistency and professionalism of all University of Tasmania communications.

1CommunicationResponsible
1.1 University communications will be in plain, clear language underpinned by a commitment to accuracy, honesty and authenticity. Executive Director Corporate Affairs
1.2 The University understands the critical role of listening in communicating. Communications will be grounded in a deep understanding of the views and needs of stakeholders – both internal and external – and form the basis of conversations designed to build shared understanding. Executive Director Corporate Affairs
1.3 The University appreciates the diversity of its community and is committed to communicate in a timely way across multiple channels so the right information is freely available to those it is relevant to. Executive Director Corporate Affairs
2Brand 
2.1 The University brand will connect the University community and contribute to a shared understanding of our vision, mission and values. Chief Marketing Officer
2.2 The University brand will guide decision-making and contribute to achievement of University strategy. Chief Marketing Officer
2.3 The ideas and images which embody our brand, including the logo, will be applied consistently across the institution. Chief Marketing Officer

Definitions and acronyms:  University communications

25 September 2020 Once printed this is an uncontrolled document: Version history

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