Athena SWAN Institution Application
Bronze Award
Bronze Award
Name of institution The George Institute for Global Health
Date of application 29 March 2019
Award Level Bronze
Date joined Athena SWAN September 2015
Contact for application Dr Parisa Glass, Deputy Director
Email [email protected]
Telephone 02 8052 4340
Ian Potter House, Gordon Street, Canberra ACT 2601
SAGE is a partnership between the Australian Academy of Science and the Australian Academy of Technology and Engineering
GPO Box 783, Canberra ACT 2601 Australia | Tel +61 (0)2 6201 9468 | Fax +61 (0)2 62019494 | Email [email protected] | http://www.sciencegenderequity.org.au
Dr. Parisa Glass Chair, Athena SWAN Self-Assessment Team The George Institute for Global Health 23 July 2018 Dear Dr. Glass, Re: Request for Extension to Overall Word Limit Thank you for your letter of 18 July 2018 seeking an extension of 500 words to the overall word limit in support of The George Institute’s application for accreditation for a bronze award. I note that the exceptional circumstances described in your correspondence are consistent with the provisions of and processes applicable under the SAGE policy for extensions. Accordingly, your request for extension of 500 words to the overall word limit is approved. I ask that you please append this approval to the front of your application when it is submitted in due course to ensure that it is taken into account as part of the SAGE validation process. Should you require further assistance with inquiries on the application for accreditation, please do not hesitate to contact Tamzen Armer on telephone: +61 2 62019440 or email: [email protected]; or me on telephone: +61 2 62019476 or email: [email protected]. Yours sincerely,
Dr. Wafa El-Adhami SAGE Executive Director
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COMPLETING THE FORM
Please refer to the SAGE Athena SWAN Charter Bronze Institutional Award Handbook when
completing this application form.
Do not remove the headers or instructions. Each section begins on a new page.
WORD COUNT
The overall word limit for applications are shown in the following table.
There are no specific word limits for the individual sections, and you may distribute words over each of the sections as appropriate. Please state how many words you have used in each section. Please refer to page 11 of the handbook for inclusions and exclusions regarding word limit.
We have provided the following recommended word counts as a guide.
Word limit Recommended Actual
Total word count 11,500 10,906
1.Letter of endorsement 500 510
2.Description of the institution 500 664
3. Self-assessment process 1000 745
4. Picture of the institution 2000 1058
5. Supporting and advancing women’s careers 5000 5609
6. Supporting transgender people 500 584
7. Intersectionality 500 811
8. Aboriginal and Torres Strait Islander people 500 835
9. Further information 500 0
10. Action Plan N/A N/A
ATHENA SWAN BRONZE INSTITUTION AWARDS
Recognise a solid foundation for eliminating gender bias and developing an inclusive culture that values all staff. This includes:
an assessment of gender equality in the institution, including quantitative (staff data) and qualitative (policies, practices, systems and arrangements) evidence and identifying both challenges and opportunities
a four-year plan that builds on this assessment, information on activities that are already in place and what has been learned from these
the development of an organisational structure, including a self-assessment team, to carry proposed actions forward.
3
The George Institute for Global Health acknowledges the Gadigal people of the Eora Nation as the Traditional Custodians of the land upon which its Australian offices are located, and pays its
respects to Elders past, present and emerging.
The George Institute also acknowledges the Traditional Custodians of the Aboriginal and Torres Strait Islander lands upon which its research takes place.
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Table of Contents
1. Letter of Endorsement .......................................................................................................... 9
2. Description of the Institution ............................................................................................... 11
3. The Self-Assessment process ............................................................................................... 16
4. A picture of the institution ................................................................................................... 24
4.1 Academic and research staff data ......................................................................................... 24
5. Supporting and advancing women’s careers ...................................................................... 33
5.1 Key career transition points: academic staff ........................................................................ 33
5.2 Career development: academic staff .................................................................................... 38
5.3 Flexible working and managing career breaks ..................................................................... 41
5.4 Organisation and culture ...................................................................................................... 45
6. Supporting transgender people ........................................................................................... 54
7. Intersectionality ................................................................................................................... 56
8. Aboriginal and Torres Strait Islander People ...................................................................... 59
9. Further information ............................................................................................................. 63
10. Action Plan ............................................................................................................................ 64
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LIST OF FIGURES
Figure 1 TGI reporting structure……………………………………………………………………………………………….. p13 Figure 2 Staff by division/group and gender, 2019………………………………………............................... p13 Figure 3 Staff by core function and gender, 2019 …………………………………………………………………….. p14 Figure 4 Academic staff with UNSW conjoint appointments, 2019 ……………………………………………p14 Figure 5 Postgraduate student enrolment by institution, 2019 ………………………………………………… p15 Figure 6 Annual postgraduate student enrolments, January 2015-March 2019 ……………………….. p15 Figure 7 Academic SAT members by career level ……………………………………………………………………… p17 Figure 8 Academic staff by equivalent level and gender, 2016 …………………………………………………. p26 Figure 9 Academic staff by equivalent level and gender, 2017 …………………………………………………. p26 Figure 10 Academic staff in part-time positions by level and gender, 2016 ……………………………….. p27 Figure 11 Academic staff in part-time positions by level and gender, 2017 ……………………………….. p27 Figure 12 Project Operations staff by gender, 2016-2017 ………………………………………………………….. p28 Figure 13 Academic leavers by level, 2015 ………………………………………………………………………………….p29 Figure 14 Academic leavers by level, 2016 ………………………………………………………………………………….p29 Figure 15 Academic leavers by level, 2017 ………………………………………………………………………………….p30 Figure 16 Termination of employment, all staff by gender, 2015 ………………………………………………. p30 Figure 17 Termination of employment, all staff by gender, 2016 ………………………………………………. p30 Figure 18 Termination of employment, all staff by gender, 2017 ………………………………………………. p31 Figure 19 Reasons given for termination July 2017-December 2018 ………………………………………….. p31 Figure 20 Performance ratings for all staff by gender, July 2017-June 2018 ………………………………. p33 Figure 21 Core behaviour ratings for all staff by gender, July 2017-June 2018 …………………………… p33 Figure 22 Category 1 funding applications by CIA gender, 2012-2017 …………………………………………p37 Figure 23 Category 1 funding success rates by CIA gender, 2012-2017 ……………………………………….p37 Figure 24 Peer-reviewed journal articles, 2012-2017 …………………………………………………………………. p38 Figure 25 Parental leave return rate, all staff, 2015 …………………………………………………………………… p43 Figure 26 Parental leave return rate, all staff, 2016 …………………………………………………………………… p43 Figure 27 Parental leave return rate, all staff, 2017 …………………………………………………………………… p43 Figure 28 Staff perceptions of TGI culture and values ……………………………………………………………….. p46 Figure 29 Staff perceptions of fair and equal treatment ……………………………………………………………. p47 Figure 30 Cover image of IWD photo exhibit booklet, 2019 ………………………………………………………. p52 Figure 31 Female speakers at internal seminars, 2015-2018 ……………………………………………………… p52 Figure 32 Staff perceptions of visibility of female role models …………………………………………………… p53 Figure 33 Stills from the DIB animated video, 2018 …………………………………………………………........... p57 Figure 34 Staff with Koomurri dancers at NAIDOC 2015 …………………………………………………............ p61 Figure 35 Aboriginal and Torres Strait Islander staff by role type, 2019 …………………………………….. p62
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LIST OF TABLES
Table 1 Membership of the TGI Self-Assessment Team……………………………………………………………. p18 Table 2 Shortlisted applications by gender and job type………………………………………………………….. p34 Table 3 Academic promotion applications and outcomes, female researchers………………………… p36 Table 4 Academic promotion applications and outcomes, male researchers…………………………… p36 Table 5 Staff perceptions of leadership……………………………………………………………………………………. p47 Table 6 TGI senior management committee membership by gender………………………………………..p49
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ABBREVIATIONS
AS Athena SWAN AEG Australian Executive Group AUD Australian dollar CV Curriculum vitae DIB Diversity, Inclusion and Belonging EAP Employee Assistance Program ECR Early-career researcher (up to five years postdoctoral) EEO Equal Employment Opportunity EDO Executive Director’s Office FT Full time FTE Full time equivalent GE Gender equity GMC Global Management Committee GSM General Staff Meeting GWHP Global Women’s Health Program HDR Higher Degree Research HR Human Resources IT Information Technology IWD International Women’s Day KGV King George V Building – TGI’s smaller Sydney office KPI Key Performance Indicator KST TGI’s global and Australian head office, in Sydney LGBTQI Lesbian, Gay, Bisexual, Transgender, Queer, Intersex MCC Male Champions of Change MCR Mid-career researcher (five to ten years postdoctoral) MRI Medical research institute NAIDOC National Aboriginal and Islanders Day Observance Committee NCD Non-communicable disease NESB Non-English speaking background NFP Not for profit NHMRC National Health and Medical Research Council OCS Office of the Chief Scientist PDO Principal Director’s Office PGS Postgraduate student(s) PT Part time RSS Research Strategy and Services SAGE Science in Australia Gender Equity SAT Self-Assessment Team SCR Senior-career researcher (ten years or more postdoctoral) SMC Senior Management Committee SOP Standard Operating Procedure STEMM Science, Technology, Engineering, Mathematics, Medicine TGI The George Institute for Global Health ToR Terms of Reference UNSW The University of New South Wales WFH Working from home WG Working group WGEA Workplace Gender Equality Agency
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THANK YOU
The TGI Self-Assessment Team would like to thank, for their input, guidance, and contribution:
Erika Burmeister
Ania Anderst Katie Le
Caroline Lukaszyk Melanie Newman
Martyn Ralph Lynne Worlock
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2. DESCRIPTION OF THE INSTITUTION
Recommended word count: 500 words Actual word count: 664 Refer to Page 17 of the Handbook
Please provide a brief description of the institution, including any relevant contextual information.
This should include:
i. information on where the institution is in the Athena SWAN process; that is, an indication
of how the institution is progressing in their journey to improve gender equity, diversity,
and inclusion
ii. information on its teaching and its research focus
iii. the number of staff; present data for academic staff, and professional and support staff
separately
iv. the total number of departments and total number of students
v. list and sizes of Science, Technology, Engineering, Mathematics and Medicine (STEMM)
departments; present data for academic staff, and professional and support staff
separately
The George Institute for Global Health (TGI) is a not-for-profit (NFP) independent medical research
institute (MRI), established in 1999 and governed by a Board of Directors. TGI conducts clinical,
population and health systems research, via a global network of medical and health experts, to
address the leading causes of death and disability worldwide. The institute’s focus is on non-
communicable disease (NCD), injury, and translational research.
TGI is headquartered in Australia, where it has two locations in Newtown and Camperdown, Sydney.
There are additional offices in India, China and the United Kingdom. TGI is affiliated with the
University of New South Wales (UNSW). Prior to 2017, TGI was affiliated with the University of
Sydney; this move involved structural changes that impacted staff gender balance, detailed further
below.
TGI is funded through competitive, peer-reviewed grants, and commercial contracts, with additional
government infrastructure support. The institute’s wholly-owned commercial enterprises provide an
annual donation. Philanthropic donations and sponsorships currently comprise a relatively small
source of income.
TGI’s reporting structure is outlined in Figure 1. The Office of the Chief Scientist (OCS),
Communications and Advocacy, and Corporate Services are global groups: they operate across all TGI
offices. All Australian research teams report to the Executive Director, Australia.
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Figure 1 TGI reporting structure
At September 2018, TGI had 260 total staff, comprising researchers and operational/administrative
staff.
In 2019, 68% of TGI academic staff hold a conjoint appointment with UNSW. Most academic and
research staff are employed directly by TGI, but some are employees of a university or hospital, and
some hold dual appointments; these staff are not included in headcounts below (Figures 2 and 3).
Staff in Academic Project Operations work across the various divisions. Staff across all role types may
be people managers. Some staff may work across more than one unit at split FTE, but below figures
show headcount according to ‘home’ division.
Figure 2 Staff by division/group and gender, 2019
0%10%20%30%40%50%60%70%80%90%
100%
STAFF BY DIVISION
Female Male
13
Figure 3 Staff by core function and gender, 2019
Figure 4 Academic staff with UNSW conjoint appointments, by level and gender, 2019
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
A D M I N I S T R A T I O N M A N A G E M E N T P R O J E C T R E S E A R C H C O R P O R A T E
STAFF BY JOB TYPE
Female Male
0
5
10
15
20
25
30
L E C T U R E R S E N I O R L E C T U R E R A S S O C I A T E P R O F E S S O R
P R O F E S S O R
UNSW CONJOINT APPOINTMENTS
F M
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Students
At February 2019 there were 69 PGS at TGI – 21% of total headcount. All new students are enrolled
at UNSW; students who were enrolled at the University of Sydney prior to the affiliation change,
remained enrolled there. As TGI supervisors may hold conjoint appointments, four students are
enrolled at other institutions (see Figure 5).
In 2019, the gender balance of the PGS cohort is 58% female, 42% male.
Figure 5 Postgraduate student enrolment by institution, 2019
Figure 6 Annual postgraduate student enrolments, January 2015-March 2019
46
19
4
PGS ENROLMENTS
UNSW Usyd Other
0 5 10 15 20 25
2015
2016
2017
2018
2019
2015 2016 2017 2018 2019
Total 13 16 11 20 16
NEW PGS ENROLMENTS, 2015-2019
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Gender Equity and Diversity
Women comprise around 70% of all TGI staff, make up more than half of TGI people managers, and
account for around 42% of combined division leads and senior management. These numbers mirror
gender ratios across the Australian MRI landscape1.
Following the 2017 affiliation change, 45 staff elected to remain with the University of Sydney – their
original home institution – and ended their appointment with TGI. They included researchers from
the Cardiovascular (CV) division, and the Musculoskeletal (MSK) division. MSK hosted almost one-
third of TGI’s postgraduate student (PGS) cohort, and 7 mid- and senior-career women researchers.
Many research collaborations and working relationships between TGI and MSK and CV researchers
have continued.
Several senior female researchers from TGI have recently been recruited to a number of senior
appointments at other institutions. These include appointments as Head of the School of Public
Health, Head of the School of Optometry (both at UNSW), and as Foundation Director of the
Westmead Applied Research Centre. TGI is proud to have the excellence of senior women
researchers recognised in this way, but the appointments of these 3 female Professors in the last 18
months have impacted our gender balance numbers at the professorial level. TGI has very few
comparable roles available.
A Gender Equity (GE) Committee was formed in 2015, in direct response to Voice survey staff
feedback about a need for GE focus at TGI. The committee developed a three-year GE Strategy
Framework, focusing on capacity development, recruitment, and flexible working; the first action
was the implementation of the Flexible Work Policy in 2015.
In 2017 TGI successfully met the NHMRC’s seven gender equity requirements (these are necessary in order to administer funding); compliance with these measures was a priority for senior leadership.
1 Australian Association of Medical Research Institutes (AAMRI). (2018). 2018 AAMRI Member Snapshot Report. https://aamri.org.au/aamri-member-report/
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3. THE SELF-ASSESSMENT PROCESS
Recommended word count: 1000 words Actual word count: 745
Refer to Page 18 of the Handbook
Describe the self-assessment process. This should include:
(i) a description of the self-assessment team
The first iteration of the Self-Assessment Team (SAT) was formed in late 2015, merging the existing
GE Committee with new members, who responded to a call for volunteers. In 2017, the SAT was
expanded via a second institute-wide call for volunteers, to replace members who were no longer
involved or available. Members were selected to reflect different career levels and position types,
and to include representation of operational units responsible for developing or implementing key
action items.
The gender balance of the SAT – 67% female, 33% male – reflects the broader gender balance of TGI;
13 members (62%) are in academic roles, 8 members in operational or project roles, and 19% work
part-time. Six members of the SAT, including a co-Chair, are members of the Australian Executive
Group (AEG), the most senior and influential of TGI Australia committees, that includes both
Australian Deputy Directors. All academic career levels are represented in the SAT (Figure 7).
Figure 7 Academic SAT members by career level: PhD students, early career researchers (ECR), mid-
career researchers (MCR), senior career researchers (SCR)
15%
23%
23%
39%
ACADEMIC SAT MEMBERS BY CAREER LEVEL
PhD ECR MCR SCR
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Table 1 Membership of the TGI Self-Assessment Team
NAME POSITION TYPE CAREER F/M FTE
Keziah
Bennett-Brook
~
Manager,
Aboriginal and
Torres Strait
Islander Health
Program
Operational Keziah Bennett-Brook is a Torres Strait
Islander woman and joined TGI in
December 2017. In addition to the SAT,
Keziah sits on the AEG, Health and
Wellbeing Committee, Consumer and
Community Engagement Working
Group, and chairs the Research
Committee for Aboriginal and Torres
Strait Islander Health, and the NAIDOC
Working Group.
F 1
Professor
Laurent Billot
*
Director
Statistics Division
Academic Laurent coordinates all global TGI
statistical services, and has been with
TGI for nearly 13 years. He sits on
various TGI committees, including the
Global Research Committee. Laurent has
three young children and works flexibly.
M 1
Dr Patricia
Cullen ~
Honorary
Research Fellow
Academic Patricia is an NHMRC Early Career
Research Fellow in the School of Public
Health and Community Medicine at
UNSW, and an Honorary Research
Fellow at TGI. She is an active member
of the Research Committee for
Aboriginal and Torres Strait Islander
Health and the Global Women’s Health
Program. Patricia co-parents two school-
aged children and combines commuting,
travel and working remotely.
F 1
Associate
Professor
Martin
Gallagher
Program Director
Acute Kidney
Injury and Trials
Academic Martin is a clinical nephrologist and
holds academic appointments with
UNSW and the University of Sydney. He
sits on the AEG. Martin combines his
research work with part-time clinical
duties as a Staff Specialist Nephrologist.
M 0.5
Dr Parisa Glass
(Co-Chair) * ~
Deputy Director,
Australia
Head of
Entrepreneurial
Thinking
Operational Dr Parisa Glass joined the George in
2008 and during the past 10 years has
led the strategic growth of operational
activity of TGI Australia. Parisa has
actively worked to progress gender
equity at TGI, including founding the GE
Committee, drafting the original Gender
F 1
18
Equity Strategy, and leading the
institute’s involvement in the Athena
SWAN pilot. Parisa holds a PhD in
Biomedical Science, and a Master of
Business Administration. She has two
young children, and works flexibly in a
full-time position.
Professor
Maree
Hackett
Program Head,
Mental Health
Academic Maree is an NHMRC Career
Development Fellow, and leads a
program of public health and health
services research, with a focus on
prevention and treatment of depression,
and experience in Aboriginal and Torres
Strait Islander health. She is member of
the AEG, and holds a 0.2 appointment as
Professor of Epidemiology in the Faculty
of Health and Wellbeing at the
University of Central Lancashire (United
Kingdom).
F 0.8
Dr Carinna
Hockham
Research Fellow
Renal and
Metabolic
Division
Academic Carinna is an early career research
fellow and epidemiologist who has been
working at TGI since May 2018. Her
research involves the use of real-world
linked data to examine a range of
epidemiological questions relating to
chronic kidney disease, diabetes and the
cardiovascular complications associated
with both.
F 1
Chelsea
Hunnisett ~
Communications
and Stakeholder
Engagement
Coordinator
Operational Chelsea oversees a range of external
communications engagement activities
involving government and non-
government stakeholders. She sits on a
number of committees including the
Research Committee for Aboriginal and
Torres Strait Islander Health, Consumer
and Community Engagement Working
Group, and is co-Chair of the
Environmental Sustainability (‘Greenies’)
Committee.
F 1
Dr Kate
Hunter *
Senior Research
Fellow
Injury Division
Academic Kate is a NSW Health Early-Mid Career
Fellow, and leads a program of work
focused on Aboriginal and Torres Strait
Islander child and family health, and the
social determinants of health. She is a
founding member of TGI’s Research
F 1
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Committee for Aboriginal and Torres
Strait Islander Health.
Kerry Jenson
*~
Research Strategy
and Services
Advisor
Operational Kerry joined TGI in 2013, working with
the Neurological and Mental Health
Division, and moved to Research
Strategy and Services in 2017. She is an
active member of the Australian
Research Training Committee, the
Environmental Sustainability (‘Greenies’)
Committee, and the Consumer and
Community Engagement Working
Group.
Kerry works flexibly in a full-time role.
F 1
Dr Min Jun ~ Senior Research
Fellow
Renal and
Metabolic
Division
Academic Min Jun is a clinical epidemiologist,
UNSW Scientia Fellow, and previous
postdoctoral fellow of the Canadian
Institutes of Health Research. He is co-
Chair of the Australian Research Training
Committee, representing and
advocating for TGI’s early-mid career
research cohort.
Min is a parent, and works flexibly in a
full-time role.
M 1
Motofumi
Kotsuka ~
Human Resources
Consultant
Operational Motofumi is a human resources
practitioner with experience in the non-
profit sector, and joined TGI in March
2018. He is leading the Diversity,
Inclusion and Belonging initiative at TGI
Australia, and works flexibly in a full-
time role.
M 1
Dr Thomas
Lung
Senior Research
Fellow
Economic
Evaluation and
Modelling, Office
of the Chief
Scientist
Academic Thomas is a health economist focusing
on modelling the long-term costs and
outcomes associated with chronic
diseases. He has worked for 5 years at
TGI, and works flexibly in a full-time role.
M 1
Professor John
Myburgh AO
Director
Critical Care
Division
Academic John is an international leader in critical
care research. He is an NHMRC Senior
Research Fellow, and in 2014 was made
an Officer of the Order of Australia (AO)
for distinguished service to medicine as
a practitioner, educator and researcher.
Until 2017, he held a part-time clinical
M 1
20
appointment as a Senior Intensive Care
Physician. John sits on the AEG.
Kellie Nallaiah
*
Project Manager
Academic Project
Operations
Project Kellie joined TGI in 2013 and has
managed varied projects across a
number of divisions. She is co-Chair of
the Environmental Sustainability
(‘Greenies’) Committees, and a member
of the Consumer and Community
Engagement Working Group. Outside of
work, she volunteers at an organisation
developed to empower women. She is
parent to two young children, and works
flexibly in a part-time role.
F 0.6
Professor
Bruce Neal
Deputy Executive
Director
Academic Bruce holds conjoint appointments with
UNSW, the University of Sydney, and
Imperial College London (United
Kingdom), and is a Fellow of the
Australian Academy of Health and
Medical Sciences. He has worked for 17
years at TGI, leading a program of
cardiovascular health research, and
founding the Food Policy Division. Bruce
is a parent, and works flexibly in a full-
time role.
M 1
Jan Shanthosh
~
Research Fellow
(Health,
Economics and
Law)
Health Economics
Academic Jan is a public health lawyer who joined
TGI 5 years ago. Her work focuses on the
intersection of health systems and
human rights, including community
health worker rights, Indigenous health
and non-communicable disease
prevention and the law. In addition to
her role at TGI, Jan is Academic Lead of
the Health and Human Rights Program
at the Australian Human Rights Institute,
UNSW.
F 0.8
Leanne Tea *~ Human Resources
Manager
Operational Leanne joined TGI 9 years ago, and is the
HR lead for TGI in Australia. She oversaw
quantitative data collection for the
Athena SWAN project, led action
planning in response to the Voice
survey, and manages TGI’s participation
in external mentorship and training
initiatives. Leanne is a member of the
AEG, and a founding member of the
Australian Research Training Committee,
F 1
21
and ex-Chair of the Health and
Wellbeing Committee.
Kelly
Thompson
Program Manager
Global Women’s
Health
Academic Kelly manages TGI’s new Global
Women’s Health Program in a part-time
capacity, and is a PhD student with the
Critical Care Division. She has worked at
TGI for almost 8 years, previously in a
project operations role. Kelly chairs the
Global Management Committee of the
Global Women’s Health Program, and is
a member of the Global Advocacy
Committee. She works remotely 2-3
days per week.
F 1
Vesna
Todorovski
(Co-Chair) *~
Project Manager,
Consumer and
Community
Engagement
SAGE Athena
SWAN Project
Coordinator
Operational Vesna joined TGI 7 years ago as part of
Research Strategy and Services, and
since May 2017 has managed TGI’s
Athena SWAN project. Vesna is the SAT
co-Chair, member of the Global
Women's Health Program Management
Committee, the Health and Wellbeing
Committee, and was a founding member
of the Australian Research Training
Committee.
F 1
Dr Ruth
Webster ~
Head, Technical
Transfer
Global Head of
Medicine
George Health
Technologies
Academic Ruth currently manages clinical quality
and partnership relations of TGI’s social
enterprise arm. She joined TGI 13 years
ago as a research assistant, and has
since completed a PhD while working
across part-time and full-time roles,
managing career breaks, and raising a
young family. Ruth is an active mentor
of women in STEMM, and works flexibly
in a full-time role.
F 1
* member of the Data WG ~ member of the Action Plan WG
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(ii) an account of the self-assessment process
In its first year, the SAT met on a quarterly basis. A Data Working Group (WG) was established in 2016 – comprising 6 members of the core SAT – and met bi-monthly for 12 months, then monthly until end 2018. The Action Plan WG was formed in mid-2018, featuring 11 members of the SAT, and met monthly until end 2018. In 2018, the SAT met on a monthly basis, and then weekly in the final two months before deadline. The Data WG and Action Plan WG only included SAT members. HR and Research Strategy and Services (RSS) were represented on both WG. Between meetings, and to accommodate SAT members with travel or clashing commitments, communication was maintained via regular emails. Communications to broader TGI staff were primarily managed by the Project Coordinator, and included all-staff emails, internal newsletter content, and presentations at general staff meetings. Data Collection Collection of quantitative data relied heavily on manual extraction, and was drawn primarily from HR and RSS records. This process revealed gaps in institutional data collection, particularly around diversity metrics. Improved HR data collection and reporting systems have been developed and implemented concurrent to the Athena SWAN process, and will allow for more efficient and streamlined reporting process moving forward. Qualitative data was drawn from several sources: a 2015 staff Voice survey (limited data); a 2017 staff Voice survey; a 2018 cultural equity survey; analysis and review reports prepared for the Board and/or its sub-committees; employee appraisals; and exit interviews. The equity survey was developed in-house, with SAT review, and included 51 questions relating to career progression and development, culture, leadership, carer obligations, and diversity. The survey was delivered in 2018 due to institutional and staff changes in the year prior. Ethics approval for the 2018 survey was sought and obtained. The equity survey was anonymous and delivered online; all Australia-based academic staff, students and operational/project staff on full or part-time continuing, fixed-term or casual appointments were invited to participate via email communication. The equity survey response rate was 60%, suggesting good staff engagement. This was acceptable for the purpose of Athena SWAN analysis and benchmarking, but equity surveys will aim for higher response rates. All survey data and responses were shared with senior management, and have informed development of the Action Plan. Application writing was undertaken by the Project Coordinator, with regular and extensive review and input from the SAT, as well as feedback from the broader HR team.
(iii) plans for the future of the self-assessment team
In 2018, a Diversity, Inclusion and Belonging (DIB) initiative was launched, with the aim of
establishing a global DIB Committee and DIB Working Groups in each of TGI’s four regional offices.
Given the size of the institute, existing committee workloads, and the inclusion of gender equity in
the remit of the DIB program, it was agreed that the SAT would be disbanded following the
submission of TGI’s Athena SWAN application. Members of the SAT will be able to volunteer to join
the Australia DIB WG, in addition to an institute-wide call for interest; and the DIB WG will include
reporting lines to senior management.
23
TGI’s Athena SWAN application and Action Plan will be made available to staff via intranet, with
action plan reporting and updates to be communication via email, intranet, ‘GeorgeNews’ (internal
newsletter), and presentations at internal seminars and general staff meetings.
A Diversity, Inclusion and Belonging (DIB) Coordinator role has been created and funded, at 0.2FTE
(to be reviewed at end 2019), to manage the implementation, reporting and review of the Athena
SWAN Action Plan, and to support the activities of the DIB WG.
Action 1 Diversity, Inclusion and Belonging (DIB)
Action 2 DIB Committee and DIB Working Groups
Action 3 DIB Coordinator
Action 4 Promotion of Athena SWAN Action Plan
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4. A PICTURE OF THE INSTITUTION
Recommended word count: 2000 words Actual word count: 1058 Refer to Pages 19-20 of the Handbook
4.1 Academic and research staff data
(i) Academic and research staff by grade and gender
All academic staff at TGI are engaged in health research. TGI’s student cohort comprises postgraduate students only, and the majority are PhD or Masters by research. Positions are not currently classified by grade, as with a typical university step/level structure. A career framework will be implemented in late 2019, to provide a structure for three career streams at TGI: academic, professional, and project operations.
Academic titles are TGI correspond generally to university level equivalents, but there may be some overlap. For instance, a ‘Research Fellow’ normally denotes a position equivalent to Level B, but may also be used for Level C positions, along with ‘Senior Research Fellow’. Titles for positions equivalent to Level D may include ‘Senior Research Fellow’ or ‘Head’; titles for Level E-equivalent positions are typically ‘Head’ or ‘Director’ (for division or program leads) or ‘Professorial Fellow’. Academic titles at TGI reflect position descriptions in addition to the career level. For consistency in this application, equivalent levels are used in place of TGI position titles. Figures 8 and 9 show the gender breakdown by level for 2016 and 2017. The numbers of women exceed numbers of men at Levels A-D; men comprise 75% of Level E positions. Data for 2015 was incomplete due to gaps and imitations in previous data collection, and therefore not included. It is intended that the new career framework impacts the career pipeline by providing staff with clarity and transparency on career pathways, via outlining of required competencies at each level. This will assist staff and managers in identifying what is required in terms of progression and development areas where there may be gaps. The framework will also ensure consistency in remuneration ranges at each level, to ensure fair and consistent remuneration decisions, and will enable critical assessment of actual career progression timelines and barriers.
25
Figure 8 Academic staff by equivalent level and gender, 2016
Figure 9 Academic staff by equivalent level and gender, 2017
Action 5 Career Framework
Action 6 Gender Equity Career Review
Action 7 Global employee database (GeorgePeople)
Action 8 GeorgePeople reporting tool
Action 9 Senior part-time appointments
22
7
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0
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L E V E L A L E V E L B L E V E L C L E V E L D L E V E L E
ACADEMIC STAFF BY LEVEL AND GENDER, 2016
F M Linear (F) Linear (M)
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L E V E L A L E V E L B L E V E L C L E V E L D L E V E L E
ACADEMIC STAFF BY LEVEL AND GENDER, 2017
F M Linear (F) Linear (M)
26
(ii) Academic and research staff on fixed-term, open-ended/permanent and casual contracts by
gender
Academic Staff Academic and research positions may be offered on fixed-term contracts; this reflects the nature of research roles in independent MRIs, which rely on competitive grants and fellowships. In 2015-2017, an average of 60% of academic staff were on fixed-term contracts, and 40% on an ongoing/permanent basis. The average research contract length is 2 years. Numbers of academic casual contracts are low: in 2016, 5 women and 1 man at Level A; in 2017, 6 women and 1 man at Level A, and 2 women and 1 man at Level B. Figures 10 and 11 show part-time (PT) positions by level and gender for 2016-2017. The higher number of male PT staff at Level E is due to clinical appointments (where TGI academic staff hold a hospital position in addition to their research role).
Figure 10 Academic staff in part-time positions by level and gender, 2016
Figure 11 Academic staff in part-time positions by level and gender, 2017
0
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6
8
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L E V E L A L E V E L B L E V E L C L E V E L D L E V E L E
PART-TIME ACADEMIC STAFF BY LEVEL AND GENDER, 2016
Female Male
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L E V E L A L E V E L B L E V E L C L E V E L D L E V E L E
PART-TIME ACADEMIC STAFF BY LEVEL AND GENDER, 2017
Female Male
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Project Staff
The gender breakdown of project roles is shown in Figure 12. In 2015-2017, 90% of project roles
have been offered as fixed-term contracts. There will be ongoing review of fixed-term contract
project roles, to convert to ongoing positions where available, including review prior to parental
leave or career break.
In 2016, 25 project roles were part-time, and 23 were women. In 2017, there were 22 part-time
project roles, 20 were women.
Over the last two years, project staff operations have become centralised to work across divisions –
this was done largely to provide greater structure and career progression for project roles, where
women are overrepresented (90%) relative to the broader gender balance.
Figure 12 Project Operations staff by gender, 2016-2017
Action 10 Project Operations review
(iii) Academic staff by contract function and gender: research-only, research and teaching, and
teaching-only
All academic staff at TGI are in research-only roles; there are no formal teaching positions.
5769
198
0
10
20
30
40
50
60
70
80
90
2 0 1 6 2 0 1 7
TGI PROJECT STAFF BY GENDER, 2016 -2017
Female Male
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(iv) Academic leavers by grade and gender
TGI’s annual turnover rate is 11% (current at June 2018) – this is consistent with average staff
turnover in the Australian MRI landscape. Numbers of academic leavers are low; due to gaps in
systematic data collection previously, data was available for academic leavers only by level for 2015-
2017 (Figures 13-15). In 2016, all academic leavers were at Level B. In 2017, 3 academics resigned: 2
at Level B and 1 at Level D (note: data for 2017 excludes academic staff returning to their original
institution [refer to Section 2]).
Figure 13 Academic leavers by level, 2015
Figure 14 Academic leavers by level, 2016
0
0.5
1
1.5
2
2.5
Level B Level C Level E
ACADEMIC LEAVERS BY LEVEL, 2015
End of contract Resigned
0
2
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6
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10
12
Level B
ACADEMIC LEAVERS BY LEVEL, 2016
End of contract Resigned Transfer to casual contract
29
Figure 15 Academic leavers by level, 2017
Figures 16-18 show reasons for termination of employment for 2015-2017. This data includes
academic, operational and project staff; data for 2017 excludes appointments that were ended by
staff returning to their original institution (refer to Section 2).
Figure 16 Termination of employment, all staff by gender, 2015
Figure 17 Termination of employment, all staff by gender, 2016
0
0.5
1
1.5
2
2.5
Level B Level D
ACADEMIC LEAVERS BY LEVEL, 2017
Resigned
9
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C O N T R A C T E N D E D
D I S M I S S A L I N P R O B A T I O N A R Y P E R I O D
R E S I G N E D
EMPLOYMENT TERMINATION, 2015
F M
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2
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1
8
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C O N T R A C T E N D E D
D I S M I S S A L I N P R O B A T I O N A R Y P E R I O D
R E S I G N E D
T R A N S F E R T O C A S U A L
EMPLOYMENT TERMINATION, 2016
F M
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Figure 18 Termination of employment, all staff by gender, 2017
Exit interviews are not mandatory but are encouraged. Staff may complete exit interviews online,
and are offered a face to face meeting in addition. In the period from July 2017 to December 2018,
28 staff completed exit interviews; reasons given for employment termination are shown in Figure
19. Of these exit interviews, 79% were completed by female staff, reflecting the larger proportion of
leavers being female.
Figure 19 Reasons given for termination July 2017-December 2018, by staff electing to complete
exit interviews. Note: ‘N/A’ denotes staff who preferred not to disclose gender
Action 11 Exit data analysis and reporting
4
1
1
20
3
5
C O N T R A C T E N D E D
D I S M I S S A L I N P R O B A T I O N A R Y P E R I O D
R E D U N D A N C Y
R E S I G N E D
EMPLOYMENT TERMINATION, 2017
F M
0 2 4 6 8 10 12
O T H E R
R E T I R E M E N T
W O R K L O C A T I O N
P E R S O N A L R E A S O N S
E N D O F C O N T R A C T
D I S S A T I S F I E D W I T H O R G A N I S A T I O N
C A R E E R A D V A N C E M E N T
B E T T E R W O R K / L I F E B A L A N C E
REASONS FOR LEAVING, JULY 2017 -DEC 2018
FEMALE MALE N/A
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(v) Equal pay audits/reviews Unlike the university sector, TGI roles are not yet classified by levels or bands, and therefore do not have published salaries or step-based salary increments. Salaries are benchmarked against the national MRI sector, universities, and general market (depending on the role), and are adjusted according to skills, qualification and performance. As a NFP that offers salary packaging, staff were previously provided with a ‘notional’ salary value in addition to actual salary value. In 2018 a comprehensive and general remuneration restructure was implemented, in direct response to 2017 Voice survey feedback about the complexity of notional packages: the result was an increase in net salary for staff. As of September 2018, the George offers a more transparent ‘base salary plus superannuation’ model, with salary packaging now optional. Since 2016, organisation-wide gender pay gap analyses are undertaken annually as part of remuneration reviews, and presented to the Board’s Remuneration Committee. Performance ratings are also analysed to ensure there is no gender bias. Through the annual gender equity (GE) pay reviews, research positions where women have been appointed at lower points of salary range were identified. In 2017, the GE pay review found that recommended average increases were 2.6% for men, and 2.8% for women, and that equity in salary distribution had improved over the previous 12 months. The 2018 gender equity pay review found that for Corporate Services (a global unit), average discretionary bonus was marginally higher to men than women, and for TGI Australia – where around 70% of staff are female – average discretionary bonus was higher to women. Analysis of performance ratings for 2017-18 found that 61% of female staff were rated ‘excellent contributions’, compared to 52% of male staff rated the same (Figure 20). For core behaviours, 51% of female staff were rated ‘highly effective’, compared to 38% of male staff (Figure 21).
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Figure 20 Performance ratings for all staff by gender, July 2017-June 2018
Figure 21 Core behaviour ratings for all staff by gender, July 2017-June 2018
Action 5 Career Framework
Action 12 Remuneration restructure
Action 13 Gender equity pay review
Action 14 Gender equity performance review analysis
5% 5%
28%
39%
61%
52%
6% 3%
0%
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60%
70%
80%
90%
100%
F E M A L E M A L E
PERFORMANCE RATINGS BY GENDER, FY18
Developing Contributions Valuable Contributions
Excellent Contributions Extraordinary Contributions
49%
62%
51%
38%
0%
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20%
30%
40%
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F E M A L E M A L E
BEHAVIOUR RATINGS BY GENDER, FY18
Effective Highly Effective
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5. SUPPORTING AND ADVANCING WOMEN’S CAREERS
Recommended word count: 5000 words Actual word count: 5609
Refer to Pages 21-25 of the Handbook
5.1 Key career transition points: academic staff (pages 21-22 of the Handbook)
(i) Recruitment
Around 66% of new hires annually are women. Prior to 2016, recruitment data was not captured systematically; with the implementation of the new HR database, there is continued improvement in recruitment data collection. The number of research appointments in 2016-2017 was small (n=17) – this is not unusual given TGI’s size. Women are shortlisted at higher rates than men across all job types, with the exception of a lower average shortlist rate for corporate positions in 2017 (see Table 2 – here, ‘corporate’ denotes non-research roles, though data on applications and shortlisting for executive roles was incomplete and therefore not included). Recruitment data collection has become more systematic, allowing for improved and more complete data. Shortlisting and appointment by gender and job type will be monitored and reviewed.
Applications Shortlisted
TYPE MALE FEMALE N/A MALE FEMALE N/A
2016
All 262 691 0 20 (8%) 135 (19%) 0
Project 101 337 0 7 (7%) 70 (21%) 0
Research 99 232 0 5 (5%) 36 (15%) 0
Corporate 47 116 0 6 (13%) 28 (24%) 0
2017
All 366 796 8 43 (12%) 118 (15%) 0
Project 85 290 2 9 (11%) 41 (14%) 0
Research 99 223 5 8 (8%) 45 (20%) 0
Corporate 173 274 1 26 (15%) 32 (12%) 0
Table 2 Shortlisted applications by gender and job type, 2016-2017 Note: ‘N/A’ refers to candidates who opted not to disclose gender
Where appropriate, all vacancies are advertised internally for 5 days, and promoted to staff via regular emails. The Recruitment and Selection policy specifically supports equity, and interview panels are gender-balanced where possible, however consideration is given to line managers of the advertised position, and staff who have relevant expertise. Presently, data is collected on applicant gender identity: options include ‘male’, ‘female’, and ‘prefer not to say’. Applicants can indicate if they identify as an Aboriginal or Torres Strait Islander Australian, and/or as a member of the LGBTQI community – both are optional to disclose. All TGI vacancies include equal employment opportunity (EEO) wording encouraging diverse applicants, including women.
Action 15 Recruitment data collection
Action 16 Recruitment process
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(ii) Induction
New staff at TGI receive in-person orientation on their first day. This covers the organisation’s structure, health and safety, and key operational policies and processes (finance, HR, IT, health and safety, salary packaging).
A three-hour new starter morning tea session is held every two months, where different divisions and teams present on organisational culture, academic research activities or operational processes and programs. The session includes Aboriginal and Torres Strait Islander cultural awareness. The induction morning tea is mandatory, and attendance is recorded. New staff are often assigned a ‘buddy’ – this is a recent introduction and not yet done systematically – and are introduced via global, bi-monthly email communication to all staff.
Managers of new staff are responsible for arranging special desk or IT requirements in advance, and on day 1 are expected to discuss expectations and priorities for the probationary period. It is encouraged that flexible working arrangements are discussed and agreed upon as early as possible.
Managers are required to meet with new staff at the end of their first week to ensure clarity around the role and expectations, and to formalise objectives for the next three months. A mid-probation review is conducted at six weeks, with an opportunity to discuss development needs and record staff feedback. At week ten a probation review is conducted, new staff have attended an induction morning tea, and objectives are formally recorded in the employee’s Objectives and Development Plan in GeorgePeople (the internal HR system).
(iii) Promotion
TGI does not currently classify positions by level and step, as universities do, so there is no formal promotion process. Staff may request review of position titles, and may advance via internal transfer or secondment. A career framework will be introduced in late 2019, to classify and standardise academic, operational, and project positions; this will allow for implementation of a structured and transparent promotion process across all three streams.
Research titles at TGI are may be aligned with academic titles – for instance, ‘Senior Research Fellow’ is equivalent to a university Level C (‘Senior Lecturer’), however titles reflect the description and function of a role. TGI staff who hold a conjoint appointment at UNSW are eligible to apply for academic promotion via the university’s Faculty of Medicine. Academic promotion is not linked to salary adjustment or increase. Numbers of applications for academic promotion are low, reflecting the size of TGI’s research cohort.
The UNSW academic promotion process is promoted internally via Research Services and Strategy (RSS), who communicate relevant dates and application requirements, and host an annual information seminar. Researchers discuss academic promotion eligibility and plans with their managers and/or supervisors.
RSS host sessions on preparation of academic promotion applications, and offer practice interview
panels. All shortlisting and academic promotions are undertaken entirely by UNSW. Prior to 2017,
TGI research staff who held conjoint appointment with Sydney University were eligible for academic
promotion, and the process was similar, with shortlisting and promotion decisions made by the
university. In 2015-2018, the 86% of applications for academic promotion were successful.
35
Table 3 Academic promotion applications and successful outcomes – female research staff, 2015-2018
Table 4 Academic promotion applications and successful outcomes – male research staff, 2015-2018
Action 5 Career Framework
Action 17 Academic promotion support and tracking
(iv) Research funding and publications
Publication and research strategies are determined by divisions and/or research leads, and are
aligned to TGI’s strategic goals and targets. A suite of research-focused policies are in place and
easily accessible on intranet, including Human Ethics, Conflict of Interest, and the Research
Misconduct policy – which references the Australian Code for Responsible Conduct of Research.
RSS coordinates internal peer-review of all Category 1 funding applications, including internal
research forums for guidance on development of new applications, and tracks internal performance
metrics (like h-index or journal citations) to enable researcher benchmarking.
The success rate of TGI women as lead investigators (herein referred to as ‘CIA’) has averaged 31%
since 2012 – higher than the national NHMRC success rates across all major funding schemes, and
comparable to the average TGI male CIA success rate (36%). Since 2013, numbers of applications
with a female CIA have been higher than applications with a male CIA (Figure 22).
FEMALE Level B Applied
Level B Successful
Level C Applied
Level C Successful
Level E Applied
Level E Successful
2015 0 n/a 1 1 0 n/a
2016 0 n/a 2 2 0 n/a
2017 0 n/a 1 1 1 0
2018 1 1 2 2 2 2
MALE Level C Applied
Level C Successful
Level D Applied
Level D Successful
Level E Applied
Level E Successful
2015 0 n/a 0 n/a 0 n/a
2016 0 n/a 0 n/a 0 n/a
2017 0 n/a 2 1 0 n/a
2018 1 1 0 n/a 1 1
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Figure 22 Category 1 funding applications by CIA gender, and applications with female CIA as percentage of all applications, 2012-2017 ( ‘CIA’ denotes the lead investigator)
Figure 23 Category 1 funding success rates by CIA gender, 2012-2017
0%
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2012 2013 2014 2015 2016 2017
CAT 1 FUNDING APPLICATIONS BY CIA GENDER, 2012-2017
MALE CIA FEMALE CIA FEMALE CIA AS % OF ALL APPS
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2012 2013 2014 2015 2016 2017
CAT 1 FUNDING SUCCESS RATES BY CIA GENDER2012-2017
MALE CIA SUCCESS RATE FEMALE CIA SUCCESS RATE
Linear (FEMALE CIA SUCCESS RATE)
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Publications
TGI researchers were authors on 870 peer-reviewed journal articles in 2015-2017. Publication rates
are reported to the Board on a quarterly basis, although detailed analyses or gender breakdowns are
not routinely included.
In 2015, there were 280 total peer-reviewed papers; in 2016, there were 345; and in 2017, there
were 245 total peer-reviewed papers. Figure 24 shows papers with TGI women researchers as first or
last authors, as a percentage of total peer-reviewed papers in each year. The average rate of women
as first authors on peer-reviewed papers for 2015-2017 was 30%, and the average for women as last
authors was 26%. For the three year period, the overall first author rate averaged 40%, and the
overall last author rate averaged 45%. Actions to improve authorship opportunities for students and
early-career researchers, including women, will be explored.
Figure 24 Peer-reviewed journal articles with TGI women researchers as first or last authors, as percentage of total papers, 2012-2017
Action 18 Track research funding applications
Action 19 Track publications
Action 20 Support for female CIAs
Action 21 Academic KPIs
0%
5%
10%
15%
20%
25%
30%
35%
F I R S T A U T H O R L A S T A U T H O R
FIRST AND LAST FEMALE AUTHORS 2015-2017
2015 2016 2017
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5.2 Career development: academic staff (Refer to page 22 of the Handbook)
(i) Training
In the 2018 equity survey, 73% of staff agreed that their manager encourages training or personal development opportunities related to their career.
All ongoing staff and students are able to access up to $AUD2000 per annum for learning and development (L&D) opportunities, including conference attendance or professional development courses. On average, 77% of female staff accessed L&D funding in 2015-2017. Following a review of gender equity in TGI policies in 2016, L&D funds were made available to staff on parental leave, to ensure opportunity for upskilling or training, and reduce the potential negative impact of a career break. In 2019 a comprehensive review of training and L&D needs will be undertaken, in order to develop a strategic learning framework.
For several years, TGI has held two seminar series: Wednesday Lunchtime Seminars, which are research-focused and often include external speakers, and Educational/Training Seminars, aimed at students and ECR, and primarily feature internal speakers and training topics (for example, statistics).
The Communications team offers training on external media and government engagement, often approaching or targeting training at researchers who are establishing their careers and teams. Early-mid career female academics have comprised around 70% of the participants of Communications training sessions to date.
Students
In 2014 the Australian Research Training Committee (ARTC) was established, and has been active in developing training and support for TGI’s PGS cohort. ‘Thesis Boot Camps’ are held twice annually, where senior researchers are on-site over a weekend to provide guidance and mentoring. An orientation is held twice-annually, for new students, and includes a career panel with postdoctoral fellows.
Every year, three student representatives are appointed; they sit on the ARTC to represent and communicate student training and support needs. The student representatives include at least 1 female and at least 1 male where possible.
A student consultation session is planned for 2019, to explore student engagement with the broader institute, and identify gaps in support or training.
Mentoring
Mentoring programs have previously included targeted schemes for students and ECR. Since 2017, TGI has participated in the Franklin Women (FW) Mentoring Scheme. FW is an external network for women in STEMM; to date 10 TGI academics have been involved as mentors or mentees, with 6 more to take part in 2019.
One-off, internal ‘mini mentor’ sessions are being offered to all TGI female staff in 2019 – this is a trial scheme, and internal mentoring needs will continue to be assessed. All TGI staff are able to access UNSW’s Career Collaborator mentoring platform, and female research staff may join UNSW’s Women in Research Network (WiRN).
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Action 22 International training and development
Action 23 Communications training
Action 24 Thesis Boot Camps
Action 25 Student orientations
Action 26 Student representatives
Action 27 Student consultation session
Action 28 Mentoring
Action 29 Internal mentor support
Action 30 Career planning series
Action 33 Learning and Development
Action 34 Learning and Development review
(ii) Appraisal/development review
All employees in fixed-term or contract roles establish annual objectives and development plans with their manager, including identification of training opportunities and reviews of key position requirements. Performance reviews (PR) include stakeholder feedback from colleagues or collaborators who may not be part of a staff member’s direct team. Once implemented, the new career framework will provide input to managers and employees around specific competencies needed to develop in current or for future roles. The implementation of online performance management in 2018 has allowed for more effective analysis of any gender bias in PR (as detailed in 4.1(v)); this analysis will be conducted annually. All staff and managers are given training around PR, including development of appropriate objectives and KPIs.
Action 5 Career Framework
Action 14 Gender equity performance review analysis
Action 35 Academic and Project Operations KPI library
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(iii) Support given to academic staff for career progression
Academic career advancement is primarily through academic promotion, as detailed in 5.1(iii). Formal career progression pathways will be established under the new career framework. TGI has offered various internal fellowship, grants and PhD scholarships, including international exchange fellowships, and ‘near-miss’ grants for highly-ranked but unsuccessful funding applications. Since 2015, a limited number of fellowships have been offered under TGI’s funded NHMRC Program Grant. In 2018 the Global Women’s Health Program invested $120,000 in seed and travel/conference funding for women researchers; the program includes capacity building of women researchers and healthcare workers a core pillar, and this is a focus of its Global Management Committee. Staff are able to use L&D funding to attend conferences, and build professional skills, such as advocacy or public speaking, to support their career development. TGI provides significant support around development of research proposals and funding applications, as detailed in 5.1(iv), but further examination is needed of how internal funding schemes could best support academic staff. In 2018 and 2019, all staff were able to access a career planning series delivered by UNSW.
Action 5 Career Framework
Action 30 Career planning series
Action 31 EMCR Forum
Action 32 EMCR Group
Action 33 Learning and Development
Action 36 Internal funding scheme support
Action 37 Global Women’s Health Program (GWHP) funding
Action 47 GWHP Travel Funding
Action 63 GWHP partnerships
Action 64 GWHP advocacy
Action 65 GWHP research equity
Action 67 GWHP publication awards
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5.3 Flexible working and managing career breaks (Refer to page 23 of the Handbook) Note: Present professional and support staff and academic staff data separately
(i) Cover and support for parental and adoption leave: before leave
Staff wishing to access parental leave are asked to provide 10 weeks written notice (for adoption, written notice as soon as child placement is known). Depending on availability, there is an option to arrange car parking for late-term or complicated pregnancies; other arrangements (for instance, reduced hours or working from home) are decided between staff and managers, in accordance with TGI’s promotion of flexible working (see 5.3(vi)). Pregnant staff may commence leave up to 6 weeks prior to expected date of birth. The Parental Leave policy is easily accessible on intranet, and in the 2018 equity survey, 69% of staff responded that they know and understand it.
Action 38 Parental leave awareness
(ii) Cover and support for parental and adoption leave: during leave Parental leave provisions are 10 weeks paid, or 20 weeks at half-pay (this is in addition to any government-paid leave), for the primary carer (female or male) of a child – with up to 52 weeks of unpaid parental leave, and the option to extend for up to 104 weeks with approval. Variations to parental leave may be made with 4 weeks’ notice. The same leave provisions apply to adoptive or non-birth parents. Prior to mid-2018, paid parental leave was 6 weeks (or 12 weeks at half-pay); the increase was in response to staff feedback. While an employee is on parental leave, they have continued access to email, and managers are responsible for maintaining regular and relevant communications. Paid work activity may be undertaken for up to 10 ‘Keeping in Touch’ days. These activities involve work of 1 hour or more on a day, are remunerated at the employee’s current rate, and include planning meetings, training, or conferences. Keeping in Touch days are agreed to by staff and managers (with approval of activities by HR), but are not mandatory.
Action 39 Parental leave increase
Action 40 Parental leave further increase
Action 41 Parental leave support
(iii) Cover and support for parental and adoption leave: returning to work Employees may return to work earlier than planned, with 4 weeks written notice (however employees who have given birth cannot resume duties until 6 weeks have elapsed). Requests for flexible working may be made prior to return, with options including part-time return, job-share, flexible hours, working from home, or purchase of additional leave. A return to work allowance is offered, equivalent to two weeks’ salary at the rate of pay staff are returning to, to assist with arrangements for returning to work, such as child care.
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(iv) Parental return rate During 2015-2017, 29 staff took parental leave, with a return rate of 79%. During this period, 10% of contracts were not renewed during parental leave. Of the 23 staff who returned from parental leave, 3 chose to return at their previous full-time rate, and 20 returned at reduced or part-time hours.
Figure 25 Parental leave return rate, all staff, 2015
Figure 26 Parental leave return rate, all staff, 2016
Figure 27 Parental leave return rate, all staff, 2017
0 2 4 6 8 10
Returned FT
Returned PT
Returned casual
Contract not renewed
Returned then resigned
PARENTAL LEAVE RETURN, 2015
Research Operational
0 0.5 1 1.5 2 2.5 3 3.5
Returned FT
Returned PT
Returned casual
Contract not renewed
Returned then resigned
PARENTAL LEAVE RETURN, 2016
Research Operational
0 0.5 1 1.5 2 2.5 3 3.5
Returned FT
Returned PT
Returned casual
Contract not renewed
Returned then resigned
PARENTAL LEAVE RETURN, 2017
Research Operational
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(v) Paternity, shared parental, adoption leave and parental leave uptake Staff who are not the primary carer of a child may take 2 weeks paid plus 1 week unpaid partner leave. In mid-2018 the paid partner leave was extended from 1 week. Partner leave is available to all staff except casuals. Staff who are adoptive or non-birth parents are entitled to the same partner leave provisions. The rate of paid partner leave taken is tracked via the employee system, but fewer than 10 staff per year request and take paid partner leave.
Action 39 Parental leave increase
Action 42 Paid partner leave tracking
(vi) Flexible working
Flexible working arrangements are available for all part-time and full-time staff with at least 6 months continuous service. These include changed or reduced hours, job-share, flexible start and finish times, and remote working capability. Remote and flexible working is encouraged in all offices – partly to accommodate meetings and collaboration across global time zones – although arrangements are at staff and manager discretion. The Sydney offices include meeting rooms purpose-built for videoconferencing.
The Flexible Work and Working from Home policies are accessible via staff intranet. In the 2018 equity survey, 69% of staff agreed they ‘know and fully understand’ policies around flexible working.
With the exception of reduced/changed hours or job-share, flexible work arrangements are not formally tracked, however work from home approvals are recorded as standard health and safety practice. WFH requests are not collected or tracked.
TGI’s approach to flexible working receives positive feedback in staff surveys. In 2018, 19% of staff said they felt uncomfortable or found it difficult to ask for flexible working hours. When asked if their manager supports requests for flexible working arrangements, 57% strongly agreed, and 33% agreed.
Action 43 Promote flexible working
(vii) Transition from part-time back to full-time work
Staff who have returned to work part-time after a career break are entitled to return to full-time arrangements; this is by request and is agreed upon between staff and manager. There is no specific policy on this, although changes to FTE are aligned with TGI’s commitment to flexible working.
In 2015-2017, 3 staff members returning to work from career breaks chose to continue their previous full-time hours. All other staff returning from career breaks (primarily parental leave) returned part-time.
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(viii) Childcare
TGI does not own either of its Sydney premises, nor are there attached childcare facilities. There are several childcare providers in the local area. During preparations to move into the head office in 2016, efforts were made to arrange partnerships to secure allocated spaces for TGI staff in nearby centres. Unfortunately the demand for childcare in inner west Sydney is very high and local childcare centres declined this arrangement.
Survey responses in 2015 and 2017 indicated a preference for other support mechanisms like flexible working arrangements, or support for conference attendance with children. In 2017 the Global Women’s Health Program funded $20,000 of conference and travel support, with funding able to be used for childcare. This is often not permitted with external travel grants.
Staff are able to salary package childcare fees as part of TGI’s employee salary packaging scheme – these numbers are not tracked as use of salary packaging is at staff discretion. For new starters, information on local childcare options is provided upon request.
In 2019, the Travel policy and process will be updated to allow for care costs to be claimed as travel expenses, capped at $500 per person annually. (ix) Caring responsibilities
Along with flexible working arrangement detailed in 5.3(vi), staff with caring responsibilities may access up to 20 days ‘sick/personal’ leave each year. Under the Purchased Leave policy, staff may purchase additional leave, to a maximum of 20 days per annum. In the event of serious illness or death of a family member, staff may take up to 5 days of compassionate leave (per instance).
For staff experiencing family/domestic violence, leave and flexible working are arranged as needed; at the time of writing, a Domestic Violence policy (that includes separate leave provisions) is in draft and expected to be implemented by end 2019.
The 2018 equity survey was the first time staff were asked about the impact of caring responsibilities on their career: of the staff who self-reported as being carers, almost half of these respondents – representing 8% of all staff – feel they have been disadvantaged with regard to attending work-related events because of their carer obligations.
The policies that support staff with carer responsibilities are known and understood by close to 70% of staff, and 82% agree they have appropriate support to work from home ‘for personal or family reasons’ specifically. However, when asked if TGI provides sufficient support for parents/carers, only 64% of staff agreed, and 29% were unsure. When asked about ‘other support or initiatives that would be useful for carers’, responses were mixed. There is a need for further examination of the perceptions of existing and demand for additional carer support.
Action 43 Promote flexible working
Action 44 Promote carer support
Action 45 Carer support scoping
Action 46 Carer costs for travel
Action 47 GWHP Travel Funding
Action 48 Domestic/Family Violence Policy
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5.4 Organisation and culture (Refer to pages 24-25 of the Handbook)
(i) Culture
The majority of TGI’s Australian workforce is located in 2 buildings that are 850 metres apart; staff are encouraged to work fluidly across both offices according to their requirements and personal preference. Core behaviours – based on 6 organisational values (‘can do’, creativity, excellence, humanitarian, impact, integrity) – are included in annual performance reviews and employee objective-setting. Feedback relating to TGI’s values is generally positive, however the 2017 Voice survey indicated communication may be inconsistent or unclear (Figure 28).
Figure 28 Staff perceptions of TGI culture and values (source: 2017 Voice survey)
As an organisation with 31% staff from non-English speaking backgrounds (NESB) and offices in multiple countries, inclusion is a priority. In the 2018 equity survey, 55% of staff agreed that people in TGI support inclusive culture and acceptance of diversity ‘very well’ and 38% agreed this is done ‘well’.
While 73% of staff think people are treated fairly and equally in terms of identity (defined as ‘including but not limited to gender, age, ethnicity, sexual orientation, appearance, physical ability’), 20% agreed this is ‘usually’ the case. ‘Yes’ responses from women aligned with all staff responses at 72%.
Among the student cohort, 69% agreed that people are treated fairly and equally (Figure 29). For staff who identified as having a chronic physical or medical disability, 62% agreed that people are treated fairly and equally, and for staff who identified as LGBTQI, 50% agreed. There is a need for exploration of the perceptions and experiences of fair and equal treatment in future equity surveys, particularly among minority groups.
50% 55% 60% 65% 70% 75% 80% 85% 90% 95%
I am proud to work for my organisation
I believe my organisation is committed to upholding ourvalues
My organisation's values have been clearlycommunicated
My organisation has consistently treated me well
TGI CULTURE AND VALUES
Male Female
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Figure 29 Staff perceptions of fair and equal treatment (source: 2018 equity survey)
Leadership
Responses from the 2018 equity survey show the diversity of leadership at TGI is generally considered to be appropriate, but suggest that improvement is needed (Table 5). The neutral/mixed responses may indicate that existing diversity in leadership is not being communicated well enough, that diversity is assumed to be primarily a matter of gender or race/ethnicity, or may stem from varying definitions of ‘leadership’. The neutral/mixed responses may also reflect the previous lack of a statement or visible commitment on diversity from TGI leadership. Future equity surveys will measure improvements in the expectations and perceptions of leadership commitment on this issue.
The survey did not ask respondents how they define diversity; it may be that neutral/mixed answers reflect uncertainly about what diversity looks like, or a perception that there are too few positions reflecting diversity. This suggests a gap in leadership appointments, or in the processes for recruitment and selection. Attitudes were more ambiguous in regard to transparency in TGI leadership appointment, with a significant neutral/mixed response. This may suggest a lack of communication around how and why leaders are appointed, or a lack of understanding of succession planning and senior talent recruitment.
Strongly Agree
Agree Neutral/ Mixed
Disagree Strongly Disagree
N/A
TGI has appropriate diversity in management/leadership positions 15% 49% 23% 11% 1% 1%
TGI has appropriate diversity in mentors and role models 12% 43% 28% 12% 0% 5% Leadership in TGI understands the need to engage with issues relating to equality, diversity and development 17% 54% 21% 6% 0% 2%
TGI leadership positions are appointed through fair and transparent processes 7% 30% 45% 7% 3% 8%
Table 5 Staff perceptions of leadership (source: 2018 equity survey)
40% 45% 50% 55% 60% 65% 70% 75%
All staff
Women
Students
Staff with disability
LGBTQI staff
'Are people treated fairly and equally at TGI?'
Yes
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Assumptions around diversity and perceptions of diversity and transparency in our leadership need to be further explored in future equity surveys.
In late 2018, TGI’s leadership launched a ‘Meet and Eat’ initiative: informal, bi-monthly lunches hosted by a different senior manager. The lunches are open to all staff but capped at 10 people, to allow for effective conversation. The series is promoted regularly by senior leaders, and staff can register to attend a lunch via the intranet. Issues or themes raised at the lunches – and proposed actions – are communicated to the leadership team. The ‘Meet and Eat’ initiative was launched in direct response to feedback from the 2017 Voice survey. To mark International Women’s Day 2019, ‘Meet and Eat’ featured two senior women leaders.
Gender Equity
Ongoing or incomplete actions in the GE Strategy have been incorporated into the Action Plan to allow for consistency and more effective monitoring under the DIB initiative. The GE Strategy will be reviewed and updated.
The current (2015-2020) institutional Strategic Plan includes capacity building and succession planning as key themes, although gender equity was not an explicit consideration. The 2020-2025 Strategic Plan (currently being finalised) priority areas have been developed with diversity and capacity building as key considerations.
As a result of initiatives like Athena SWAN and DIB, gender equity and diversity have become common topics of conversation, and more considered aspects of TGI culture – for example, consideration of gender balance when planning interview panels, events or speakers.
Action 49 Equity surveys
Action 50 Pulse survey scoping
Action 51 Meet and Eat sessions
Action 52 Gender Equity Strategy
Action 53 Male Champions of Change Panel Pledge
(ii) HR policies
All employees are required to read and provide online acknowledgement of the seven core compliance policies – including Code of Conduct, Anti-Discrimination, Bullying and Harassment policies –upon commencement. Core policies are then required reading (rotated every two years) by all staff, including managers, as part of annual performance reviews.
All new policies must align with core policies. The former GE Committee and current SAT include HR representatives, and the DIB initiative is being driven by the Global HR Manager: this ensures consistency across policies and practice.
Depending on the policy or procedure, staff consultation may be required (for example, updates to the Learning and Development Policy), otherwise senior management review and accept updates.
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Corporate and/or global policies – such as Anti-Discrimination, Recruitment and Selection, and Performance Management policies – are reviewed every two years. All other policies are reviewed as needed, for instance where legislation changes or to align with a change of process.
New policies or key institute-wide procedures are communicated to staff by email, and all policies are permanently available and easily accessible on the staff intranet. Where a new policy or update includes a significant change (for instance, additional paid parental leave or changes to remuneration) this is highlighted in email communications, and in advance of date of effect where possible.
Action 54 Mandatory policy reading
(iii) Proportion of heads of school/faculty/department by gender As an MRI, there is not a typical university school/departmental structure. TGI’s research teams have largely been organised as ‘divisions’, defined by their research focus. Some research theme areas involve people from various divisions, and include split FTE. During 2015-2017 there were 9-10 divisions (taking into account the establishment of the Respiratory division in 2016, and the departure of MSK in 2017), and the proportion of female heads has been around 30% across this period – this is slightly higher than the proportion of women at Level E (25%, see 4.1(i)).
(iv) Representation of men and women on senior management committees Senior management committees at TGI are primarily comprised of senior academics or executive staff. In 2018, 42% of the Board of Directors were women (4 of 11 members). The two most senior committees at TGI are the Australian Executive Group (AEG), and the Global Management Committee (GMC; previously the Senior Management Committee). GMC includes 3 senior management representing TGI’s China, India and UK offices (in 2017, all 3 were men). GMC has a global remit, but is included here as it directly influences strategy and operations in TGI Australia. In 2017, the AEG achieved gender parity. The GMC has seen a decline in gender balance, and women are under-represented relative to the broader gender balance of TGI globally. Given that GMC is a global committee, it is difficult to place targets on its membership, however a recommendation will be made that 50% gender balance be achieved within the next 5 years.
2015 2016 2017
F M %F F M %F F M %F
AEG 10 13 43% 10 13 43% 11 10 52%
GMC 3 10 30% 4 12 25% 4 12 25%
Table 6 TGI senior management committee membership by gender, and female members as percentage of total membership, 2015-2017
Action 55 Board of Directors gender target
Action 56 AEG gender balance
Action 57 Leadership Shadowing
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(v) Representation of men and women on influential institution committees For the purpose of this analysis, an ‘influential’ committee is defined as one which has institution-wide reach and may influence policy or practice. For instance, the Research Committee for Aboriginal and Torres Strait Islander Health, and the Environmental Sustainability Committee are not senior, but are influential in their reach and impact. Data on non-senior committees is incomplete, and further analysis on this will be undertaken.
Action 58 Committee register
Action 59 Committee GE review
Action 60 Committee Guidelines
(vi) Committee workload
Senior staff at TGI may be required to sit on multiple committees, often in a capacity directly related to their role or the division they lead. Committee participation may be included in position descriptions, although this is not required and TGI does not have a formal committee workload model. Instead, the Terms of Reference (ToR) for each committee detail member requirements and rotation of key roles such as Chair. (vii) Institutional policies, practices and procedures
TGI policies are approved by the executive group and/or the Board. All policies are intended to apply to all staff equally and use gender-neutral language – excluding specific examples or legislation, like ‘special maternity leave’.
The inclusion of diversity or gender equity expertise in the development of TGI policies and procedures is still largely ad hoc, however the DIB Commitment requires regular review of policies, practices and procedures relating to recruitment, remuneration, and learning and development.
The Parental Leave, Flexible Work and Purchased Leave policies were drafted with gender equity as a key consideration in 2016, and the Parental Leave Policy was updated to include same-sex couples for the first time.
In the 2018 equity survey, 87% of staff agreed that they know and understand TGI’s policies relating to equality and diversity.
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(viii) Workload model
As there are no teaching components in positions, TGI does not have a formal workload allocation model. Staff set and manage their own workloads under direction or with guidance from their manager and/or supervisor, in line with position descriptions. HR may provide advice but the monitoring of workloads lies with staff and managers.
Bi-annual performance reviews provide staff with an opportunity to review responsibilities and workloads, including where they have contributed to broader institutional activities or beyond the scope of their role, and to allocate time accordingly.
Academic staff may be invited to deliver guest lectures at a university, but face-to-face teaching loads are not common. For staff with teaching loads, this accounts for 5% of workloads on average.
Supervision and mentoring loads are common. At the SCR and MCR levels, staff supervise an average of 4 postgraduate students, and at the ECR level, an average of 1 student.
(ix) Timing of institution meetings and social gatherings
In the 2015 Flexible Work Policy, TGI committed to core hours for meetings set from 10am to 4pm, to enable those with caring responsibilities or flexible working arrangements to attend. As a global organisation with offices in multiple time zones, it is sometimes necessary for meetings to be held outside of these hours. Some meetings, including all-staff, are mandatory. Video/phone conferencing for meetings is available to all staff and is common practice.
Quarterly general staff meetings (GSM) commence at 4pm or 5pm to accommodate global office times. GSM are mandatory and are live-streamed for staff who cannot attend in person. Every GSM is recorded and kept on the intranet.
Seminars and workshops are held within core meeting hours, and on days that are most popular for staff to be in the office. Most seminars are recorded for intranet viewing, and some are streamed online.
In the 2015 Voice survey, 71% of respondents said TGI encourages work-life balance, however the issue of late meetings was raised in the 2017 equity survey, with 45% of carers/parents saying they feel they have been disadvantaged with regards to attending work-related events due to timing or location. This indicates there is a need for further communication about core meeting hours.
Social gatherings, like the weekly morning and afternoon teas, are held within the core meeting hours, but once a year there is an optional trivia social event held outside of business hours.
Action 43 Promote flexible working
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(x) Visibility of role models
Images on TGI’s website are organically diverse, representing the global offices of the organisation, and our staff, who are 70% female.
Since 2017, International Women’s Day (IWD) has been celebrated internally with a morning tea and themed seminars or presentations. In 2019, IWD was marked with several events over a week, including the launch of a photo exhibition highlighting the achievements of women researchers at TGI (published as a booklet, and promoted via all TGI global websites and social media).
Media appearances by TGI staff are not tracked by gender, but include early-mid career female academics. Media training is offered to all students and academic staff, and targeted training (for example, government engagement) is offered to emerging as well as established leaders.
Figure 30 Cover image of IWD photo exhibit booklet, 2019
Internal seminar planning is largely dependent on topics and speaker availability (given the weekly timing, schedules are sometimes changed at short notice); gender balance of speakers at the seminars was not previously measured but is becoming more of an explicit factor in planning. For the Wednesday Lunchtime Seminars, the female speaker rate over 4 years was 58%, and for the Educational Seminars, the average over 4 years was 53% (Figure 31).
Figure 31 Female speakers at internal seminars, 2015-2018
53%
72%
47%
60%
38%60%
60%
53%
0%
10%
20%
30%
40%
50%
60%
70%
80%
2015 2016 2017 2018
FEMALE SPEAKERS AT INTERNAL SEMINARS
Wednesday Seminars Educational Seminars
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The 2018 equity survey indicated staff are positive about the visibility of female role models, with some variation between cohorts (Figure 32). The only concerns raised (via open responses) were in regard to female role models ‘who are known but not always visible’, and the focus being on ‘high-achieving women in research’, rather than women in operational roles – this could be a reflection of the view that research is ‘core business’.
Figure 32 Staff perceptions of visibility of female role models (source: 2018 equity survey)
Action 23 Communications Training
Action 53 Male Champions of Change Panel Pledge
Action 61 ‘Balance for Better’ photo exhibit
Action 62 International Women’s Day
Action 66 Internal monitoring of panels
(xi) Outreach activities
TGI staff are involved in a range of outreach and engagement activities, including public lectures and presentations to community groups, healthcare organisations and schools. A charity drive occurs annually, with recent efforts supporting victims of domestic violence, as well as fundraising for various health charities.
Academic or research-focused outreach and engagement activities are often included in researcher CVs and track records for funding applications, but many are undertaken on an ad hoc basis. As they are not formally tracked by TGI, we cannot comment on gender bias or discrepancies. Outreach activities may be included in annual performance reviews and planning, although this is at the discretion of staff and their managers.
50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%
All staff
Women
Students
Staff with disability
LGBTQI staff
'Does TGI promote visible female role models?'
Yes
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Media Mainstream media, editorials, and opinion pieces are common, however the frequency of media activities ranges across the various divisions; research where there is greater public interest, like food policy and labelling, has a higher media presence. Media work may be undertaken by any research staff, and this also varies across divisions: for example, much of the food policy media work is by early-mid career women researchers, whereas media activity in other teams may involve male project leads or senior division staff.
In 2018 an internal scheme was launched to encourage women students and staff to publish in credible, non-academic media. All eligible publications received a one-off $500 award to be used for professional or personal learning and development. Community and External Events Under the new ‘thought leadership’ program, TGI hosts regular public lectures and seminars on key health topics, with women’s health being a priority focus.
TGI’s Injury Division successfully led two community-driven programs in Aboriginal and Torres Strait Islander communities: Driving Change, which worked to increase social inclusion and economic independence by supporting young Aboriginal people to attain their driver’s license; and Buckle Up Safely, which in partnership with local community organisations in 12 NSW locations provided child car restraints, training and educational resources to reduce crash injuries in Aboriginal children. The projects underpinning these programs were led by women at mid-career level.
Action 63 GWHP partnerships
Action 64 GWHP advocacy
Action 65 GWHP research equity
Action 67 GWHP publication awards
(xii) Leadership
TGI’s Athena SWAN work sits under Executive Director’s Office, and senior leadership have demonstrated support for the institute’s Athena SWAN application via dedicated internal resources and ongoing communication to staff about the importance of the application and pilot program. The SAT membership includes key senior staff. A Project Coordinator was appointed (0.4FTE) in 2017 to lead the project; this role was then updated to 0.6FTE in late 2018 when application writing commenced. A portion of the Deputy Director’s time was allocated to oversee the project delivery, and funding was allocated for workshop facilitation and attendance. Action Plan items will be resourced and funded centrally.
The Athena SWAN project has been a central activity and driver of TGI’s broader diversity program (which is led by the Director, Global HR), and has underpinned all gender equity and diversity-related initiatives undertaken since 2016.
TGI’s divisions range in size but are small teams. Any benefit of divisions applying for departmental awards is outweighed by the resources this would involve; applying for Athena SWAN awards at the institutional level will provide a greater benefit and cohesion, as actions can be more effectively implemented across the organisation.
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6. SUPPORTING TRANSGENDER PEOPLE
Recommended word count: 500 words Actual word count: 584
Refer to Page 26 of the Handbook
(i) Current policy and practice The institute’s formal Diversity, Inclusion and Belonging (DIB) Commitment mandates equitable treatment of all current and potential employees, and is aligned with the organisation’s Code of Conduct, Anti-Discrimination, Bullying and Harassment Policy, and Recruitment and Selection Policy and Procedure. The institute’s current Anti-Discrimination Policy includes ‘transgender identity’, however there are no policies specifically focused on transgender staff. Presently, staff are unable to manually change or select their gender or personal title on the internal employee system. This is to limit data entry errors, in line with legal and taxation requirements. Change of gender or personal title in the employee system is by direct request to HR. Changes of name on the employee system require legal documentation, but employees can use a preferred name (and have this displayed on their email signature and internal communications), by request to HR. Applicants and new staff are able to select their gender when completing applications and/or employee information, however this is not mandatory. The current options are ‘female’, ‘male’, and ‘prefer not to say’. The two Sydney premises have gender-neutral bathrooms that are fully accessible, clearly marked and easily located, for use by any TGI employee or guest. They contain showers and space to be used as change rooms. Education and Training In 2018, EEO training offered to staff was delivered online, with learning modules including information on transgender people, and how sexual identity can be a cause of discrimination. As of early 2019, 86% of staff had completed this training. All George staff members and students are able to register to be part of the UNSW ALLY@UNSW Network. ALLY@UNSW is a program aimed at creating safe and equitable environments for staff and students who identify as LGBTQI, and provides free training for staff and students who wish to be an ally. Previously, participation in the ALLY@UNSW program was limited to enrolled students and George staff holding a UNSW appointment; as of early 2019 the program is open to all George staff. Anti-Discrimination Process The process for reporting discrimination is detailed in the Anti-Discrimination Policy that employees are required to read upon commencement and once every two years as a mandatory component of annual performance reviews.
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(ii) Review In the 2018 equity survey, 7.75% (n=10) staff identified as LGBTQI. Respondents were asked to select their gender – and were permitted to select more than one gender option – with 0.78% identifying as ‘non-binary’, and 0.78% opting not to disclose. These data were not able to be further analysed as they include fewer than 10 grouped responses. For staff who identified as LGBTQI, 56% indicated they feel comfortable disclosing this at work, 11% would not feel comfortable, and 33% were unsure. The survey did not include questions that specifically focused on gender identity or sexual orientation as a cause of discrimination, bullying or harassment, therefore we cannot draw meaningful conclusions at this time. Future cultural and equity surveys will include focused (but anonymous) questioning on LGBTQI identification, and on discrimination directly related to sexual orientation and/or gender identity.
(iii) Further work The development and implementation of a new global staff database that will more effectively track diversity metrics, including staff who identify as transgender, non-binary or intersex, will enable improved reporting on this cohort. Research on best options for (voluntary) self-reporting of gender for applicants and new staff will be undertaken, to ensure an improved data mechanism on these metrics. A transgender staff policy is being developed, and will detail applicable support, including leave provisions for staff who are undergoing transition.
Action 7 Global employee database (GeorgePeople)
Action 8 GeorgePeople reporting tool
Action 15 Recruitment data collection
Action 16 Recruitment process
Action 49 Equity surveys
Action 54 Mandatory policy reading
Action 68 Gender-neutral bathrooms
Action 69 LGBTQI awareness for staff
Action 70 LGBTQI awareness for managers
Action 71 LGBTQI networks
Action 72 Transgender Staff Policy
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7. INTERSECTIONALITY Recommended word count: 500 words Actual word count: 811
Refer to Page 26 of the Handbook
(i) Current policy and practice Diversity, Inclusion and Belonging (DIB) Commitment In February 2018, TGI confirmed its commitment to providing a safe, fair and diverse workplace with a formal Diversity, Inclusion and Belonging (DIB) Commitment. The DIB Commitment mandates equitable and inclusive treatment of all current and potential employees, and is aligned with the organisation’s Code of Conduct, Anti-Discrimination, Bullying and Harassment Policy, and Recruitment and Selection Policy and Procedure. The DIB Commitment was informally launched at an Australia general staff meeting in early 2018 with a short animated video describing the initiative (see Figure 33). A dedicated page was established on the staff intranet, where employees can access relevant information and resources.
Figure 33 Stills from the DIB animated video, 2018
Prayer and Meditation Spaces Since its opening in December 2016, the institute’s Sydney head office has had an accessible, multi-faith prayer and meditation space. In mid-2018, an accessible, multi-faith prayer and meditation space was built at KGV, the second and smaller of the two Sydney premises (located less than 1 kilometre from the head office). Both spaces are available for use by TGI employees or guests. Awareness Days Efforts are made to recognise culturally significant or diversity awareness days in the Australian and global offices, however there is no formal process for this. Culturally significant events – particularly those relevant to China and India, where our regional offices are based – are highlighted to all staff globally, and where appropriate may be celebrated or commemorated in the Australia office. Mental Health Awareness In 2017 and 2018, the institute’s HR team marked Mental Health Month and World Mental Health Day with a series of internal activities to promote mental health awareness. These included links, resources and advice on work-life balance and mental wellness, and practical sessions on mindfulness. This is intended to be an annual internal promotion, to recognise the importance of mental health on employee well-being.
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Chronic Disease and Disability In addition to leave provisions, there are several arrangements staff can request in order to manage chronic disease or disability (their own or that of someone in their care) including flexible hours, job-sharing, remote working, compressed working schedules, adjustments to physical work spaces, or part-time workloads. Any staff with at least 6 months continuous service may request changed working arrangements under the Flexible Work Policy. Disability Employment For the past 15 years, TGI has employed administrative staff with visible disability or special needs, via supported employment agencies. There are currently two staff members employed on a permanent part-time basis under this arrangement, and both are able to access all policies and schemes that are available to continuous staff.
(ii) Review
As part of the DIB Commitment, the George has committed to maintaining a diverse and inclusive workforce, with equitable recruitment, development and promotion opportunities, and to provide ongoing education to all staff on the role and importance of intersectionality. In 2018, EEO training was launched as an online module for the first time, with staff completing an EEO quiz as part of the training. For the past two years, all TGI employees globally have been required to read and accept institutional policies on anti-discrimination, bullying and harassment as part of annual performance reviews and KPIs. Issues raised in the 2018 equity survey included age discrimination, poor cross-cultural communication (specifically with the global offices), a lack of awareness of ‘professional background diversity’, and the institute staff ratio being 70% female. Consideration of the experiences of staff living with chronic disease or mental illness was raised as an area for development. Some survey respondents noted that, despite the institute’s disability employment program, there is a lack of engagement and ‘no discussion of support for medical conditions or disability’. These are issues for further investigation under the DIB initiative. TGI does not collect formal data on intersectionality but more accurate collection and analysis of diversity data is a priority: a new global staff database has been implemented to enable better reporting on diversity metrics. This will enable the institute to better understand how diversity indicators contribute to our staff well-being and development, and allow more accurate benchmarking against other MRIs and the broader research sector.
(iii) Further work
The establishment of a formal DIB Committee and DIB Working Groups across all global offices is underway. The DIB Committee will be responsible for developing and implementing the institute’s diversity strategy, and the Working Groups will shape the strategy according to the needs of their respective global offices. Questions on diversity indicators will be included in all future staff surveys, and a follow-up equity survey will be delivered in 2020. The results will be analysed against 2018 survey baseline data, to assess changes in staff demographics and diversity indicators, areas of progress, and areas for improvement. Institutional diversity metrics will be communicated to staff via the DIB intranet page.
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Action 1 Diversity, Inclusion and Belonging (DIB)
Action 2 DIB Committee and DIB Working Groups
Action 7 Global employee database (GeorgePeople)
Action 8 GeorgePeople reporting tool
Action 49 Equity surveys
Action 54 Mandatory policy reading
Action 73 Prayer space / family room
Action 74 Cultural diversity awareness calendar
Action 75 Mental health awareness
Action 76 Chronic disease and disability support
Action 77 Cultural competency training
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8. ABORIGINAL AND TORRES STRAIT ISLANDER PEOPLE Recommended word count: 500 words Actual word count: 835
Refer to Page 27 of the Handbook
(i) Current policy and practice
TGI has been active in Aboriginal health research for several years, and in 2017 the Aboriginal and Torres Strait Islander Health Research Program was formalised and expanded. Significant developments included funding and appointment of a Program Manager (FTE), Senior Research Fellow (0.6FTE), and an Administration Assistant (0.5FTE) to formalise and drive the program. The Program Manager and Senior Research Fellow positions were identified. Expansion of the program has included:
- updated staff cultural induction - Re-orientation of TGI’s Research Committee for Aboriginal and Torres Strait Islander Health
(RCATSIH), with increased staff engagement (determined by meetings and attendance) - updated and increased social media and external promotion - ministerial briefings, submissions to government policy and funding consultations - engagement with Aboriginal and Torres Strait Islander employees to consult on cultural
needs and employment strategies, including professional development
- inclusion of Aboriginal health research in institutional standard operating procedures (SOP) relating to research ethics, contracts and conduct
- $65,000 awarded internally to pilot studies in Aboriginal and Torres Strait Islander health, awarded to female researchers
RCATSIH reviews all Aboriginal and Torres Strait Islander health projects, and these projects involve Aboriginal researchers and identified project roles. Opportunities for professional development for all staff and students working within the space is a priority: relevant courses, conferences and other opportunities are shared frequently through the monthly RCATSIH meetings and email list. To increase staff understanding and uptake of Aboriginal and Torres Strait Islander knowledge in TGI’s work, an Indigenous research methodologies workshop was held in late 2018, with more planned. NAIDOC Week is marked annually with a cultural celebration (see Figure 34) that highlights the work of TGI’s Aboriginal and Torres Strait Islander Health Program, and staff are encouraged to participate in cultural events within the wider community.
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Figure 34 Staff with Koomurri dancers, who performed a traditional corroboree during NAIDOC 2015
celebrations
In late 2018, a Welcome to Country and Acknowledgment of Country Policy was approved and implemented. The policy outlines appropriate process, wording and instances for Welcome to Country (which has been practiced at internal and external events for several years) and Acknowledgment of Country, and was communicated to all staff via internal newsletter and by email from the Australia Executive Director. Accompanying the policy, Acknowledgement of Country was added to staff email signatures. Recently, Aboriginal and Torres Strait Islander flags, and an Indigenous artwork were purchased for the Sydney offices.
Also in late 2018, the development of an organisational Aboriginal and Torres Strait Islander
Strategic Plan commenced, with the first draft sent to the RCATSIH for review. The 5-year strategy
includes actions on structure and leadership, research focus and impact, capacity building,
engagement, translation, and general operations.
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(ii) Review
There are currently 13 staff and students who have self-identified as Aboriginal and Torres Strait
Islander (5% of total staff), ranging from postgraduate students to operational project roles to senior
research fellows. Seven of these were identified positions.
Figure 35 Aboriginal and Torres Strait Islander staff by role type, 2019
Data on Aboriginal staff from the 2018 equity survey cannot be analysed as the question on identification includes fewer than 10 grouped responses. The low responses may reflect remote/offsite or part-time status (possibly due to lower engagement, less time to respond, or lack of online access if working remotely), or those who may choose not to self-identify as part of the survey. Survey feedback suggests a need to increase the visibility of TGI’s Aboriginal and Torres Strait Islander staff and work – particularly in influential or leadership positions; increase public promotion of our Aboriginal health research and policy impact; and appoint more Aboriginal and Torres Strait Islander senior staff, to correspond to the number and scope of TGI’s Aboriginal health projects.
(iii) Further work
Under the scope of the Aboriginal and Torres Strait Islander Health Research Program there are several actions planned or underway to increase visibility of Aboriginal and Torres Strait Islander staff and projects within TGI. These include purchase of an Acknowledgment of Country plaque for the head office, a biennial NAIDOC Award to recognise the contributions of staff members (Indigenous or non-Indigenous) to advancing Aboriginal and Torres Strait Islander health and wellbeing, and implementation and evaluation of the strategic plan. Cultural competency training is mandatory for all new starters since late 2017. The training will be updated, regularly promoted by HR to all staff, and may be included in the suite of required reading as part of annual performance reviews.
0
0.5
1
1.5
2
2.5
3
3.5
Casual FT PT Secondment Student
Aboriginal and Torres Strait Islander staff, 2019
Female Male
62
From a research perspective, Indigenous research methodologies workshops will be held regularly and participation will be encouraged more broadly across TGI. Aboriginal health content will be included in TGI’s ‘think tank’ public lecture series, and the possible appointment of a Distinguished Fellow in Aboriginal Health under the institute’s Thought Leadership program. Recruitment of an additional Aboriginal and Torres Strait Islander Senior Research Fellow (Level C or above) is a priority for 2019 – this will be an identified position. Increased opportunities for professional development of staff and students working within the space is a priority, particularly for Aboriginal and Torres Strait Islander staff and students. Recruitment targets at all levels will be developed as part of the implementation of the Aboriginal and Torres Strait Islander Strategic Plan.
Action 1 Diversity, Inclusion and Belonging (DIB)
Action 2 DIB Committee and DIB Working Groups
Action 49 Equity surveys
Action 78 Funded expansion of program
Action 79 Strategy and implementation plan
Action 80 Visibility and awareness
Action 81 NAIDOC Award
Action 82 Senior Research Fellow
Action 83 Thought Leadership collaboration
Action 84 Aboriginal cultural competency training
Action 85 Policy reading and review
Action 86 Indigenous methodologies training
Action 87 Professional development for project staff
Action 88 Communications plan
Action 89 Aboriginal and Torres Strait Islander Program and GWHP
63
9. FURTHER INFORMATION Recommended word count: 500 words Actual word count: 0
Refer to Page 28 of the Handbook
Please comment here on any other elements that are relevant to the application.
64
10. ACTION PLAN Refer to Pages 28-29 of the Handbook
The action plan should present prioritised actions to address the issues identified in this
application.
This application was published by SAGE in July 2017. © Copyright, Equality Challenge Unit, 2015. Reproduced by the Australian Academy of Science under licence from Equality Challenge Unit. Athena SWAN® is the registered trade mark of, and is used by the Australian Academy of Science under licence from, Equality Challenge Unit. Information contained in this publication is for the use of Athena SWAN Charter member institutions only. Use of this publication and its contents for any other purpose, including copying information in whole or in part, is prohibited.
65
ATHENA SWAN BRONZE ACTION PLAN
2019-2022
66
This Action Plan outlines areas where The George Institute for Global Health (TGI) has identified gaps and opportunities for improvement via the 2019 SAGE Athena SWAN Bronze Award self-assessment process. Several action items detailed in the plan have commenced or are in progress; others will commence following the submission of TGI’s Athena SWAN Bronze Application (29 March 2019). All action items have been allocated to one or more ‘owners’: groups or specific roles responsible for the delivery of the action item. The relevant owners were instrumental in development of the action items. Items in the Action Plan are listed sequentially, according to their first appearance in the Athena SWAN Bronze application, although many items are applicable to several of the application sections and themes. The Action Plan items have been allocated to at least one ‘Priority Theme’: 5 priority areas of focus that have guided the development of the action items:
- Embed Diversity, Inclusion and Belonging (DIB) - Enable Career Advancement - Enhance Employment Experience - Measure, Track and Improve - Lead Equity in Research
The progress and delivery of the action items, and the Action Plan as a whole, will be monitored by the Diversity, Inclusion and Belonging (DIB) Coordinator, with the support of the Australia DIB Working Group. The Action Plan is intended as an organic document that will be adapted over the four-year period (2019-2022), as progress is reviewed, challenges are responded to, and new areas of development or opportunity are identified.
PRIORITY THEMES
Embed DIB Enable Career Advancement Enhance Employment Experience
Measure, Track and Improve
Lead Equity in Research
RELATED ACTIONS
1-4, 16, 49, 52-57, 61, 62, 66, 68-86, 88
5, 6, 8-10, 17-27, 29-37, 47, 53, 56, 57, 63, 66, 67, 82, 83, 87
1, 2, 5, 12, 16, 22, 26-36, 38-49, 51, 54, 57, 61, 66, 68-77
1-4, 6-8, 11, 13-15, 17-21, 49, 50-53, 55, 56, 58-60
5, 9, 17-21, 37, 47, 61-65, 67, 78-89
TOTAL 35 35 44 26 27
OWNER KEY Admin Administration (Australia) AEG Australian Executive Group ARTC Australia Research Training Group BoD Board of Directors Comms Communications and Advocacy
DIB Diversity, Inclusion and Belonging Working Group
DIB-C Diversity, Inclusion and Belonging Coordinator
EDO Executive Director’s Office, Australia
EMCR Early-Mid Career Research Group GWHP Global Women’s Health Program HR Human Resources PDO Principal Director’s Office RSS Research Strategy and Services
67
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S)
S3: THE FUTURE OF THE SELF-ASSESSMENT TEAM
1 Diversity, Inclusion and Belonging (DIB)
A global commitment to develop, promote and monitor all activities related to diversity and equity, with gender equity as a key focus.
In progress
- Launch of DIB
Commitment - Launch of DIB
intranet site and DIB video
- Staff awareness of DIB Commitment and activities via regular internal communications\
- Updated Employer Value Proposition
- Establish baseline DIB
website visits - 90% staff awareness of
DIB Commitment and activities within 12 months
- Development of global DIB Communications Plan
- DIB video included in all inductions
- Career website updated to include information on DIB
2019-2022
HR DIB
Embed DIB Enhance Employment Experience Measure, Track, Improve
2 DIB Committee and DIB Working Groups
Establishment of a global DIB Committee, to oversee all activities across regional offices; and DIG Working Groups within each office/country.
In progress
Global and regional review, development and tracking of all DIB activities, including gender equity, and regular reporting to senior management (AEG, GMC)
- Committee and WGs in
place by July 2019
Q2 2019
HR DIB DIB-C
Embed DIB Enhance Employment Experience Measure, Track, Improve
3 Diversity, Inclusion and Belonging (DIB) Coordinator
Funding has been allocated for a dedicated diversity and equity role at 0.2FTE (to be reviewed at December 2019).
Recruitment underway
Implement, review and report on the Athena SWAN Action Plan implementation and progress, and coordinate delivery of all DIB activities in TGI.
- Appointment of role - Annual budget for
actions related to AS application
Q2 2019
HR
Embed DIB Measure, Track, Improve
68
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 4 Promotion of
Athena SWAN Action Plan
The TGI Athena SWAN Bronze application and 4-year Action Plan will be made accessible to all staff, with regular updates on Action Plan progress.
Not commenced
Staff awareness and understanding of the Athena SWAN Action Plan objectives, actions, and targets for 2019-2022.
- Dedicated intranet page
for Action Plan - Updates in quarterly
GeorgeNews communications to all staff
- Presentation of application and Action Plan at internal seminar
- Presentation at Australia GSM
Q2 2019-2022
DIB-C DIB Comms
Embed DIB Measure, Track, Improve
S4: A PICTURE OF THE INSTITUTION
5 Career Framework
Framework to provide structure and standard career pathway across 7 levels of all 3 career streams: academic, project, professional.
In progress
- Improved clarity,
transparency and structure around all career streams
- Improved reporting and analysis of gender by level
- Benchmarking of salary ranges to career levels
- Structure to support managers in performance and development discussions
- Better identification of gaps for staff development
- Implementation of
framework - Implementation of
promotions policy - Staff feedback (surveys,
annual PR)
Q4 2019
HR
Enable Career Advancement Enhance Employee Experience Lead Equity in Research
69
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 6 Gender equity
career review
Ongoing analysis and review of gender by career levels following implementation of career framework.
In progress
- Annual review of
gender breakdown by career level
- Annual reporting to Board and/or sub-committees
- Greater understanding
of trends in career to advancement to improve career pipeline
- Targeted career development initiatives
Q4 2019-2022
HR BoD
Enable Career Advancement Measure, Track, Improve
7 Global employee database (GeorgePeople)
A new global employee database has been developed and implemented, with capacity to capture more and varied data, and ability to more effectively report on staff data.
In progress
- Accurate and
more effective reporting of diversity indicators
- Increased and accurate data capture
- Ensure effective data capture of diversity metrics
- 6 monthly reports on
diversity metrics to AEG and GMC
2018
HR
Measure, Track, Improve
8 GeorgePeople reporting tool
Launch of a new and accessible staff reporting tool for all staff, including people managers, division and program leads, on GeorgePeople (internal HR and performance review system).
In progress
- Improved staff
reporting and tracking of gender breakdown by level for people managers and division/ program leads
- Increased employee
engagement - Greater accessibility to,
and use of staff reporting
Q2 2019
HR
Enable Career Advancement Measure, Track, Improve
9 Senior part-time appointments
Creation of high-profile, part-time academic appointments, to drive academic capacity and promote flexible positions at a senior academic level.
In progress
- Academic capacity
increased - Greater
professorial opportunities
- 5 new senior PT
appointments created - 4 new senior PT female
appointments
2019-2022
HR EDO AEG
Enable Career Advancement Lead Equity in Research
70
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) - Promote value of
part-time and flexible roles at senior level
- Assess capacity for additional new senior PT appointments
10 Project Operations review
A comprehensive review and restructure was undertaken of Project Operations roles, where female staff are over-represented (90%), and ongoing review of contract positions.
In progress
- Project Ops roles
centralised to provide greater career structure and progression
- Fixed-term contracts reviewed and converted to ongoing PT or FT positions where available
- More effective review of contracts prior to parental leave or career break
- 25% reduction in fixed-
term contracts held by project staff
- Increased job security for project operations staff
2019-2022
HR EDO
Enable Career Advancement
11 Exit data analysis and reporting
Analysis of exit/leaver data (quantitative and qualitative), to identify trends or pipeline issues.
In progress
- Annual reporting
of exit data by gender, career level and job type to senior management
- Greater insight into
turnover at specific academic levels or by gender, for planning
Q3 2019-2022
HR
Measure, Track, Improve
12 Remuneration restructure
Comprehensive restructure of remuneration across all career streams and levels.
Complete
- Adjustment of
salary gaps in research positions identified with lower range starting points
- Greater staff
satisfaction with remuneration in future surveys
2018
HR
Enhance Employment Experience
71
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) - Increase in net
salary for all staff - Increase in
employer superannuation contribution for all staff
- Adjustment of academic salaries where gaps were identified
13 Gender equity pay review
Detailed annual analysis and review of salary across all career streams, by gender and level.
Ongoing
- Annual reporting
of gaps and trends to Board
- Identification of salary gaps by level and gender
- Salary gaps identified - Pay in line with 20%
from midpoint for all roles
2016-2022
HR
Measure, Track, Improve
14 Gender equity performance review analysis
Annual analysis of performance review ratings and core behavior ratings, by gender, career stream and level
Ongoing
- Annual reporting
of trends to Board - Track
performance ratings against career and salary level
- 60% ‘excellent’
performance ratings for female staff
- 50% ‘highly effective’ core behavior ratings for female staff
2017-2022
HR
Measure, Track, Improve
S5: SUPPORTING AND ADVANCING WOMEN’S CAREERS
5.1: Career Transition Points: Academic Staff
15 Recruitment data collection
Improved and systematic collection of application, shortlisting and appointment data.
Commenced
- Improved data
capture of application and shortlisting rates by gender, career stream and level
- More effective reporting on recruitment
- Complete recruitment
data capture by gender
2019-2022
HR
Measure, Track, Improve
72
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) gender and diversity metrics
16 Recruitment process
Embed diversity measures and best practice into existing recruitment policy and process.
In progress
- Promote gender-
balanced interview panels (where appropriate)
- Neutral language on all job advertisements
- Diversity wording on all job advertisements
- Explore best options for (voluntary) self-reporting of gender for new applicants
- Consistent balancing of
interview panels - Feedback from new
hires re recruitment process
- Neutral language continued
- Diversity wording continued
- Update or adjustment of gender self-reporting
2019-2022
HR
Embed DIB Enhance Employment Experience
17 Academic promotion support
Ongoing tracking of academic promotion application numbers and success rates, and continued internal support.
Ongoing
- Identification of
trends or gaps
- Support academic staff
preparation of and application for promotion
2017-2022
RSS
Enable Career Advancement Measure, Track, Improve Lead Equity in Research
18 Track research funding applications
Ongoing tracking and review of funding application numbers and success rates (including but not limited to Category 1 schemes) by CIA gender and career level.
Ongoing
- Identification of
trends or gaps where additional internal support may be required
- Systematic tracking
2019-2022
RSS
Enable Career Advancement Measure, Track, Improve Lead Equity in Research
73
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 19 Track publications
Ongoing tracking and review of numbers of women as first and last author, and women researcher authorship by career level
Ongoing
- Monitor for
improvement of women researchers as first or last authors against academic KPIs
- Identify opportunities for career development
- Systematic tracking - 50% papers with female
first author by 2022 - 40% papers with
female last author by 2022
2019-2022
RSS
Enable Career Advancement Measure, Track, Improve Lead Equity in Research
20 Support for female CIAs
Explore perceived or actual gaps in support for female CIAs in developing and submitting research funding applications.
Not commenced
- Focus group with
female EMCR cohort
- Identify any additional support that may be provided
- Focus group held - RSS Forums
2019-2020
EMCR RSS
Enable Career Advancement Measure, Track, Improve Lead Equity in Research
21 Academic KPIs Development of KPIs for division and research program leads to enable and track inclusion of ECRs and PGS on funding applications, project teams, and peer-reviewed papers.
Not commenced
- Improvement of
first and last-authorship rates for female academics
- Capacity building
- Appropriate KPIs
developed for academic leads, divisions or programs
2019-2022
HR
Enable Career Advancement Measure, Track, Improve Lead Equity in Research
74
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S)
S5.2: Career Development: Academic Staff
22 Internal training and development
Continue delivery of internal training and support that is educational, research-focused, or includes professional development of upskilling.
Ongoing
- Wednesday
Seminars - Thursday
Educational Seminars
- RSS Research Forums
- Full attendance of
weekly seminars (~40 people)
- All new funding applications to be presented at RSS Research Forum
2019-2022
ARTC HR RSS
Enable Career Advancement Enhance Employment Experience
23 Communications training
Delivery of training on media, government engagement and advocacy-related professional development. Training may be general, or targeted at students or academics with upcoming media, publication, or advocacy and government engagement opportunities.
Ongoing
- Students and ECRs
are upskilled, allowing for improved public speaking, media promotion of research, profile-raising, and more effective advocacy in order to impact policy or practice
- 3 annual training
workshops or sessions (on any focus)
- 50% attendance by female students or ECR
- Positive participant evaluation/feedback
2019-2022
Comms
Enable career Advancement
24 Thesis Boot Camps Intensive 2-day writing ‘boot camps’ held twice a year at KST, for all PGS. Senior researchers attend to act as mentors and provide guidance.
Ongoing
- Thesis guidance
and development - Exposure to
mentoring and advice from senior researchers outside of supervisory team
- 2 boot camps annually
2019-2022
ARTC
Enable Career Advancement
25 Student Orientations
Twice-annual orientations for students who have enrolled within previous 6-
Ongoing
- Student
engagement with TGI
- 2 orientations annually
2019-2022
ARTC
Enable Career Advancement
75
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 12 months. Include a career panel, featuring postdoctoral researchers, who answer questions and provide advice.
26 Student representatives
3 student representatives are appointed each year, and serve rotating terms (12 months). They represent the PGS cohort on the ARTC and to other committees or events as needed. Student reps are involved in planning for orientations, Thesis Boot Camps and other student events.
Ongoing
- PGS cohort has
representation on relevant and influential committees, and a channel to communicate needs to senior researchers or institutional structures.
- 3 student
representatives annually
- 1 female representative - 1 male representative
2019-2022
ARTC
Enable Career Advancement Enhance Employment Experience
27 Student Consultation Session
An open session to explore any gaps in student engagement or development.
Not commenced
- Identify gaps in
PGS engagement, training or learning needs
- Empower PGS cohort to openly communicate needs
- 1 initial consultation
session held in 2019 - Evaluation
Q3 2019
ARTC HR
Enhance Employment Experience
28 Mentoring A series of mentor programs, 3 aimed specifically at women, and 1 targeted at female ECRs.
Ongoing
- Franklin Women
Mentor Program: external mentoring for female ECRs, and mentor opportunities for female and male
- FW: at least 2 mentees
and mentors participate annually
- WC: evaluation and ongoing delivery
- Positive feedback on participants of UNSW CC and WiRN
2019-2022
HR DIB DIB-C GWHP
Enable Career Advancement Enhance Employment Experience
76
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) SCR. TGI covers 50% cost for 3 mentees annually (to date, 2017-2019)
- WeConnect: internal one-off mentor sessions, open to all female staff at TGI globally; offered in 2019 as a pilot
- UNSW Career Collaborator: a mentor-matching platform open to all staff
- UNSW WiRN: a network for academic women
29 Internal mentor support
Undertake evaluation of gaps and needs, to design an effective internal mentor program for female staff, including female PGS and ECRs, with access to female and male mentors.
Not commenced
- Design and launch
of follow-up internal mentor schemes (WeConnect) based on specific needs of female staff
- Evaluation undertaken
Q2 2019
HR DIB DIB-C
Enable Career Advancement Enhance Employment Experience
30 Career planning series
A career planning series (delivered by UNSW) was offered to all TGI staff, including project and operational/ professional. The series was well-attended by female staff,
Complete / In progress
- Career guidance
and planning tools for all staff
- Career planning series
delivered - Evaluation/ - review underway - Future sessions: target
of 25 staff per session,
2018-2019
HR
Enable Career Advancement Enhance Employment Experience
77
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) including students and ECRs.
including PGS, ECR, project ops, operational
31 EMCR Forum
A half or one-day workshop will be held for all TGI early-mid career researchers (EMCR), to better understand the needs and priorities of the EMCR cohort, and gaps in current support or resources.
Not commenced
- Understanding of
EMCR cohort needs and support gaps, including around funding and publications
- Identify areas for improvement, and possible structure and role of EMCR Group (see action item 32)
- Workshop held - Actions and priorities
decided
Q3 2019
ARTC
Enable Career Advancement Enhance Employment Experience
32 EMCR Group
Re-establish and promote the Early-Mid Career Researcher (EMCR) Group, which originally formed to act as a support and communication channel for the ECMR cohort, and undertook various activities, including writing workshops. The original EMCR Group dissolved due to staff movements.
Not commenced
- EMCR support and
communication - Facilitation of
EMCR activities, including writing workshops, focus groups
- A mechanism for advocacy of EMCR needs to senior management or other institutional structures
- EMCR Group reinstated - ToR developed
2019-2020
ARTC
Enable Career Advancement Enhance Employment Experience
78
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 33 Learning and
Development (L&D)
Annual $2000 Learning and Development (L&D) financial assistance, to facilitate staff and student professional development.
Ongoing
- Employees are
able to access funds for professional development, upskilling, or training associated with a role
- 100% staff awareness of
L&D - 70% annual uptake by
female staff
2019-2022
HR
Enable Career Advancement Enhance Employment Experience
34 Learning and Development (L&D) review
A comprehensive and strategic evaluation of L&D needs, competencies required to be successful at TGI, and design of new L&D solutions.
Commenced
- Broad
consultation with senior leaders, and select managers and employees across organisation
- Recommendations on best practice, leadership competency model, learning solutions and calendar
- Recommend appropriate technology to support L&D
- Review completed - Strategic Learning
Framework developed - Secure funding for an
online Learning Management System
Q2 2019
HR
Enable Career Advancement Enhance Employment Experience
35 Academic and Project Operations KPI Library
A library of KPIs developed to guide academic and project operations career planning and goal-setting, available in GeorgePeople (internal HR and
Complete
- Consistency of KPI
definitions - Consistency of
metrics - KPIs applied are
appropriate to academic or
- 80% uptake of KPI
library by July 2020 - 80% successful KPIs - KPIs are SMART
2019-2022
HR
Enable Career Advancement Enhance Employee Experience
79
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) performance review system)
project career level, experience, and individual development needs
- Capacity building and clarity around career pathway
36 Internal funding scheme support
Exploration needed of how internal funding schemes – current or planned – can best serve the needs of academic staff.
Not commenced
- Assess demand for
internal funding support and how academic staff would best use such support, relative to available resources
- Focus group(s) or
surveying
2019-2020
HR RSS
Enable Career Advancement Enhance Employee Experience
37 Global Women’s Health Program (GWHP) funding
Internal seed funding scheme to build capacity of female researchers, and researchers working in global women’s health.
Commenced
- $130,000
allocated to funding in 2017-18
- Capacity building - Development of
global women’s health research expertise
- 8 grants offered (7 to
female CIAs) - Projects completed
2018-2022
GWHP
Enable Career Advancement Lead Equity in Research
80
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S)
S5.3: Flexible Work and Managing Career Breaks
38 Parental Leave - awareness
Increase staff awareness of Parental Leave Policy and provisions.
In progress
- Communication of
Parental Leave Policy to all staff
- Greater staff and manager understanding of Parental Leave Policy provisions
- 85% staff awareness of
Parental Leave Policy in next equity survey
2019-2022
HR
Enhance Employee Experience
39 Parental Leave– increase
The Parental Leave Policy was reviewed and a decision made to increase the number of paid weeks’ leave for primary carer and partner.
Complete
- Paid parental
leave increased from 6 weeks to 10 weeks
- Paid partner leave increased from 1 week to 2 weeks
2018
HR
Enhance Employee Experience
40 Parental Leave– further increase
Scope for capacity to provide further increase to paid parental leave.
Not commenced
- Assess capacity to
increase paid parental leave to 16 weeks within next 5 years
- Decision made on
further increase to paid parental leave by 2021
2021
HR
Enhance Employee Experience
41 Parental Leave – support scoping
Explore how staff can be better supported during parental leave.
Not commenced
- Build into future
equity surveying, or deliver as stand-alone survey or focus group
- Survey parental leave returners to assess level of
- Identify gaps in parental
leave support, and appropriate measures to undertake
2019-2022
HR DIB-C
Enhance Employee Experience
81
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) support and gaps during break
- Mobile app for parental leave ‘check in’
42 Paid Partner Leave tracking
Track uptake of paid partner leave.
Ongoing
- Understanding of
need for and use of paid partner leave
- Promotion of paid partner leave to staff
- Paid partner leave rates
available - Staff encouraged to use
paid partner leave where applicable
2019-2022
HR
Enhance Employee Experience
43 Promote flexible working
Increased and regular promotion of flexible working arrangements, including working from home, remote working, working between KST and KGV, teleconferencing, and core business hours.
Not commenced
- Regularly
communicate all flexible work arrangements and policies to staff, including to new starters
- Promote consistency in approaches to flexible working
- Promote adherence to core business hours (10am-4pm) when planning meetings
- 100% staff awareness of
flexible working arrangements in future equity surveys
2019-2022
HR
Enhance Employee Experience
44 Promote carer support
Increased and regular promotion of carer support and all related policies and provisions, including carer leave, purchased leave.
Not commenced
- Regularly
communicate all carer support and leave to staff,
- 90% staff awareness of
carer leave and support in future equity surveys
2019-2022
HR
Enhance Employee Experience
82
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S)
including to new starters
45 Carer support scoping
Explore how staff can be better supported around carer obligations.
Not commenced
- Build into future
equity surveying, or deliver as stand-alone survey or focus group
- Identify any gaps in
existing carer support
2019-2022
HR DIB-C
Enhance Employee Experience
46 Carer costs for travel
Allow reasonable carer costs to be claimed as travel expenses.
Not commenced
- Staff able to claim
up to $500 pa for carer costs, including childcare support, to assist with work-related travel and opportunities
- Update Travel Policy to
include carer expenses - Update Expenses Policy
to align with Travel Policy
- Review uptake and annual cap at 12 months
2019-2022
HR Admin Finance
Enhance Employee Experience
47 GWHP Travel Funding
Support for travel and conference funding offered by the Global Women’s Health Program.
Commenced
- $20,000 allocated
for travel and conference support for women researchers
- Evaluation to assess
usefulness of funding, and adjustments for future travel and conference schemes offered by GWHP
2019-2020
GWHP
Enable Career Advancement Enhance Employee Experience Lead Equity in Research
48 Domestic/Family Violence Policy
A Domestic/Family Violence Policy will be drafted and launched, to support staff experiencing violence.
In progress
- Clear support for
staff experiencing domestic and family violence, including leave provisions
- Staff awareness of policy
- Policy drafted and
launched by end 2019 - 75% staff awareness of
policy in HR or equity surveying 2020-2022
2019
HR
Enhance Employee Experience
83
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S)
S5.4: Organisation and Culture
49 Equity surveys Future equity surveys must include diversity indicators and metrics, and explore issues raised and gaps identified in the 2018 equity.
Not commenced
- Detailed and
diversity questions - Explore
perceptions of ‘fair and equal’ treatment
- Explore perceptions of leadership diversity
- Explore LGBTQI staff attitudes and needs
- More effective
reporting on diversity metrics
- Identify actions to address staff perceptions of leadership diversity, ‘fair and equal’ treatment
- Identify support measures needed for LGBTQI staff
2019-2022
DIB DIB-C
Embed DIB Enhance Employee Experience Measure, Track, Improve
50 Pulse survey scoping
Investigate capacity for ‘pulse’ surveying – at different timepoints, or on specific topics.
Not commenced
- Potential for pulse
surveying to address specific topics or focus groups
- Decision made on
usefulness and applicability of pulse surveying by 2020
2019-2020
HR
Measure, Track, Improve
51 Meet and Eat sessions
Bi-monthly lunch sessions featuring senior managers, to allow for an informal channel for staff to communicate with senior and influential management. Staff feedback and concerns raised at lunches are recorded and shared with senior management for action.
Commenced
- Increased
communication between staff and senior managers
- Increased staff engagement
- Full attendance at all
Meet and Eat sessions - Follow-up staff
feedback and action items raised
2018-2020
HR EDO
Enhance Employee Experience Measure, Track, Improve
84
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 52 Gender Equity
Strategy
Review and update of previous GE Strategy (2017) to be undertaken.
Not commenced
- Updated GE
Strategy, including alignment with AS Action Plan
- Updated GE Strategy - Launch and
communication of GE Strategy with staff
2019
DIB DIB-C
Embed DIB Measure, Track, Improve
53 Male Champions of Change Panel Pledge
Commitment to Male Champions of Change (MCC) Panel Pledge, led by Executive Director Australia.
Complete
- Promotion of core
commitments in the MCC Panel Pledge, including gender balance on TGI panels
- MCC Panel Pledge
commitment - Promotion of MCC
Panel Pledge to staff
2019
EDO
Embed DIB Enable Career Advancement Measure, Track, Improve
54 Mandatory policy reading
All TGI staff, including new starters, are required to read and accept institutional policies on anti-discrimination, bullying and harassment, diversity and inclusion, as part of annual performance reviews and KPIs.
In progress
- Staff awareness of
core policies - Staff awareness of
policies relating to diversity and equity
- 100% annual staff
compliance
2019-2022
HR
Embed DIB Enhance Employee Experience
55 Board of Directors – gender target
In 2018, women are 42% of the Board of Directors; a target has been set for 50% gender balance within 5 years.
In progress
- Increased
representation of women on Board of Directors
- 50% gender balance of
Board by 2023
2019-2023
BoD PDO
Embed DIB Measure, Track, Improve
56 Australian Executive Group – gender balance
In 2017, the Australian Executive Group (AEG) - the most senior and influential of TGI Australia
Complete
- Maintain 50%
gender balance of AEG annually
- 50% gender balance
maintained ongoing
2019-2022
EDO
Embed DIB Enable Career Advancement
85
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) committees – achieved gender parity.
Measure, Track, Improve
57 Leadership Shadowing
Explore and implement practical capacity building initiatives for female staff, including committee sit-in, rotating committee roles for ECR or mid-career project/professional staff, and acting director/lead opportunities.
Not commenced
- Identify best
practical measures to build capacity and identify potential leaders and high-performers
- Enable greater understanding of the mechanisms and processes behind senior management and TGI leadership decisions
- Leadership Shadowing
scheme to be developed and launched
2019-2022
EDO HR DIB
Embed DIB Enable Career Advancement Enhance Employment Experience
58 Committee register Undertake review of all senior and/or influential committees, and compile a central register of active committees.
Not commenced
- Central list of TGI
committees and large/ongoing working groups
- A central and accessible
register of committees - Greater understanding
of the role and function of committees
- Appropriate ‘owner’ of committee list identified
2019-2020
DIB DIB-C
Measure, Track, Improve
59 Committee GE review
Undertake a gender equity review of all senior and/or influential committee membership.
Not commenced
- Baseline gender
balance targets for all senior /influential committees
- Committee GE review
complete - Baseline targets
suggested to chairs of committees
2019-2020
DIB DIB-C
Measure, Track, Improve
86
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 60 Committee
Guidelines
Develop standard committee guidelines to detail appropriate diversity and gender balance and process.
Not Commenced
- Clear guidelines
for establishment of committee membership
- Guidelines developed
and launched
2019-2020
DIB DIB-C
Measure, Track, Improve
61 ‘Balance for Better’ TGI women exhibit
To mark International Women’s Day 2019, a photo exhibit profiling female staff from all global regions, was launched in each office.
Complete
- Promotion of
female staff and achievements
- Promotion of female staff in global offices
- Promotion of diversity of female staff
- Photo exhibit launched - Booklets printed and
available for distribution - Social media
engagement
2019
Comms GWHP
Embed DIB Enhance Employment Experience Lead Equity in Research
62 International Women’s Day
Annual promotion of International Women’s Day (IWD), including activities or events profiling TGI women researchers, staff and students.
In progress
- Promotion of
female staff and achievements
- Collaborative activities between TGI units and research programs
- IWD annual event
2019-2022
Comms DIB DIB-C GWHP
Embed DIB Lead Equity in Research
63 Global Women’s Health Program –partnerships
Partnerships with key external stakeholders and collaborators, to promote GWHP and TGI women researchers, and build capacity.
In progress
- Collaborative
partnerships - Internal and
external promotion
- Funding support - Access to
networking, mentor programs, profiles in partner newsletters
- Partnership with Jean
Hailes - Partnership with
Franklin Women - $10,000 Jean Hailes
Travel Fellowship awarded to a female researcher
2019-2022
GWHP
Enable Career Advancement Lead Equity in Research
87
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 64 Global Women’s
Health Program – advocacy
Advocacy program to support women in leadership, and health equity, via participation in key and influential global forums.
In progress
- Advocacy for
global women’s health research and researchers
- Capacity building - Promotion of TGI
GWHP and researchers externally
- Involvement in 1 high-
profile or globally influential event (eg United Nations Commission on the Status of Women) each year
2019-2022
GWHP
Lead Equity in Research
65 Global Women’s Health Program – research equity
Promotion of increased and ongoing sex-disaggregated analyses in all research, via gender bias research, and Policy on Sex-Disaggregated and Gender-Sensitive Research.
Complete
- Guidelines for
gender-sensitive and sex-disaggregated research across all TGI research areas
- More frequent and consistent sex-disaggregated analyses
- Policy drafted and
launched - Gender bias project
commenced
2018-2019
GWHP
Lead Equity in Research
66 Internal monitoring of panels
Increased and systematic monitoring of gender balance on TGI panels and at seminars.
In progress
- Consistency of
gender balance in internal panels and seminars
- A conscious rather than ad hoc approach to speakers and panels
- 50% gender balance
target for all internal panels and seminars
2019-2022
ARTC EDO Comms DIB DIB-C
Embed DIB Enable Career Advancement Enhance Employment Experience
67 GWHP publication awards
An internal publication funding scheme, awarding $500 of additional Learning and Development funding,
Commenced
- Increased public
profile of TGI female students and academics
- At least 4 eligible
publications annually
2018-2022
GWHP DIB
Enable Career Advancement Lead Equity in Research
88
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) to female students and staff publishing in credible, non-academic channels or media.
- Increased profile of GWHP
- Evaluate usefulness of scheme and adjust ongoing
S6: SUPPORTING TRANSGENDER PEOPLE
68 Gender-neutral bathrooms
Gender-neutral (and wheelchair-accessible) bathrooms in both Sydney offices
Complete
- Accessible and
safe bathrooms for transgender staff and guests
N/A
2016
N/A
Embed DIB Enhance Employment Experience
69 LGBTQI awareness - staff
Promotion of LGBTQI awareness and training to all staff.
Commenced
- Increased staff
awareness of LGBTQI communities
- Greater sense of inclusion for LGBTQI staff
- Explore options for
internal LGBTQI training - Regular promotion of
ALLY@UNSW awareness and ally training to all staff
- 4 staff to complete ALLY@UNSW ally training each year
- 2 staff to be listed as TGI allies on ALLY@UNSW site
2019-2022
DIB DIB-C
Embed DIB Enhance Employment Experience
70 LGBTQI awareness – people managers
Provide awareness materials to people managers, via Pride in Diversity.
Commenced
- Assist people
managers to understand and support LGBTQI workplace inclusion
- - all people managers to
have read diversity publication
2019-2020
DIB DIB-C
Embed DIB Enhance Employment Experience
89
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 71 LGBTQI networks
Explore capacity and best option for organization membership of an LGBTQI network or non-profit.
Not commenced
- Membership of an
LGBTQI network would offer support, resources, training, benchmark data, and consultation
- Decision made on
capacity to join an LGBTQI network
2019
DIB DIB-C
Embed DIB Enhance Employment Experience
72 Transgender Staff Policy
Launch a Transgender Staff Policy, including leave provisions for any staff member undergoing transition. Policy will be drafted in consultation with relevant community groups or organisations.
In progress
- Greater inclusion
and support for transgender staff
- Policy drafted and
launched
Q3 2019
HR DIB-C
Embed DIB Enhance Employment Experience
S7: INTERSECTIONALITY
73 Prayer Space / Family Room
A room for use by staff and guests who require prayer space, or privacy for child-feeding.
Complete
- A safe and
available space for use as a multi-faith prayer space, or a private family room, in both Sydney offices
N/A
2018
HR Admin
Embed DIB Enhance Employment Experience
74 Cultural and Diversity Awareness Calendar
A calendar of annual cultural and diversity awareness days, available on GWiz (intranet).
Not commenced
- Promotion of
cultural and diversity awareness days
- Calendar completed
Q4 2019
DIB DIB-C
Embed DIB Enhance Employment Experience
90
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) - Planning for
internal DIB events
75 Mental Health Awareness
Promotion and support for mental health awareness for all staff.
Commenced
- Increased mental
health awareness among staff
- Awareness of institutional support around mental health
- Annual Mental Health
Day promotion - Annual Mental Health
Month promotion
2019-2022
HR DIB DIB-C
Embed DIB Enhance Employment Experience
76 Chronic disease and disability support
Communication of internal support for staff living with chronic disease or disability.
In progress
- Increased staff
awareness of support provisions and flexible work arrangements
- Measure staff
awareness of available support in future equity surveys
2019-2022
HR DIB DIB-C
Embed DIB Enhance Employment Experience
77 Cultural competency training
Explore best options for delivery of internal cultural competency training to all staff.
Not commenced
- Increased staff
cultural competency and engagement
- Decision made on
cultural competency training
2019
HR DIB DIB-C
Embed DIB Enhance Employment Experience
91
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S)
S8: ABORIGINAL and TORRES STRAIT ISLANDER PEOPLE
78 Funded expansion of program
The Aboriginal and Torres Strait Islander Research Program was formalised and expanded, with funding secured for three positions (two identified) to drive program objectives.
Complete
- Support for
expansion of program and successful delivery of goals
- Funding and
appointment of Program Manager
- Funding and appointment of Senior Research Fellow
- Funding and appointment of Administration Assistant
2018
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
79 Strategy and implementation plan
An Aboriginal and Torres Strait Islander Strategic Plan, and accompanying implementation plan.
In progress
- A 5 year strategy
detailing structure, leadership, research focus, impact, capacity building, engagement, translation
- Implementation plan with tangible targets to guide application of strategic plan
- Strategic Plan launched - Implementation plan
developed
2019
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
80 Visibility and awareness
Actions and activities to increase and promote awareness and visibility of Aboriginal and Torres Strait Islander staff, projects, and communities, internally and externally.
Commenced
- Welcome to
Country Policy - Acknowledgment
of Country in email signatures
- Acknowledgment
of Country office plaque
- Annual NAIDOC celebration
- Policy launched,
promoted and adhered to
- Email signatures updated
- Plaque purchased - NAIDOC Working Group
formed - NAIDOC activities
annually
2019-2022
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
92
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) - Indigenous
artwork on display in Sydney offices
- Aboriginal and Torres Strait Islander flags for both Sydney offices
- Indigenous artwork purchased
- Flags purchased
81 NAIDOC Award A biennial NAIDOC Award to recognise the contributions of staff members (Indigenous or non-Indigenous) to advancing Aboriginal and Torres Strait Islander health and wellbeing.
In progress
- Recognition and
promotion of TGI work in Aboriginal and Torres Strait Islander health research
- Launch of award
2019-2022
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
82 Senior Research Fellow
Funding and appointment of an Aboriginal and Torres Strait Islander Senior Research Fellow at Level C or above (identified position).
In progress
- Capacity building
of Aboriginal and Torres Strait Islander staff
- High-profile position, promotion TGI Aboriginal and Torres Strait Islander Research Program internally and externally
- Appointment of SRF at
Level C or above
Q4 2019
Aboriginal and Torres Strait Islander Research Program
Embed DIB Enable Career Advancement Lead Equity in Research
83 Thought Leadership collaboration
Aboriginal health content to be included in TGI’s ‘think tank’ public lecture series, and scoping for the
Not commenced
- Capacity building
of Aboriginal and Torres Strait Islander staff
- 1 public think tank
lecture annually
2019-2022
Aboriginal and Torres Strait
Embed DIB Enable Career Advancement
93
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) possible appointment of a Distinguished Fellow in Aboriginal Health under TGI’s Thought Leadership program.
- High-profile internal and external promotion TGI Aboriginal and Torres Strait Islander Research Program
- Decision made on appointment of Distinguished Fellow
Islander Research Program
Lead Equity in Research
84 Aboriginal cultural competency training
Cultural competency training for all staff, including new starters.
Commenced
- Updated cultural
competency training available to all staff
- Greater cultural awareness
- All staff to complete
cultural competency training
- Training updated as needed
2019-2022
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
85 Policy review and reading
Review of HR policies to ensure alignment with Aboriginal and Torres Strait Islander policies and Strategic Plan, and staff awareness of cultural competency training.
Not commenced
- Policy alignment - Cultural
awareness
- Policy review complete - Cultural competency
training as mandatory requirement
Q4 2020
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
86 Indigenous methodologies training
Delivery of Indigenous training methodologies for broad application across TGI research.
In progress
- Implementation of
Indigenous methodologies to research
- 1 Indigenous
methodologies training workshop annually
2019-2022
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
94
# ACTION OBJECTIVE(S) STATUS OUTCOMES MEASURES TIME OWNER PRIORITY THEME(S) 87 Professional
development for project staff
Opportunities for professional development and upskilling of students and staff working on Indigenous health projects, with a priority for Aboriginal and Torres Strait Islander project staff.
Not commenced
- Capacity building
- Professional
development opportunities identified and offered to eligible project staff
2019-2022
Aboriginal and Torres Strait Islander Research Program
Enable Career Advancement Lead Equity in Research
88 Communications plan
A Communications Plan to guide the activities, including media and government engagement, of the Aboriginal and Torres Strait Islander Research Program.
Not commenced
- Internal and
external communication and promotion
- Relevant media and contacts identified and included
- Significant days and events identified and included
- Government engagement strategy
- Draft of
communications plan
Q1 2020
Aboriginal and Torres Strait Islander Research Program
Embed DIB Lead Equity in Research
89 Aboriginal and Torres Strait Islander Program and Global Women’s Health Program partnership
A partnership between the Aboriginal and Torres Strait Islander Program, and the Global Women’s Health Program, to promote and develop research and advocacy in Aboriginal and Torres Strait Islander women’s health.
In progress
- Collaborative
partnership building work and capacity in Aboriginal and Torres Strait Islander women’s health
- Concept paper
developed - Roundtable held with
key external stakeholders to drive priorities
2019-2022
Aboriginal and Torres Strait Islander Research Program GWHP
Lead Equity in Research
