Uom Enterprise Agreement

As a general rule, the negotiation process would begin with university and union negotiators meeting to share a “list of demands” containing the most important elements they wish to address in the agreement. However, at the first meeting in February 2017, the university had already drawn up two draft contracts: one for academic staff and one for administrators. In mid-2018, after 18 months of tense fighting, the university finally signed a single agreement covering both academic and administrative staff. In a string of email tests between the university`s negotiator, Sean Hogan, and National Tertiary Education Union (NTEU) general secretary Grahame McCulloch, McCulloch argued that the divided agreement was an attempt to “strengthen your negotiating position by sharing staff.” In its draft contract, the university proposed that supplements for all middle-level administrators be conditional on the officer receiving an “exceptional” rating – the highest possible – during its annual performance review. In the meantime, senior administrative staff “would not apply at all to incremental progression.” It was practically a permanent wage freeze. There were minor but significant differences between the two draft treaties. While the academic agreement was very similar to that of the previous EBA, the agreement for administrative staff set extremely strict conditions for additional basic salary increases that staff receive each year that they stay at university. In a national tertiary sector worth more than $40 billion a year, the University of Melbourne is leading the pack. It is the best Australian university in the international rankings for much of the last ten years. But this success has a price.

The program, implemented between July 2013 and February 2015, included a comprehensive review of the university`s administration, which management considered “ineffective.” More than 500 directors were laid off and many more had to reapply, often with lower salaries. The first major cost-cutting initiative was the Business Improvement Program or GDP. The mere mention of the programme still raises the hackles of the management of the University of Melbourne. “Oh, look, no one liked it,” admitted former Vice-Chancellor Glyn Davis when I interviewed him earlier this year, “nobody had a great time.” “There`s a kind of big gas exercise,” said Brocklesby, director of marketing and communications at the University of Melbourne and representative of the National Tertiary Education Union.

Comments are closed.