There is an international disparity within universities in gender representation at senior levels of staffing, for both academic and general staff - men outnumber women. This programme, which has been running since 2000, aims to increase the numbers of women in senior positions and foster training, mentoring and career development for female academic and general staff.

 

The programme consists of two strands. One group of around 25 mid-level women are selected to attend a year long programme of workshops and seminars. Workshop topics include applying for promotion, effective committee participation, work-life balance, identifying behavioural (management) styles, negotiation skills, organisational structure and personal efficiency training. Goal setting for the year and monitoring progress through a mentoring relationship are pivotal to the programme.

 

Evaluations have indicated that most of the participants are able to achieve their goals. They have attributed success in promotions, gaining awards, new career openings, skill in management roles, institutional knowledge, opportunities for meeting interesting people, and building confidence to the Women in Leadership Programme.

 

A second larger informal programme is offered annually for all senior women. This programme is based around presentations on institutional issues and opportunities for networking with senior staff. 

 

A guest speaker, who is usually a woman in a position of prominent national leadership, is invited to speak annually and this event is open to all University women.

 

 

The University of Auckland is committed to supporting staff with family responsibilities and recognising the needs of staff requiring parental leave. Staff are provided with nine weeks paid parental leave which can be used by either parent, but if both parents are staff members, only one is entitled to the leave. A Review of Paid Parental Leave was undertaken in 2004 because it was considered timely to be evaluating current trends, comparing practices with other institutions, responding to staff needs and improving services where possible.

 

Two focus groups made up of academic and general staff were established and an internal email survey was undertaken. The purpose was to gain information about staff members’ experiences and identify areas for improvement.

 

Key issues identified by staff were the need for flexibility in all provisions relating to parental leave, and easily accessible information available about benefits. Concern was expressed that the organisation provided nine weeks paid parental leave, but the University’s childcare centres only accepted children over twelve weeks of age, which created a gap of several weeks (most mothers began their paid leave prior to childbirth/adoption). There was a tendency for staff to depend on partners for support because wider family members were often not living in Auckland, or were not in a position to assist through age or other commitments.

 

Outcomes of the Review were - staff were provided with greater flexibility in how and when they used their nine weeks University paid parental leave. It could be used at any time in the year following childbirth/adoption while previously it had to be used in one continuous period following childbirth/adoption. This allowed it to be taken up after having Government paid parental leave, which could help bridge the gap before babies were accepted in University childcare centres. The flexibility also enabled male partners to use the leave in later months when there was sometimes a greater need for childcare. A number of participants said that paid parental leave was particularly valuable when the primary care-giver returned to work as this was exhausting and the new baby was very susceptible to infections when they began day care.

 

A booklet Parental Leave Guide for Staff was produced that contained a wide range of information and advice to staff about the policy, entitlements, the return to work process, answers to frequently asked questions  and other information relevant to new parents.

 

 

 

 

The University’s location on the fringe of the CBD has put parking at a premium. Staff may be on waiting lists for parking permits for two to three years. The campus covers a number of locations and even with a permit, the parking available may be a five to ten minute walk from the staff member’s department.

 

The University has targeted staff with family responsibilities as a group requiring special consideration of their needs. The parking shortage has created particular problems for staff who may be needing transport during working hours for family related reasons such as visiting a seriously ill family member. Parking at a close proximity can also be important for women in the later stages of pregnancy or suffering complications; women returning to work after childbirth or breast feeding (alternative arrangements are available for staff who require disability parking).

 

Three temporary parking permits for staff with family responsibilities are available, on application, to cover short-term needs.

 

The benefits of this initiative are - staff appreciate the support provided, which is good for morale and aids retention. Women are assisted to return to work following childbirth. Without assistance some staff may not be able to attend work which causes inconvenience to both the individuals and their departments.