Adhoc diversity programs for women with no existing women in leadership strategy
Staff with disabilities and Aboriginal & Torre Strait Islander action plansat different stages of maturity with limited success
Leaders felt frustrated and/or helpless to improve leadership diversity of talent pipeline
The internal talent pipeline to leadership was leaking, with male, Anglo senior leadership not reflecting the diversity of available talent or the diversity of the studentpopulation
Diversity was managedby HR and seen as a “tick box” compliance process
Inconsistent diversity outcomes for staff that were dependant on supervisor and faculty
Staff worked flexibly but part-time work was career limiting and seen as “special treatment for women” despite progressive relative to opportunity approach to promotion
Senior women were angry and frustrated by lack of female leadership progress

The University had externally recognised best practice HR policies and processes
The University Senate, Vice Chancellor and Head of HR recognised they had a problem
Feeder pool was diverse with high success in recruiting female and Aboriginaltalent
Leaders were well intentioned but didn’t know what to do

Conductedwikibombing eventto profile 55 outstandinguniversity women andheld inaugural internal women in leadership symposium with 300 staff, VC and Chancellor
Consulted with leaders and staff and implemented Gender and D & I strategy with budget
Launched Ally network to support LGBTIQ inclusion and first float in Mardi Gras 2016
Implemented 2020 gender targets for female academic and professionals
Implementedtargeted career development, mentoring andInaugural VC sponsorship program for Culturally & Linguistically Diversewomen
Implemented D & I , unconscious bias & inclusive leadership training for top 400 leaders
University accepted as member ofScience in Gender Equality (SAGE) STEMM pilot
Implementedoverarching 8 pillar D & I strategy with “plug and play” targeted action plans and metrics for all Diversity Identity Groups

Vice Chancellor (VC) was first VC to be invited to join Male Champions of Change (MCC)
Existing local Faculty best practice policies & programs scaled across university e.g. SPAM
82% of female academicscompared to 81% males achieved promotion in 2015 cycle
Have seen 6% increase in female professors from 23% to 29% in 3 years
Have shifted senior leader & staff mindsets from diversity as a risk to a capability enhancer
Mobilised staff through strategic events and networks building significant D & I momentum
New D & I values and strategies core component of 2016- 2020 Strategic plan
All Faculties and PSUs now have local targets and gender action plans are underway