Amy Horn


La Trobe University Enterprise Bargaining Agreement

In contradiction with the procedural judge, Jessup J agrees that Term 74 does not create binding obligations. Jessup J found that corporate agreements often include a mix of ambitious commitments and notions. He honored the view that the wording of Section 74 was only advisory, as a warning that “fatty foods should be avoided”: at [32]. The agreement is one of the first long-term agreements to be fully concluded in this sector and applies until 30 June 2012. The agreement was reached through hard work and cooperative negotiations. The new deal will offer La Trobe employees: More than 74 percent of employees who voted in favor of the emergency change in working conditions said yes to a deal that will reduce their revenues by 5 to 15 percent, as the university tries to get out of a deep financial hole caused by the COVID-19 pandemic. La Trobe is one of the few Australian universities to look at the framework to save an estimated 12,000 university jobs. But the deal failed when most university vice-chancellors rejected it, preferring to pursue their own cost-cutting deals. When designing an agreement, keep commitments clear and simple. If an issue requires details, consider whether the details should be included in the agreement or whether they should be addressed by the policy. It`s easier to vary or cancel a policy than an agreement.

While some La Trobe executives have volunteered for a temporary 20 percent wage cut, as François Furstenberg claims, such a victim can hardly be compared to the precarious wages of a layer of part-time workers that is spreading to the university. A weekend vote by Members of the National Tertiary Education Union employed by La Trobe led 74.3 percent of employees to accept the proposed change to their company agreement, while 25.7 percent rejected the agreement. It also hides the spending priorities of La Trobe`s leaders. La Trobe, like most other universities, is opaque when it comes to its investments. And as in other universities, instead of favoring the provision of quality education, university finances have increasingly focused on maintaining the governance structure of an inflated bureaucracy. It`s reminiscent of an ethical high school experiment: are we going to throw two people overboard to save four? But this type of argument tends to consider that sacrifices are essential and that their lives are not in danger. . . .

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