A process evaluation of EEO policy at Victoria University; Heads of Schools'/Departments' experiences with EEO policy and programmes in a devolved environment

Abstract

Over the last four to five years the devolution of managerial responsibilities has been a major part of the restructuring of Victoria University of Wellington (VUW). Such change has largely been a result of external influences, such as Government Policy and funding changes. The aim of this thesis was to explore Heads of Schools/Departments (HOS/Ds) experiences with the implementation of equal employment opportunity (EEO) in this changing environment. Semi-structured, face-to-face interviews were conducted with twelve randomly selected HOS/Ds, as well as one interview with the former EEO Officer at VUW. HOS/Ds discussed how their workloads have increased significantly over the last four to five years, and how very little training has been conducted to deal with the changing and expanding role. They also illustrated how very few explicit EEO programmes are being run in the Schools/Departments, or being initiated from the Faculties. The majority of HOS/Ds saw their role in the implementation of EEO as being in the appointment process, together with that of mentoring and their experiences reflected this view. Recommendations were made around the need for training for HOS/Ds on EEO Policy, on their role in the implementation of EEO, and the necessary resource allocation for EEO to be successfully implemented.