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On 14 October 1982 an open meeting for all women employees of the university was held to set up a formal association concerned with the introduction of equal employment opportunity (Uniken 8 October 1982, p2). As a result of this meeting, the Association of Women in the University of New South Wales (WINU) was established. The aims of the association were initially: 1. to promote actively the interests of all female employees at the university 2. to support the establishment and ongoing work of a program for equal employment opportunity 3. to investigate allegations of discrimination against women in employment and to initiate appropriate action to resolve problems 4. to change attitudes concerning discrimination against women so that discriminatory policies and actions become unacceptable at this university 5. to liaise with other organisations and state and federal government bodies which may assist in furtherance of the aims of WINU. (file 880686). From 1 November 1990 WINU assisted in arranging the first of the Vice-Chancellor's Annual Consultations with Women. The Consultations, which were open to all women in the university, became a major focus for the group's activities. The last Annual Consultation appears to have been held in February 2002 and the last WINU meeting recorded in files in the Archives was scheduled for 9 July 2003. WINU appears to have ceased its activities around this time. Controlling Organisation: UNSW - ?01/01/1982-?09/07/2003

The Academic Advisory Council (AAC) was established following the Rules of Procedure for the Interim Academy Council, as tabled Annex A 1/1982 at the first meeting of the Interim Council on 28 June 1982. [SERIES2828] The inaugural meeting was held on 23 July 1982, with Professor Ray Golding as Chair. The role of the AAC was to advise Council, facilitating them to advise UNSW and the Department. This involved providing advice on the implications for the Academy of any change in the academic curricula at the existing Service Cadet Colleges; academic matters pertinent to the transition period; and, broad aspects of the academic curriculum development. The AAC was comprised of members from across the defence services, and the Dean of the Faculty of Military Studies. A few months prior, in March 1982, the similarly named Academic Planning Committee (APC) held their inaugural meeting. The first meeting of the AAC used the APC's Progress Report as their basis for the AAC's discussion and in order to facilitate collaboration with the APC and its working parties. Although having similar terms of reference, the AAC differed from the APC by taking a broader outlook on curriculum and academic administration, compared with the APC's detailed planning of courses. The AAC was a part of the Interim Academy Council of ADFA, while the APC fell within the hierarchy of the Professorial Board of UNSW. The final record held by the Archives refers to a meeting to be held on 13 September 1983, where the Final Report of the APC is to be considered. No records are held from this meeting, and it is unclear when the AAC was disbanded. Controlling organisation: UNSW - 23/07/1982 - ? 1983

The International, Professional & Continuing Education (IPACE) Institute was formed as a result of the amalgamation of the Educational Services Unit of Unisearch and the Continuing Education Support Unit (file 892386, Vice-Chancellor's Advisory Committee 21 June 1989) effective from 1 July 1989. It operated as a division of Unisearch Ltd and was initially headed by Director Robert Moorcroft. The Professional & Continuing Education Activities report for 1989 noted that The role of IPACE is to enhance the University's capacity to meet the professional development and training needs of industry, commerce, government and the professions by means of a very flexible, client-oriented approach The institute was comprised of six divisions: attended courses, conferences, instructional design and open learning, international programs, Study Abroad and administration. By the 25 February 1993 meeting of the Unisearch Board, the institute had changed its name to the Institute of Professional Education. It did, however, retain the acronym IPACE. In early 1997, the areas of IPACE focussing on Multimedia, International Programs and Study Abroad became independent units, while the professional education section continued as Unisearch Professional Education (UPE) (Vice-Chancellor's Advisory Committee, 24 September 1997). At the 6 July 1998 meeting of Council it was resolved that UPE should be incorporated into the Division of the Deputy Vice-Chancellor (Academic Affairs) within the university (CL98/47b). As a result all UPE staff were moved into the interim Education Development Group with effect from 16 October 1998 (file 990446) and the UPE ceased to exist. Subordinate agency: Study Abroad - 01/07/1989 - 01/01/1997 Controlling Organisation: UNSW - 01/07/1989-15/10/1998

In 1967 the School of Accountancy in the Faculty of Commerce introduced an elective subject within its Bachelor of Commerce Accountancy program called Data Processing and Information Systems (UNSW Calendar 1967 Vol 1: D92) and the following year a graduate level subject, Information Systems, was offered. (UNSW Calendar 1968 Vol 1: D101) In 1973 Information Systems became a compulsory subject, and in 1975 final year students were able to specialise in Information Systems in conjunction with their Accountancy major. (Howitt, G. History of Accounting Education and Research at the University of New South Wales 1990: 9 SRF - Accountancy, School of) A chair in Information Systems was created within the Faculty of Commerce in 1974 which was filled by Professor Cyril Brookes (Howitt: 9) and in 1977 the Department of Information Systems was established within the School of Accountancy. (V633/25 Report of the Committee to Review the Faculties of Commerce and Professional Studies, October 1987: 28) In July 1985 the Vice-Chancellor established a committee to review the faculties of Commerce and Professional Studies. One of the recommendations of the working party which was chaired by the Pro-Vice-Chancellor, Professor Ronayne, was that a new School of Information Systems be established by altering the status of the present Department of Information Systems. (Focus 13 May 1988: 10) At the Council meeting on 11 July 1988 major administrative changes were instituted including that the name of the faculty be changed from the Faculty of Commerce to the Faculty of Commerce and Economics and that certain departments within the existing schools within the faculty become schools in their own right. As a consequence, the Department of Information Systems within the School of Accountancy became the School of Information Systems effective from 1 August 1988 (resolution 88/90). Controlling Organisation: UNSW - ?01/01/1977-31/07/1988

The University Program Office (originally Strategy Office) was established in 2016 to provides support, assurance, performance monitoring, and risk management for all major projects across UNSW that contribute to the realisation of the 2025 Strategy. The Office is under the Office of the Vice-President & Chief of Staff. Russell Nelms was appointed as Director in 2017. Overview taken from The 2025 Strategy website (https://staff.2025.unsw.edu.au/overview/university-program-office/) on 15/8/17: "The University Program Office (UPO) was established in 2016, and is responsible for providing the University’s project management framework and governance. It is also responsible for the approval and execution of strategic projects, notably the 2025 Strategy and all other major projects which have a total budget in excess of $20m. "The UPO facilitates submissions to the various University committees, boards and approval bodies across UNSW to ensure these groups are provided with key information for decision making. These groups include the Management Board as well as the Planning and Assurance Board. This approach creates a single, managed approach for all significant projects running across UNSW. The role of the UPO "Through its shared framework and governance, the purpose of the UPO is to increase the success rate of UNSW’s projects and to ensure a constant focus on high-quality outcomes. "The best project outcomes are created through a strategy-led approval process and oversight framework. This is why – through the centralised framework and governance - the UPO’s impacts include: Ensuring funded projects continue to align with the University’s strategy. Ensuring that funding is provided to the most impactful projects across the University. Delivering a common set of templates, process and tools for projects across the organisation. "The UPO also delivers the various components of what makes a successful program - portfolio management, reporting, governance, change and communications. "The role of the UPO extends beyond the execution of the 2025 Strategy and will continue as part of the University’s project governance beyond the timeline of the Strategy. Types of Projects (2025 Strategy and >$20m) "The UPO is responsible for the execution of all projects being implemented to execute on the 2025 Strategy, from viability through to execution and post implementation review. The established framework ensures funding is available to initiatives that directly contribute to the strategic goals of UNSW. "In addition to project in support of the 2025 Strategy, projects requiring funding in excess of $20 million also fall within the purview of the UPO and its project management framework, governance and approvals."

This series contains the reports on the UNSW Student Survey. Each item in the series is a typed, paper-bound volume. In April 2007, the Institutional Analysis & Reporting Office's website (http://www.pso.unsw.edu.au) described the survey as follows: The UNSW Student Survey provides valuable information to inform the University's planning and quality improvement processes. The University surveys currently enrolled students on a regular basis to obtain feedback on students' overall satisfaction with UNSW, with the quality of the educational experience at UNSW, and with the quality of facilities and services that support teaching and learning. In particular years, the survey addresses a number of additional issues of strategic importance. Additional issues that have been addressed to date include students' access to information technology, the circumstances of students that might impact on timetabling and transport, students' acquisition of generic skills and attributes, and their assessment of the core values espoused by UNSW. Student survey results are included in the annual reports on University and Faculty Performance Indicators. In 2004, the survey took a new approach by focussing on the experience of first year students in their engagement with the University experience. This line of investigation has proven especially useful in the extensive work being done at UNSW to improve the learning and teaching experience. The full reports on the 1997 surveys is not currently held by the Archives - only the confidential supplements have been retained. The survey was not undertaken in 2000. It is unclear if any surveys were undertaken for 2002 onwards.

After meetings held with Unisearch (Later NewSouth Innovations) staff Professor Bob Clark and Gillian Turner, and Semiconductor Research Corporation, IBM, and Intel in June 2003, Qucom Pty Ltd was activated to capitalise on commercialisation opportunities associated with quantum computing [Shadow Board Papers 12 August 2003]. A ‘shadow’ Board was formed in order to progress the company planning prior to formal approvals and consents. Originally named ‘Qucom’ and registered in 1999, the company changed to ‘Qucor’ in September 2003 to avoid brand confusion or litigation by a similarly named IT company based in America. The company was officially launched on 19 December 2003. Gillian Turner was Chair of the Board and Richard Sharp was Managing Director at launch. The founding shareholding of Qucor was 30% Unisearch, 30% UNSW, and 40% held for the benefit of the researchers. Qucor was the commercialisation agent for quantum computing research at UNSW and the Centre for Quantum Computer Technology (CQCT), the latter being funded by an Australian Research Council (ARC) grant. Qucor was the registered holder of all Intellectual Property (IP) of CQCT. IP protection was not covered by the CQCT’s ARC grant. Qucor placed significant focus on finalising a Bonus Unit Plan (BUP), to give an opportunity for CQCT researchers to receive potential future dividends from the commercialisation of the IP, but this was never realised. Qucor, UNSW, University of Melbourne (UM) and NewSouth Innovations (NSi) were parties to this agreement. Qucor provided Chief Operating Officer services to CQCT, performed by their Managing Director, Dr Richard Sharp, until he resigned from the position on 12 January 2007. He was replaced by David Varvel as CEO in mid-2007, and UNSW Faculty of Science began funding the CQCT COO position in November 2008, enabling the role to continue. Varvel was terminated from CQCT in October 2010 and from Qucor in September 2010. Qucor was working with IBM on developing a fast voltage pulse generator. IBM withdrew from this project. Qucor had many dealings with UM, who were assigned a 10% shareholding of the company in December 2006 in exchange for their IP. One of their joint projects was Quantum Communications Victoria (QCV). This was an unincorporated Joint Venture established after an agreement was signed on 24 November 2005 for a prototype single photon source project used for secure communications [Preliminary QCV Company Business Plan, Board Papers 6 June 2006]. Qucor were the commercialisation agent for the JV, holding a 30% stake in QCV. Other signatories to this agreement were: MagiQ Technologies, Inc. University of Melbourne School of Physics, and Silicon Graphics Inc. QCV was not able to maintain funding in 2008 and ceased operations as of end July 2009. A three year Cooperative Research and Development Agreement (CRADA) between UNSW, UM, Qucor, and Sandia National Laboratories was signed on 16 September 2008, in order to utilise the latter’s semiconductor fabrication plant and begin engineering on the quantum computing designs. Although Qucor pursued investment from venture capital firms, UNSW assessed the company to be too strategically important to allow external funding, which could reduce UNSW equity in Qucor. UNSW funded Qucor until 2010 through a Convertible Note, after which Qucor entered into a loan with NSi. On 1 January 2013, Qucor appointed NSi as its commercialising agent, giving them the right to commercialise certain Intellectual Property Rights created at CQCT. By 2015, Qucor was operating as the IP holding company for the legacy IP with Professor Andrew Dzurack as its sole director. CQCT had been replaced by a new iteration, Centre for Quantum Computation and Communication Technology (CQC2T) in 2011. CQC2T holds no IP or commercialisation associations with Qucor. Qucor attempted to launch another commercialisation entity called Qucor 2 for the patents developed through CQC2T but the partner universities did not reach agreement. The CQC2T CEO, Barry Wong, was hired as a consultant pro bono in June 2011 to manage the maintenance of the patent portfolio [Board Minutes 17 June 2011]. The company Silicon Quantum Computing Pty Ltd (planned under the name Quantum NewCo) was created in 2017 with UNSW Innovations (formerly NSi), Telstra, Commonwealth Bank and Commonwealth Government as shareholders, and involved Qucor’s legacy IP.

Originally all NSWSTC papers were arranged with file numbers starting at 1 (N). Other than a rough chronological order no discernible order was identifiable. This series contains the agendas, minutes and papers of the NSW Science and Technology Council relating to Michael Birt's membership on the Council. Michael Birt was Chairman of the NSWSTC from 1980 until 1986. The New South Wales Science and Technology Council was formally established in 1975. On 29 January 1976 the then Premier Sir Eric Willis released a press statement announcing the then eight members of Council and their individual representation. Professors L.M. Birt and P.T. Fink were representing the universities. The Council was formed with the broad functions to advise the Government on science policy, on the co-ordination of scientific activities, having regard to community needs and the resources available to the State, to review and to advise the Government on broad policies relating to priorities on scientific activities, to ensure on behalf of the NSW Government that adequate liaison is maintained with other government and non-government agencies engaged in scientific activities, to represent the Government as requested in discussions with similar agencies, and to prepare and submit an annual report. The Council was attached to the Premier's administration and was provided with secretariat services. It was established by administrative action in the first instance with consideration to be given to enactment of relevant legislation should the need arise. In 1977 the Premier Mr Wran announced that it would be established as a Statutary Authority. The Science and Technology Council Act, 1979, No.125 was assented to 1st November 1979. The Council was dissolved under the Innovation and Productivity Council Act 1996. (Schedule 3, Part 2.2 Provisions consequent on enactment of this Act, Dissolution of Science and Technology Council)

The position of Pro-Vice-Chancellor was established at Council's 14 November 1955 meeting when Professor D. W. Phillips was appointed as the first Pro-Vice-Chancellor (resolution 652). At the 12 March 1956 meeting of Council it was determined (resolution 720) that the Pro-Vice-Chancellor's responsibilities were to: a) generally assist the Vice-Chancellor in the discharge of his duties as the Vice-Chancellor [and] may from time to time arrange and act for the Vice-Chancellor in his absence; b) in particular, deputise for the Vice-Chancellor at the latter's request in chairing meetings of Advisory Panels and Selection Committees and on public occasions within the University; c) exercise ... financial delegations. On 8 May 1961 a second Pro-Vice-Chancellor position was established by Council with Professor R. H. Myers being appointed to the position (resolution 61/59). From then until 1967 there were two Pro-Vice-Chancellors and from 1967 until 1991 usually three. The following table details Pro-Vice-Chancellors up to 1991 (University Calendars). D W Phillips 1955-1962 R H Myers 1961-1969 J F Clark 1962-1967 A H Willis 1967-1978 R E Vowells 1967-1981 J B Thornton 1969-1981 R M Golding 1978-1986 H R Vallentine 1981 A S Carrington 1982-1984 M Chaikin 1984-1988 J Ronayne 1984-1988 A D Gilbert 1988-1991 A J Wickens 1990-1991 C J D Fell 1991 From 16 September 1991 the two incumbent Pro-Vice-Chancellors, C J D Fell and A J Wickens were identified as Pro-Vice-Chancellor (Research & Development) and Pro-Vice-Chancellor (Academic Affairs) respectively (Focus 23 August 1991). These positions were re-designated as Deputy Vice-Chancellor (Research & Development) and Deputy Vice-Chancellor (Academic Affairs) by 1992 (University Calendar) and the office of Pro-Vice-Chancellor fell into disuse. Although for some period Pro-Vice-Chancellors were distinguished as being either first Pro-Vice-Chancellor or second Pro-Vice-Chancellor these titles seem to have designated seniority in the role rather than any specific allocation of responsibilities which appear to have been arranged between the holder of the office and the Vice-Chancellor according to the preferences and abilities of the holder and the needs of the University at the time. Therefore, rather than registering a single office of Pro-Vice-Chancellor, each of the Pro-Vice-Chancellors up to 1991 is registered as a separate agency using the form 'Pro Vice-Chancellor [D W Phillips]', 'Pro Vice-Chancellor [R H Myers]', etc. The office of Pro-Vice-Chancellor was revived again in 1994 with the creation of the position of Pro-Vice-Chancellor (Development) (1994-2000) and subsequently positions of Pro-Vice-Chancellor (Education) (2000-2003), renamed as Pro-Vice-Chancellor (Education & Quality Improvement (2003-2006); Pro-Vice-Chancellor (Development & Alumni Affairs) (2002-2003) renamed as Pro-Vice-Chancellor (Institutional Advancement) (2003-2004); Pro-Vice-Chancellor (Students) and Registrar (2008- ); Pro-Vice-Chancellor (International) (2008- ); Pro-Vice-Chancellor (Research Strategy) (2009- ); and Pro-Vice-Chancellor (Enterprise Systems) (2011-2012). These are registered separately by the title of the position. Controlling Organisation: UNSW - in year of 01/01/1978-in year of 31/12/1986

Visiting Committees, including the one for the School of Mechanical Engineering and Industrial Engineering, were constituted under Resolution 68/137 of Council as a means of establishing a close liaison between industry and appropriate schools of the university. A report by A.H. Willis to the Professorial Board in May 1968 had found that the advisory panel system, dating from March 1950, did no longer hold any benefits. The report also recommended the abolition of advisory panels by the end of 1968 and the panels to be replaced by Visiting Committees. Resolution 68/126 of the Professorial Board requested A.H. Willis to present more specific proposals on the membership and terms of reference of the proposed Visiting Committees. His following recommendations to the Professorial Board from 11 June 1968 were put to Council though the recommendations of the Academic Committee in their document from 17 June 1968. Council at its meeting on 8 July 1968 resolved 68/137 - that Council adopts the terms of reference and membership of Visiting Committees as set out in the document presented dated 17th June 1968. The document recommended to Council that the Visiting Committees be established by Council on the recommendation of the Vice-Chancellor who consulted with deans and heads of school regarding the establishment of the committee and the chairmanship. The chairman, appointed by Council, was chosen from members external to the university. The terms of reference for Visiting Committees were 1. to appraise the educational programmes of the School in relation to the needs of industry and professional practice 2. to receive and discuss the Annual Report of the Head of the School 3. to report to the Council on the special problems facing the School 4. to aid the development of the School in any way possible The Visiting Committee of the School of Mechanical Engineering and Industrial Engineering, comprising distinguished members of the professional fields related to the school's activities, replaced the Mechanical Engineering Advisory Panel. The Committee met annually and held its first meeting on 29 October 1969 with Mr WJ Wait, Chief Mechanical Engineer - Department of Railways, in the Chair. The Committee was reconstituted every three years.