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The times, they are a-changin’

The Penguins of Solidarity rally around our community

This week Southampton UCU reps have been working with colleagues in the latest Faculty to be hit by a restructuring programme – or as it is rather euphemistically described in briefing papers, ‘Realigning resource to meet the decline in student numbers’. (SUCU believe that a genuine ‘people strategy’ would refrain from labelling people – our friends and colleagues – as resources, but we are where we are).

This announcement has been preceded by a preliminary consultation period.  SUCU representatives have repeatedly reviewed the draft consultation materials, scrutinising the equality impact assessment and working with HR to reduce the number of ‘resource units’ (i.e. colleagues) at risk. These negotiations are informing our own plans for how best the branch can support staff. This is becoming the bread-and-butter, everyday work of our branch, as successive restructures and redundancies are announced. We are (mostly) a volunteer force, but thankfully we also have the support of our regional officials and the back-up of the national teams.

At the staff meeting called to open this particular consultation, the Vice-Chancellor explained that the University’s apparently sizeable surplus in its accounts was really an operating surplus of only £3m on a turnover of £600m. He said that despite the austerity measures, notably the recruitment freeze, staff numbers have risen more quickly than the numbers of students and this will necessitate further restructuring. This will not be happy news for staff who have been threatened with redundancy in cross-University ‘Transition’ and ‘In-Ex’, and other localised restructuring schemes over recent years. And let us not forget the 250 or so staff who appear on the fixed term redundancy notification every 3 months, for whom fear of losing their job is a hardwired expectation.

Job insecurity is becoming a way of life across the university.  That said, it is worth noting that once again the proposed job reductions involve frontline staff – this time it is academics, while previous restructures have targeted administrative and support staff. Yet the elephant in the room is the apparently inexorable rise in higher earners (those earning over £100k) employed here over recent years, who are seldom ever in the frame for redundancies.

Another interesting reveal in the consultation process was that Sir Christopher’s summer reading of the NSS data identified evidence of tactical voting in at least one subject area. Subsequently it has emerged that this was in part due to the efforts of one disgruntled individual with a sizable Facebook network mobilising a protest vote. This is, of course, appalling, but we have yet to see any of our sector leaders seriously challenge the NSS methodology, and highlight the obvious problems of manipulation.

Led by the National Union of Students, students in other institutions boycotted the NSS precisely because it is a problematic measure and because it was reportedly to be used to enable fee increases by the ‘best’ (TEF-Gold rated) institutions. We share the NUS’s concerns, and we would like to see that our leaders do, too. We want them to set out a vision of education as transformative, life changing and necessarily challenging – not to use the questionable results of a survey based on the ‘student as consumer’ model as yet another performance management metric to browbeat individuals and teams.

We recognise that there is always room for improvement, but this improvement cannot happen in a vacuum, and will not happen if we carry on in a culture of fear.  Instead of telling us just to do ‘simply better’, we suggest that the University return to providing meaningful staff development and support: the closure of our learning and teaching unit – ILIaD – earlier this year has left a significant gap in provision for staff looking to improve their skills.

Sadly, we expect to see much more of this sort of activity across the University in the coming weeks.  We urge you to urge your colleagues: join the union, get active, get informed, and feel empowered.  We still have Senate, we still have our Statutes and Ordinances, and we must fight to preserve them.  No one is saying that the next few months are going to be easy, but they will be less distressing if we work together with a common purpose.

 

Your pension in their hands

Amanda, our branch administrator, explains the importance of the proposed changes to our pensions

You may have noticed exec members on early morning missions last week, trying to get the vote out in UCU’s consultative ballot over action to preserve our pensions.  And the maelstrom surrounding the USS pension valuation seems to be strengthening, even since the discussion we had with senior management at the October JNC.

At the meeting we were shown a draft press release explaining in more detail the University’s response to the employers’ consultation, which we assume will be forthcoming soon.

Over the weekend more information has emerged about political meddling in the valuation, that goes beyond even the Pension Regulator’s letter to USS, published in the Financial Times on Friday. Henry Tapper, one of First Actuarial (UCU’s auditors) blogged about the whole sorry business yesterday – showing that Frank Field (Chair of the Work and Pensions Committee), the Pensions Regulator, UUK, and USS have been involved in correspondence over the summer, trying to shore up all their individual interests in the matter.  As Henry points out, though, the only missing voice in this conversation is ours – the future pensioners.

Mike Otsuka, one of UCU’s most active pensions experts, is advocating a way out of this conundrum, that has the ideological support from the actuarial working for both UUK and UCU: a scheme that relies on discretionary targets rather than promises that he explains here.

UCU members have until 18 October to vote in the consultative ballot.  If you have not received your ballot email, or have lost it, you can get another here. We strongly recommend that you vote YES, that you are prepared to take industrial action to save our pensions.  If you are not yet a member of UCU, you still have time to join, and to vote in the ballot: click here to join online, or for information on how you can join over the phone.

We are holding a General Meeting on 24 October at Highfield, after the UCU consultative ballot has closed. Mike Otsuka has supplied us with some materials, and we are trying to arrange for an additional speaker.  We understand that some members at outlying campuses may not be able to attend, so we will do what we can to help: we can certainly circulate the meeting materials, and if you can help us with room booking, we will do our best to come to you.

 

“And all for Love, and nothing for Reward”

“They for us fight, they watch and duly ward…. And all for Love, and nothing for Reward” (The Faerie Queene, Bk 2, VIII/2).

Southampton UCU have been concerned about the implementation of appraisal, probation, and promotion – the collection of policies called ‘Reward’ – for many months.  We have raised our concerns repeatedly at JNC meetings, but have found senior management reluctant to engage, either claiming that our concerns are unfounded or saying that the issue involves only “individual cases” that we may not discuss in the meeting.

This past academic year, we have seen a huge increase in casework around appraisal, probation, and promotion, with members at all levels – from new lecturers to distinguished professors – feeling aggrieved about the initial process with their line managers or, frequently, the moderation of their agreed appraisal scores. In some cases, unsatisfactory moderated scores have led to members facing performance management/capability processes.

All the ERE Reward Policies were negotiated with UCU, and ratified by our National Ratification Panel, in 2014. According to the agreed terms, these policies should have been jointly reviewed on an annual basis, but this has not happened.  Moreover, the implementation of these policies, both in the broadest sense (the appraisal moderation guidelines) and in some individual cases, has been outside the terms agreed in 2014.   Up to this point, management has refused to recognise this to be the case, but at the October JNC, HR finally admitted that the policies’ implementation was not in accordance with the negotiated agreements.

Having agitated for a review of the policies for many months, we are relieved that this review is now going to take place, commencing at the end of the month.  We have requested an analysis of last year’s results, for probation and appraisal, focussing on moderated scores, analysed against protected characteristics (gender/race/age/sexuality/religion) and by department/AU/professional service. We deeply regret, however, that we have been told that because the appraisal window for Level 7 has already opened, no changes to the policies can take place in this academic year.  We take the view that since moderation – by far the most damaging and contentious element of the process, and the one that sits largely outside the agreed policy – will not be taking place until January at the earliest, we should be able to make progress on making this part of the process fairer.

We would like to remind members of our view on module evaluation questionnaire scores. These MEQ results have been shown to inherently biased against lecturers with protected characteristics, and thus have no place in performance review or management. This view is supported by the Module Survey Policy, which does not list performance review as an aim for MEQs. We will seek clear guidance for line managers and appraisers on the appropriate use of student module evaluation.  We also will continue to press for a fit-for-purpose learning and teaching CPD programme for all staff, that can help both teaching staff and managers respond to any fairly identified needs.

 

The problem with treating students as customers, or how module evaluation questionnaires and our timetabling policy damage the student experience

A long title, sure, but this issue lies at the root of many of the intractable problems that are having a most severe effect on our members.  We want our members, both ERE and MSA staff, to recognise that we can improve both student and staff experience without succumbing to the rhetoric and false logics of the marketisation of higher education (our strategy Simply Better, as we have now been told, has its roots in a “radically conservative” self-help marketing book by the same title).

This blog covers only the aspects that we addressed at the UCU JNC on 12 October 2017, but we are very happy to continue the conversation offline, and welcome members’ contributions. We would particularly encourage members who are on Senate to consider how they can help reframe the conversation within the university governance structure.

Module evaluation

There are so many things wrong with the ways student evaluation is used and interpreted, across the sector and in our own institution.  While it is important to have a means of informing module enhancement and tools for examining student experience, end-of-semester module evaluation questionnaires are, at best (even when they are conducted and interpreted appropriately), limited in the benefit they can impart, particularly that the students themselves can experience. We have created an initial resource for members’ use, centred on mid-module evaluation – already practice in some faculties – as a much more constructive way to engage students in effective change: click here to see our suggestions for Module Evaluations and Simply Better.

There is a weighty, constantly evolving literature that shows “student evaluation of teaching ratings and student learning are not related,” that “teacher effectiveness is negatively correlated with students’ evaluations,” and worse, that unconscious gender bias affects “even putatively objective aspects of teaching, such as how promptly assignments are graded” to a statistically significant degree. Our submission to the October JNC was unequivocal about this bias, and we consider the discussion to have put the University on notice. Management cannot now claim that they are unaware that student module evaluation questionnaires bear a significant and demonstrable burden of discrimination in contravention of the Equality Act, and  SUCU will support any member of staff wishing to commence a grievance who can show that their module evaluation scores have been used in a way that causes them to suffer detriment (see also the upcoming blog on our Appraisal discussion).

Timetabling policy

At the October JNC, we also addressed some serious issues with the Timetabling Policy:  currently, although it ostensibly allows for reasonable adjustments under the Equality Act, it contains a hierarchy of protected characteristics and who has those characteristics, student or staff – which rather confounds the concept of equality.  It also jeopardises the University’s Athena Swan award, so we want this fixed sooner rather than later: we have asked that the policy be considered as a matter of urgency at Policy Review.  We are also deeply concerned that some members with protected characteristics are being refused flexible working/timetabling requests, and we are pursuing this with the Equalities Officer as a matter of priority.

The conversation then turned to that aspect of the policy that has created disaffection and distress in the whole community: the fundamental principle (3.12.a) that student choice determines the timetable, not the other way around. We all know the havoc this manifests at the beginning of each semester, and it is not uncommon to find that we do not know where we are teaching, even days (or working hours) before the beginning of the semester, or that for a week or two (or more) the class size can be greater than the number of students a room can accommodate.   But it has ramifications further into the semester: for instance, if your module assessment design is based on an average intake of a certain number of students and you find you have double or half that number registered, all sorts of problems arise at the point of assessment (inadequate time for presentations, inadequate numbers for effective group work etc.).

This is not something on which the union is empowered to negotiate directly, but we can hold a view and we can represent our members’ views to the JNC.  We know that timetabling problems and mismatches between module design and module enrolment, issues wholly or largely out of the control of individual departments, have directly contributed to poor outcomes on NSS. We strongly assert that academic staff should not be held accountable, through measures taken via the Education Strategy, for problems created by a misguided adherence to the notion that student module choice trumps all other considerations.  Given an appropriate and meaningful choice, students – as far as we can tell – would opt for modules and courses to run smoothly and predictably: perhaps less variety overall, but with more timetabled options for popular/core modules.

Students are not customers, and strategies to address customer satisfaction (as if we were the book Simply Better‘s illustrative businesses Toyota, Tesco, and Ryanair) are not the first place we should be looking to improve the “quality of education and student experience we provide.  If senior management wants to know where the stresses are that make the real differences, then all they have to do is ask, listen, and accept – even if the message is not one they particularly want to hear. The Collegiality strand of Southampton’s Simply Better demands “high-performing leadership and management” and a “community built on trust and taking personal accountability.”

Go on, then. Let’s talk, and put it right – for all of us.

“What’s a JNC, then?” What your union has been doing for you this week

It’s been a hectic week (well, couple of weeks, really) at Southampton UCU HQ. Even while we’re all slowly uncurling from the brace position of Week 0 and greeting our new and returning students, our intrepid committee and caseworkers have been going about campaigning on pensions, negotiations, training, representation, committee meetings, liaising with our sister campus unions – all part of the rich tapestry of local branch business.

UCU leaflets and desk ornaments

Union campaigning materials in the autumn sunshine, accompanied by the Heart of the Union and Tony, the AUT Brain.

The focus (highlight?) of the week has been the two Joint Negotiating Committee (JNC) meetings on Thursday 12 October, the morning devoted to matters concerning all campus unions, and the afternoon to matters solely relating to UCU members.  The JNC is perhaps the most important event of each term, as it is where we initiate, debate, and complete formal negotiations with university management.  Any matter that has an impact on our terms and conditions of employment will eventually end up tabled at JNC: for instance, in September, we established new ground rules for policy development and approval, where University policy affects our T&Cs – and JNC is where all that work is finalised.  Most importantly, JNC is where we can hold the university to account if we feel that things have not gone – or are not going – according to the law, or our negotiated agreements, or to good practice.

We covered a great deal of ground yesterday in these meetings and some matters deserve write-ups of their own, just so this update doesn’t get too long.  For each, there is a tl;dr summary, but if you want to know more, I’ll be providing more detailed coverage over the weekend (13 Oct: I’ll be adding links as I write the more detailed posts).

  1. Pensions: The University has made its position clear, and will be issuing a press release soon.  We are very disappointed that the response has not engaged with the detailed criticisms of the valuation.  (In other news, we’ve continued campaigning for the consultative ballot on national strike action over the threat to USS.)
  2. Education matters – module evaluation scores and timetabling: We raised significant issues from our members relating to the conduct of module evaluation questionnaires and the inappropriate uses to which scores are being put, and we questioned reasons for the policy of retaining MEQ data on employees for six years.  We requested an urgent review of the Timetabling Policy, in terms of its incompatibility with the Equalities Act, and in the way some faculties are failing to implement flexible working requests.
  3. Appraisals and ERE Reward policies: We delivered robust criticism of the implementation of the ERE Reward policies, particularly appraisal, and established that the University has been operating outside our negotiated agreement of 2014.  The policies will now undergo urgent and long overdue review.

Other matters can be summarised briefly here. We raised several incidences of the University’s failure to respond to FOI and data access requests, and received assurances that the team dealing with data access has been strengthened. Also under the umbrella of communication, we reminded management that if they are going to use NSS results on feedback to, um, encourage individuals and departments to do better, they they need to up their game on feedback to us: focus group activity, working groups, suggestion email addresses… Management tell us that they engage with staff in a variety of ways, and are always seeking input and acting on it, so if that’s the case, we need to see the outcomes.

Two matters will need further discussion and work before our next JNC in March, so I’ll leave them with you to come back to us: the “expectation” of turning student emails around in three days (turnabout is fair play, so if you are left weeks without a response from HR or management, do let us know); and the imposition of Clarity [link to intranet; not for public users] as sole agents for university business travel.  We say this decision relates to our terms and conditions, particularly for those of us who self-fund our research travel, so we have insisted that it be referred to JNC’s Policy Review Group.  Please let us know if you have any difficulty arising from this (currently) unnegotiated decision.

Your UCU branch president,
Laurie

 

 

USS pensions update: a conversation and a quote

Last week, I wrote urging you to vote in UCU’s consultative ballot on whether you would be willing to take strike action to safeguard our pensions.   At that time, Southampton UCU had not had any indication from senior management regarding the University’s position on the USS valuation. I hoped that the University would take its responsibility seriously, and perhaps take a position like the University of Sheffield, critically evaluating the methodology and inputs for the valuation.

I have now met and discussed the University’s response with the Vice-Chancellor and President and fellow SUCU exec members met with the Director of Finance and HR team last week. I asked Sir Christopher if he would be willing to give me a quote that I could share with members.  He kindly responded with the following:

Pensions are extremely important to colleagues, and as a University we wish to be able to offer pension schemes which provide the best possible benefits to employees and which remain sustainable well into the future to provide the income we all need in retirement.  We are particularly keen to ensure that employees throughout their career are able to participate in a long term sustainable pension and to be aware of the importance of joining a scheme as early as possible. The current USS scheme is heavily in deficit and the University along with all other institutions who participate in this scheme are making substantial payments to address the huge deficit in addition to the pension contributions, currently of 18% of salary, together with 8% from employees in the scheme. The University has responded to the consultation on the pension scheme and after careful consideration has supported the proposal for a defined contribution (DC) scheme for future benefits because it would provide greater certainty in terms of benefits and would be sustainable whilstgiving more flexibility to all our staff. The scheme’s Trustees will have to satisfy the Pensions Regulator that the scheme is sustainable and that the sector is able to address the growing deficit.  Further increases in employer pension contributions and any increase in deficit payments by employers are simply not affordable and would threaten both the future of the University and that of the pension scheme.

Sir Christopher shares our frustration with the current situation, and so I urged him to work with both the UCU and UUK negotiators to interrogate the valuation methodology and the investment strategy proposed by USS.  I suggested that UCU members here wanted our senior management to take the consultation seriously, and to give serious consideration to the materials made available by UCU.

There are academics who, in the Financial Times, on WONKHE, and elsewhere, have closely criticised USS’s methodology, voicing serious concerns about USS’s flawed assumptions underpinning its valuation. UCU commissioned an independent report from First Actuarial that leaves the USS Trustee’s proposed approach in tatters, concluding:

The USS does not have negative net cash flow and is not likely to have in future (subject to dealing with increasing longevity, as already noted). Cash and short dated investments are not needed to meet net outgo and to protect against forced disinvestment. … Investing to achieve a lower return than indicated increases the probability of requiring further employer contributions, indeed, it makes it certain that more contributions are needed, in direct conflict with Test 2 and the wishes of the employers (p. 15).

I remain troubled by the role of the Pensions Regulator in the process. It would be a travesty if the entire consultation was invalidated by the Trustee’s capitulation to the Pensions Regulator’s views: this would suggest that there was no point to consultation in the first place.  First Actuarial state:

the law does not give TPR a role in the decision making process of an incomplete valuation. We note with concern the comment [in the Valuation] that ‘the trustee has shared its emerging proposals throughout the process with the regulator as well as stakeholders.’ TRP’s objectives are not aligned [my emphasis] with the objectives of the trustee and the employers…. the trustee’s role is to act in the interests of the members and the employers (p. 7).

At the root of the employers’ concerns are the implications of contribution rate rises. While employers are absolutely within their rights to run their business according to their best interests, the First Actuarial report argues that there is no need for contributions to rise – and we would wish both the University and UUK to take this seriously.  Although we understand that the decision has not been made without consideration we feel it is regrettable that the University supports a move to a completely Defined Contributions pension, which seems at odds with its desire to recruit and retain quality staff. First Actuarial has also prepared a report comparing the benefits of USS with TPS, the scheme available to employees in post-1992 universities: in all tests, TPS already outperforms USS. EU universities, too, have occupational pension schemes which hardly make employment in a USS university seem attractive.

Ultimately, members need to bear in mind that USS is a private pension scheme. Its existence depends on participation by its members, and, if we really want it, we now have a choice to leave.  The scheme’s employees are paid for by our pension contributions, and the vast salaries on offer to them make their arguments about the need for prudence and the funding deficits seem frankly distasteful: see the Annual Report, Report and Accounts (scheme), p. 25 – a mean average base salary of £63K pa, 113 members paid over £100K pa, with the top earner taking home in excess of £1.6m pa.  We know that the employers are just one of three sides negotiating in the room – well, four, if you count the éminence grise of The Pensions Regulator – but we have no direct way of putting pressure on USS, so we must put pressure on the employers, instead.

There is no doubt, either in my mind or in that of the Vice-Chancellor, that a dispute would be damaging – but that is in the nature of industrial disputes.  We want UUK, USS, and The Pensions Regulator to be in no doubt that we abhor the devaluation of our pensions – what we used to call our deferred salary. They represented a covenant between the sector and its workers that we could accept lower wages than could be commanded in the private sector on the understanding that we would be looked after well in retirement.

We will be holding a General Meeting on 24 October, after the UCU consultative ballot has closed.  In the meantime, we continue to urge you to vote in the ballot: if you have not received your ballot email, or have lost it, you can get another here. We strongly recommend that you vote YES, that you are prepared to take industrial action to save our pensions.  Let those who will decide our future hear our voice.

Sincerely,
Your UCU branch president,
Laurie

A very busy week, and lots of progress to report

The Penguins of Solidarity re-enact our Strategy Day with Tony, the AUT Brain

I had not anticipated writing another blog quite so soon after the last, but some important things have happened this week, and – accepting the risk that members might get blog-fatigue before the autumn term has even started – I thought it was a good idea to update on the many positive outcomes of all the intense activity.

Tuesday we held our Strategy Day, and it was wonderful to welcome so many people – executive committee members, caseworkers, departmental reps – to what was a very productive session.  On the morning agenda were some important national issues, particularly changes to membership terms and pensions.  Briefly:

  • From 1 October, PGR students who teach during their doctoral studies are to be offered free full membership, valid for four years, or until the member achieves a more secure job. PGR students are already offered free membership, but not with all the benefits of full membership.  This is a very welcome change, and we hope you will advertise this to your PG teaching fellows and assistants. https://www.ucu.org.uk/article/8916/Future-of-the-profession-free-membership-FAQ  Other changes from the union are in the pipeline, including CPD provision, help for international staff, and some significant adjustments to benefits. We’ll keep you updated.
  • Pensions: While we were discussing the problems of the 2017 USS valuation and the continued and growing threat to our pensions, the University of Sheffield decided in the interests of transparency to publish the valuation documents, something that UCU activists have been demanding for months: https://www.sheffield.ac.uk/hr/thedeal/pensionupdates/ussvaluation At branch and at national level, UCU is very concerned that the valuation methodology is inappropriate and damaging, and will leave scheme members increasingly worse off, potentially putting us into renewed conflict with our employers.  We have requested a meeting with the Finance Director to discuss USS, and we will be blogging about that in the near future.  You can follow the thoughts of Mike Otsuka, Professor at LSE, here.
Southampton UCU 2017 Strategy Day

Southampton UCU 2017 Strategy Day

In the afternoon, we discussed six related areas of concern that I have outlined in previous posts:

  • workload
  • misuse and abuse of the appraisal process
  • misuse and abuse of student evaluation
  • performance management
  • restructuring/redundancies/settlement agreements
  • the upcoming review of Statutes and Ordinances

From the feedback and ideas raised in the session, we are devising action plans for both negotiation and campaigning on all of these points.  We plan to set up some FAQ pages in the very near future: one in relation to appraisal concerns, and another with some points about settlement agreements.  We are, as always, keen to hear about your experiences, good and bad, in relation to first five; if you think you have expertise or experience that will help us with the sixth, we’d love to hear from you.

Wednesday was also a full day, this time with a number of meetings with HR and other professional services.  The general feeling at the end of the day was encouraging, having achieved some progress towards clear lines of consultation and negotiation on policies (to include principles, procedures, and guidelines) in the morning, and having addressed some points of concern directly with HR representatives in the afternoon. We had a valuable lessons-learned meeting, subsequent to a complex restructuring last academic year, that has helped us establish good practice for what we hope will be more effective and compassionate consultations in the future, with better outcomes for all concerned.

Finally, the statement below is a very positive outcome from our afternoon meeting with Andy Cast, Interim Director of HR Business Partnering, in relation to settlement agreements and protected conversations:

Under Employment Law a mutually agreed exit is achieved using a settlement agreement to ensure that contractual, common law and most statutory claims are settled, including claims of discrimination.  The discussions leading to the employee’s departure are conducted via a protected/without prejudice conversation to terminate the employment contract on terms mutually agreed between the employer and employee.  On occasions the University would like to be able to offer an opportunity for colleagues to leave under these voluntary terms.  Normally there will be a workplace dispute, relationship breakdown or an ongoing performance issue which initiates such action.  A settlement agreement can be requested by the employer or employee.  If the University wishes to offer one of these settlement agreements to a colleague, it will ensure 5 working days’ notice is given for any protected/without prejudice conversation, along with the opportunity for the staff member to bring a Union Representative or companion with them if they wish to do so.  For more information about settlement agreements, please see the ACAS guidance here.

This statement will be added to our FAQs on settlement agreements, but we wanted you to have the text as soon as possible, as it has reassured us of the university’s commitment now to give notice to employees if it wishes hold such a meeting, giving the employee the opportunity to arrange representation, if they wish.

Wishing you all the very best for the weekend, and the coming weeks leading up to the beginning of the autumn term

Laurie

 

Southampton UCU consultative ballot on new contract of employment

Dear colleague

We are currently balloting members on whether to accept or reject the new master contracts of employment.  You should already have received an email with a unique voting link and you have until Tuesday 10 October at 5pm to vote on the proposals.  If you have not received this email please contact Amanda at ucu@soton.ac.uk as soon as possible.

Southampton UCU has been in negotiations with University of Southampton on the new master contracts of employment for staff at Levels 4-6 since summer 2013. These negotiations have been taking place with renewed intensity in the last academic year. The stated intent of University of Southampton in re-drafting contracts of employment is, “To produce a set of modernised contract of employment templates which are legally compliant, written in ‘plain English’, to make the terms and conditions of employment simpler to understand, and, where possible, to future proof standard clauses. It is important to note that the existing terms and conditions of employment are not being changed in this revision.”

The proposed contract is for new staff joining the University, or for staff who are taking up a new post. At present this does not affect contracts for existing staff, who will for the time being remain employed on their current contracts of employment. Southampton UCU is keen to ensure consistency and equity in terms of employment at University of Southampton, therefore if our members approve the new master contracts of employment for new staff, we will in principle approve these contracts being rolled out to existing staff at a future date.  During the lengthy negotiations we carefully considered the views of University of Southampton and the University considered feedback from your Southampton UCU reps. We feel that we are now able to present to our members the final version.

We encourage members to look at the new contract as well as the summary document, both of which can be found here:  https://groupsite.soton.ac.uk/Administration/Master-Contracts-Project/Pages/Home.aspx

PLEASE USE YOUR VOTE.

 

 

September update: Pay and priorities

As many of us descend into the long Sunday night that is September, preparing for the first Monday morning of the new academic year, Southampton UCU are putting together our own “syllabus” for 2017-18.*  We are having our annual strategy day next week (12 September), at which we will set our priorities for the coming year. If you are interested in coming along and still haven’t let us know – do it now (so we can make you welcome and feed you lunch).

More of that in a minute, but it would seem remiss of me not to at least mention the brouhaha in the press this week about top salaries in the university sector.  Most of us can only sit back in bewilderment at the insensitivity of comments made by a variety of leaders in HE.  On Monday, we witnessed the VC of Oxford University admitting that her pay is very generous in relation to the vast majority of her academic staff (but not in comparison to footballers and bankers, so that’s alright then). Today, the government has stepped in, with Jo Johnson set to tell UUK that senior management salaries should be curbed, with fines if excessive salaries cannot be justified. UCU has responded to Johnson’s proposals, underlining the need for transparency.

In the same report, the head of the Russell Group trots out the “global market” argument (“At the same time, our members are operating in a fiercely competitive international market for the best research, teaching and leadership talent. Ultimately this pays huge dividends, adding tens of billions of pounds to the economy every year and helping to maintain the UK’s position as a world leader in science and innovation”), weirdly forgetting, it seems, that senior management don’t actually deliver the research, teaching, and leadership all by themselves:  all staff in all universities contribute to the sector’s importance and position, sometimes despite the conditions in which we are asked to work, and the terms under which we are remunerated.

The national issue of pensions is also ever-present, and we expect that there will be further erosion to our benefits proposed.  We will keep you informed of national campaigns.  As a first action, you could consider signing a petition demanding that USS shows the way it has arrived at its dubious valuation:     https://you.38degrees.org.uk/petitions/uss-must-show-its-workings.

Back to priorities:  as I have outlined previously, there are a number of important and intersecting concerns that have risen to the top of our agenda over the summer.  These are (in no particular order, because intersecting…): workload; abuse and misuse of the appraisal process; abuse and misuse of student evaluation; the upcoming review of the University’s Statutes and Ordinances (which form part of our terms and conditions); performance management; restructures.  I anticipate that these issues will inform the basis of our negotiations with the university, along with the ongoing work of policy review, contractual negotiations, and casework.

We already have a working group looking at workload issues, and we have volunteers who are helping with the Statutes and Ordinances review. But we still need your help: while our team of caseworkers are dedicated and efficient, the casework load is ever increasing, and we are always grateful for more volunteers who are willing to support colleagues.  We will provide you with training and support, and will not give you more than you can handle: sometimes, a member just needs advice or someone to help them consider alternative courses of action in any given situation.  Our more experienced caseworkers and our regional support officer and regional official, Scott Alexander and Moray McAulay, are on hand to deal with the difficult or sensitive cases.

Reports back from members show a variety of approaches to performance management, which range from the supportive and reasonable to the downright alarming. Please keep the reports coming: we will do all we can to keep information confidential.  We are continuing to press management into action on these points: keeping in mind the university’s published values of quality, sustainability, and collegiality, we want to work with management to ensure that all measures taken to improve performance, in whatever part of the university, are proportionate, fair, and should respect the legal rights of the employees and the university’s duty of care.

Saving the most important to last, we are now negotiating in restructures in a number of different areas in the University.  We do not expect that this activity will decrease.  We are also handling individual cases for members who are being offered settlement agreements to leave the university, with no warning, often at meetings that have been called under the pretence of a different matter.  Please be aware: if you arrive at a meeting at which an HR partner is in attendance without prior notice, you can request an adjournment until you have sought advice from UCU, and leave the meeting.  You can also request union representation if you are informed HR will be present at any meeting to which you are called.

We don’t want to alarm staff unnecessarily, but we want to make sure that you are supported, and that you know we are here to support you. We are so much stronger when we act as a community.

Wishing you all well

Prof Laurie Stras
President, Southampton UCU

*And if you are one of our colleagues that has been teaching or providing support for students throughout the summer, or working in professional services doing urgent tasks that cannot be completed in the main teaching semesters, we salute you.

Mid-August briefing from the Branch President

Middle-of-August greetings to all members, and to those who are interested in UCU activity at the University of Southampton.

I am going to try to blog relatively frequently about what the union is doing in university: the executive committee is busy year-round, but it is not always obvious to members what we do, and how, when, and why we do it.

First, many thanks to everyone who responded to my recent email. Your responses helped me immensely in my first meeting with Sir Christopher.  The VC was generous with his time, and the conversation felt productive. I was able to articulate your deep concern about the misuse/abuse of the appraisal process, student evaluation, spiralling workload, and the effects on the community of the pressures of external metrification. We agreed that we should identify areas in which we could make some progress: these were the issues that were at the top of my list.

We are exerting increasing pressure for a meaningful review of the appraisal process: the annual review (according to our negotiated agreement) is a year overdue, and it is also urgent. The Level 7 appraisal round begins again in only a few months. We are still keen to hear your stories if you feel your appraisal was conducted unfairly, or in breach of the agreement: some advice on what to do is here.

Branch executive members and our branch administrator Amanda have also been very busy with a number of consultations across the university. There is no easy way to gloss this activity: we are currently facing restructures and potential redundancies in a handful of areas, and we fully expect that we will be asked to represent members in further exercises in the coming year.

There is no doubt that the entire HE sector is in turmoil, and it is neither wise nor possible to pretend that Southampton will escape the effects of a shrinking market.  The Regional Office and Executive Committee will do our utmost to ensure that measures taken will be proportionate, fair, and in the best interests of the university as a whole. We will not settle for what is doable, but will work to get the best outcome we can – we will always do our best to support our members.

As the new academic year gets into swing, activities increase: branch executive members will be involved in policy reviews, health and safety consultation, individual casework, and – very importantly – an imminent review of the Statutes and Ordinances, initiated by senior management.  We cannot stress how important this review will be, as the Statutes and Ordinances form the basis for our terms and conditions of employment. The more members we can enlist to take part in working groups – especially those with legal or drafting expertise – the better we will be able to protect our terms and conditions, and our academic freedom.

The branch executive will be having a strategy planning day on 12 September.  If you are interested in getting more involved in union work, you are welcome to attend for some or all of the day: please get in touch with Amanda on ucu@soton.ac.uk or 023 8059 2364.  Further details will be circulated in another email.

Prof Laurie Stras
SUCU Branch President