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USS update

If you attended the AGM earlier this month, you will already know that there is going to be a ballot for further strike action this Autumn. The UCU position is one of No Detriment, and the decision to ballot for strike was proposed and accepted at Congress earlier this summer. In April, our pension contributions increased from 8% to 8.8%. The current proposals from USS will increase the total contributions of employers and scheme members by at least a further 1.4%, with our member contributions rising by at least 1.3% since the start of the dispute. If the employers do not agree additional contingent contributions, the increases will be even worse.USS is proposing rates that will increase our contributions to at least 11% after 2020.

Industrial action by UCU members led to the establishment of a Joint Expert Panel last year, comprising both UCU and UUK representatives. The Panel confirmed UCU’s belief that the pension scheme has a sustainable future, and made reasonable recommendations to USS. If applied, these recommendations would have resolved our dispute and would have resulted in no contribution increases or benefit cuts for members. Our employers however, instead of committing fully to the Joint Expert Panel recommendations, are proposing we should increase our contributions based on a pessimistic valuation of the scheme.

And a story came to light in the last week (featured in USS briefs on twitter and in the FT) that the Chair of USS trustees (David Eastwood) was rebuked by the Pension’s Regulator (tPR) for misrepresenting the tPR position on an issue key to that valuation. Currently VC of Birmingham University, David Eastwood was told in January that the USS report mistakenly suggested that the tPR insisted on using the most cautious of discount rates, which resulted in a larger projected deficit. Despite an email on the subject, he and the board have done nothing to correct their statements or acknowledge the potential impact on the valuation of the scheme. We also have to wonder what the effect on the negotiations would have been had this been made public to all parties at the time. You will also have seen this in UCU General Secretary elect Jo Grady’s most recent email (from Monday 24thJune).

This follows reports that a USS trustee (statistics expert Professor Jane Hutton) claims to have been prevented from carrying out a full analysis of the scheme valuation.

A further complication to the debate is the decision (confirmed 20thJune) of Trinity College, Cambridge to withdraw from USS – on the grounds that there was a remote risk that its assets would be required to bail out the scheme in a worst-case scenario. UCU has already called for a boycott of Trinity College – as outlined in the brief from Head Office on the 21stJune.

To keep up to date with USS developments you could follow FT journalist Josephine Cumbo on Twitter or visit the UCU USS pages.

Southampton UCU BBQ

We braved the weather and held a barbecue for UCU members and their families on Thursday 20th June on the Common outside of Avenue Campus. Alongside the feast of meaty and vegetarian hotdogs, it was an opportunity to chat, meet new people and recreate the very friendly and constructive atmosphere of the picket line last year. It was also the last appearance of the Dinosaur of Solidarity and an opportunity to thank Cathy Pope for all her work for this branch. We will miss her a lot but, as she wisely said, we are a very active branch, with lots of new people and ideas. The barbecue was the first in a long series to come, and more UCU social events will follow starting in September!

It’s a new dawn, it’s a new day…

This is the first blog of the new UCU year and exec, so as incoming president I wanted to put in a short welcome on behalf of the branch and the new exec. I am very sad to see Cathy Pope leave the University this year but on behalf of the exec wish her the very best in Oxford and we look forward to her continued support as a Regional representative on the NEC. Our exec, reps and members will continue the good work that she has been involved in over the last 16 years!

You can see the full list of newly elected Southampton UCU branch officers for 2019-20 here – most were introduced at the AGM. We all very much look forward to working with you in the coming year, and want to hear your thoughts and feedback. Please contact us through your local reps, exec members or via the standard UCU email address.

Mary Morrison, President, UCU Southampton

 

AGM Report

The AGM took place on 5thJune at Highfield Campus – thanks to those members who attended to hear Christine Haswell of UCU give an update on USS. If you would like to read in detail about the latest USS news please see this link  . As things stand, it is highly likely that UCU will be balloting for industrial action in the Autumn.

We also heard Cathy Pope, outgoing UCU Southampton president, give a report of the main events of 2018/19. Cathy talked about issues that the branch has been working on where we have been representing members collectively or individually, in particular the amount of case work that the branch is handling, and some restructures, including the Health and Safety Committee restructures and other aspects of H&S work and other departmental / unit restructures. Broader issues included appraisal procedures and implementation of appraisal policies and the gender pay gap. The report will be summarised in the minutes of the AGM which will be sent to all members.

BBQ

Claire le Foll is taking the lead to organise this and you should all have had an invitation to the UCU barbecue on the Common on the 20thJune, starting at 4pm. We intend to give Cathy a proper send-off there and will be located somewhere near the top of the common near to the Avenue Campus (see invite in your inbox). Please bring something to drink and a re-usable drinking cup!

Two big issues discussed at the AGM were:

Appraisal

This remains problematic with members telling us they feel unfairly treated or that their appraisal was not conducted properly. There are ongoing talks to revise the existing policy on appraisal and we are aware of different approaches to implementing the policy locally. The senior management team have suggested further guidance on this and we will support them to try and reduce the number of problems that arise in appraisal. In recent weeks we have seen genuine commitment to solving some of these problems and desire to work with all the campus trade unions. As before please tell us about your experiences to help us inform this process.

Workload

We now have a team of trained workload reps and we need to hear from you about the problems you experience. Write to us at the usual address or approach your local reps if you have information to share now. We will come back to you soon with more details of what the workload reps will be doing.  Dario Carugo (Communications officer) and Claire Le Foll (Campaigns and Membership officer) are going to be working actively on this campaign over the coming months and we would encourage you to get involved by joining a working group.  Please email us if you are interested.  In addition, at JNC it has been proposed to develop some high-level guiding principles for workload allocation.

Environment

It was also discussed that UCU Southampton should support Southampton City Council’s proposals for a Green Charter to improve the working and living conditions in the City and to work towards a sustainable city. The Green Charter has yet to be published but it was agreed at the AGM that it was a good initiative. We still need to identify an environment rep for the exec to lead on this and related work – if you are interested or know another member who might be please get in touch.

Stop press: Members have contacted us this week (week beginning 10thJune) about press coverage of an industrial tribunal which took place in the first week of June, where the University was ordered to pay £2.5 million to an ex-staff member who made accusations of discrimination on race and religion. University management have made a short statement on SUSSED to the effect that there will be an independent investigation to understand what happened, and have confirmed to us that they are looking for the opportunity to present the considerable body of evidence that they had put together in their defence, as soon as possible. We will keep in touch with the senior management team and are confident that they will report back as soon as they are able.

 

 

 

Taking the PIP? Some concerns about appraisal, line management and performance improvement plans

We have had several requests for help from members related to distressing or difficult appraisal conversations, the use of Performance Improvement Plans (PIPs) and, sadly the return of ‘protected conversations’ where staff are encouraged to leave the University. We are especially concerned to hear that PIPs are being very badly used in some areas.

PIPs have received some very bad press:

If your boss really wanted to improve your performance, he or she would sit down with you and talk to you like a friend or a coach. They’d say, “Something is getting in your way on the job. Let’s figure it out! You are awesome and I know we can work through this.

Although a Pip is often presented as a tool to assist you in your performance, you should be under no illusions about its secondary purpose. If you don’t improve, it will give your employer evidence that they have followed correct procedure, otherwise they may be at risk of a claim for unfair dismissal.

Sadly it seems that sometimes PIPs are being introduced here in these very negative and damaging ways. We remind members that all staff at level 4 and above have additional employment protections and rights under our Statutes and Ordinances. Ordinance 3.6 referring to capability says that informal action may be taken to make staff aware of standards expected, and agree a way forward – “including supervision counselling or mentoring, It may include reviewing duties and responsibilities etc”. Importantly this should also include the provision of appropriate training or development opportunities.

It is our understanding that PIPs are being used as the informal stage of the capability procedure. Unfortunately in some areas, we know that these are being introduced in appraisal conversations in ways that members find unhelpful and distressing. Sometimes the appraisal is the first time a member of staff is alerted to a problem with their work or behaviour – this should not happen. We are clear that appraisal and capability procedures need to be kept separate (i.e appraisal must not be used as the informal part of the capability process). Moreover, good management is predicated on regular meetings and conversations, not a once a year form filling exercise, and managers should therefore be supporting their staff all year round.

PIPs, like appraisal, should not be a negative experience. Used well, a PIP may be a helpful part of a positive managerial relationship and can provide structure and support. But, if your manager genuinely wants your performance to improve, they should provide you with support to achieve the improvements. They should agree SMART objectives and a realistic timeframe. Managers should help you to identify a mentor and development opportunities to directly address the objectives within the PIP. The PIP should not interfere with your annual appraisal (for example being on a PIP should not mean that the staff member automatically scores as ‘unsatisfactory’ against their individual or global objectives).

Tips for engaging with PIPs
1. Is the assessment of performance correct? What is the evidence of poor behaviour or performance?
2. Is the PIP a well-structured plan for addressing problems? Are there SMART objectives (e.g. to draft a paper, submit a grant, to address a behaviour in meetings, but NOT actions that are outside the control of the individual e.g. to publish in a 4* journal, to win a grant of a pre-specified value).  We encourage members to note what is said in the meeting and document any conversations that you have with your line manager or HR about your PIP.  If you disagree with the objectives or comments you should raise your concerns with your line manager in writing.
3. Make sure you get proper training and the support to succeed – this may include workload reallocation, dedicated time, formal training, counselling, coaching and/or supervision.
4. Above all, ensure that a reasonable time frame is set to address the issues identified.

And for managers

5. Carefully check if there are personal or health issues that may be affecting the employee’s performance – managers need training in dealing with mental health and stress themselves and for the team members.

6. Seek guidance and support too – HR should review the plan with a focus on removing any bias against the employee. Managers need to be aware of gender and racial bias and how this can affect their interactions with staff. Insecure managers may feel threatened by some employees and PIPs should not be used in these situations.

7. Take care to inform the staff member that the PIP could lead to formal capability processes which in turn could lead to dismissal.  If you can, tell them how you plan to help them avoid this outcome.

Your branch casework team will review the current cases we have related to appraisal and PIPs and take our collective concerns to the senior management. If you are experiencing difficulties please contact Amanda.

Wellfest and a wish list

We’ve had a great UCU recruitment week here in Southampton, cleverly aligned with #MentalHealthAwarenessWeek so that we could highlight our local campaign priority about workloads and wellbeing. Thanks to all of you who visited our info stand and took part in the events. On the info stand at Highfield we asked people to tell us – via a post it note – how the University could help staff wellbeing. We were delighted to talk with the Interim VC Mark Spearing and some members of the senior management team, and we also got lots of feedback and ideas from staff and students.

Staff spoke of the need to feel able to balance the quality and quantity of work, but also how difficult it was to take regular breaks, and how often they felt guilty and stressed about their workloads. Talking with students it was clear that they are acutely aware of our workloads, indeed some shared that they didn’t feel able to come forward because they felt they were too much of a burden on staff. One post it note said “As a student I think that staff are overstretched and struggling to support students” – this is not what any of us want. Others commented that they have seen lots of staff leave and not being replaced, and said how disruptive this was, an indictment of the repeated rounds of cuts and reorganisations we have experienced.

Here’s a few of the ideas and comments from the UCU message board.

Things that might help:
• Counselling for staff (face to face) and mental health first aiders
• Massage
• Flexible working/ working from home (where reasonable)
• Lunchtime mindfulness session held somewhere peaceful
• Chill out/ Sleep Zone

Actions suggested to address the problems:

• A workload audit – look at workload implications for all new systems and processes.
• Cover for staff on long time sick. More temps!!!
• Stop cutting staff numbers / replace staff when they leave
• Stop the culture of working and emails 24hrs a day!
• Policy of no emails on home phones!
• Tell temporary staff all the details of their job

And instead of ‘Work-life Balance’ one comment requested ‘Work-Life Separation’ – How many of us feel able to achieve this? Others spoke of the need for respect for the diversity of staff and student expectations, experiences, and emotional triggers, and the need to work with a spirit of generosity to address the mental health challenges people face. Mental Health Awareness Week and Wellfest are small parts of our journey to improve mental health and wellbeing. We hope there will more attention to the problems caused by excessive workloads and, importantly that there will be action in coming months to improve the mental health and wellbeing of our staff.

The Dinosaur is extinct, but Solidarity is forever.

The Dinosaur of Solidarity (@of_dinosaur) was a surprising, joyful, hugely inflated, creation, born out of, and in, the strike to defend our pensions in 2018.

Just typing these words feels like a lifetime ago.

The Dinosaur has been ‘mostly sleeping’ since the strike ended, but it is with sadness that we announce today that we will be deleting the Twitter account and that the Dinosaur Of Solidarity will make her last appearance at the Southampton UCU summer celebration on 20th June.

For those that don’t know, the idea for the Dinosaur of Solidarity came from a joke started by our former UCU Branch President, Laurie Stras. Laurie was recovering from a serious operation over the early months of 2018, leaving me in the Presidential hot seat to oversee the strike. Her surgeon advised her to restrict her arm movements, with the suggestion that she should ‘think T-Rex – teeny tiny arms’; the rest, as they say, is history.

A package arrived at the Southampton UCU office, containing a gigantic inflatable dinosaur suit, and a plan was hatched to use this to rally the strikers, and to have a bit of fun. Members of the branch exec set up a Twitter account with the loose aim of supporting the strike. We naively imagined a few of our 1000+ strong membership might engage with the account and that it might inject some humour into our information sharing.

During the strike the ‘live’ dinosaur addressed the assembled pickets across our campuses, each day, usually providing an update on the pension negotiations, and sometimes instigating dancing or call and response chanting. Alongside this our ‘DoS social media team’ put out Twitter updates, some factual, but many simply dreadful puns or satirical comments. Expertise in the team meant we had some great photos, video clips and an unexpected wealth of knowledge relating to palaeontology (oh, the things you find out about your colleagues when you actually have time to talk to them). We also had the benefit of humorous responses to our tweets, which kept our spirits high.

Inspired by the LadyBird Books for Grown Ups that filled stockings everywhere over the preceding Christmas, I found an old Ladybird book, and in the evenings, after strike planning, picketing, rallies and attending teach outs, the Ed the Badger book was created as a Twitter meme. The text accompanying the 1950s illustrations of mice and woodland creatures was tried out on the social media team; if they laughed it went out. Again this was simply an attempt to keep our spirits high through the campaign. One of my most joyful memories in the strike was sitting upstairs in union house, pressing the Tweet button, and hearing the ping ping ping ping as people liked and retweeted the book pages.

The strike was hard. We were a small local team, few of us had experience of major strike action.

It was cold. It snowed. It rained. People were angry about their pensions.

Our local management were very much aligned with UUK, and unsupportive. But the strike held. We had pickets across campuses, some in venues that had never had a picket before. We had the largest and longest supported industrial action in the history of the branch. And the Dinosaur was part of that. She was shared with a few thousand people on Twitter, and encouraged some fabulous imitations (Picketing Panda became a friend) but above all she was ours, she belonged to Southampton UCU. The branch activists were clear that she was there to amplify the messages about the strike, and to boost morale. She did her best to do just that.

Behind the scenes the DinoTeam learnt on the job. Sometimes we made mistakes – learning quickly that we should read to the end and view all videos before ReTweeting, for example. Occasionally the tone of a Tweet or a comment at a rally was wrong. We apologised, amended and tried to do better. We talked as a team about how best to use the Twitter account and what was ‘allowed’ and what did not feel right. I will always have positive memories of this time because we were the union and the university at its best, we were a learning collective working for and with each other, acting with integrity, and with joy.

In the months that followed the strike, the EC lost several members, including two of the three members of the DinoTeam. I stepped into the President role. Meanwhile the Dino slumbered, and there was less room for comic interludes as the branch dealt with rising casework, severances, the VC’s early retirement and the fallout from a devastating staff survey.

We are aware of other branches where UCU members have been subject to victimization for posts made on social media in periods of strike action. Recently a Times Higher editorial criticised ‘trolling’ of University managers by parody social media accounts, claiming that these undermined the sector. These events and discussions remind us that words and ideas are powerful, and can serve multiple interests, and so need to be used with care. Latterly a disturbing parody of the parody emerged as a ‘fake dino’ Twitter account began injecting negativity into the General Secretary election campaign. This was not associated with anyone involved with the Southampton @of_dinosaur team and was, we felt, an extremely unhelpful intervention in an important democratic process.

At a branch executive in May we discussed the closure of the @of_dinosaur account and the ‘death’ of the Dinosaur of Solidarity. This decision was linked to my own departure from the University. Branch executive members agreed that the Dinosaur had been a marvellous vehicle for ideas and humour in the strike but that the responsibility for the Twitter account and the ‘creation’ could not easily be transferred. In the event of a future strike or action new approaches would be needed, and these would necessarily be supported by a new team.

The departure of the Dinosaur is tinged with my personal sadness at leaving the University of Southampton, and the local branch after 16 years, but I am proud of what we achieved in the strike and of the part that @of_dinosaur played in our success.

News last week from USS indicates that we have more to do defending pensions, but also on pay, fighting for equality, job security and better workloads. The work continues and will go on. I am leaving the branch in strong capable hands. The next generation of activists and volunteers will take us forward without the Dinosaur. And that feels right. The Dinosaur understood extinction from the start. Together we were always clear that it was the living mammals that mattered.

RIP The Dinosaur of Solidarity (@of_Dinosaur).
Years active, 2018-2019.
T-Rex, UCU member, humourist, and defender of USS pensions.

General Secretary elections #1 – we put member’s questions to Matt Waddup

We’ve asked all three candidates to answer questions posted by members. Matt has responded and we are sharing his answers with you. More to follow from the other 2 candidates Jo Grady and Jo McNeill – so please bookmark our blog.

Matt Waddup’s responses to our questions

We don’t doubt your passion for defending Post-16 education but can you give us 3 top reasons why our members, in a large pre-92 Russell Group university should vote for you.

1. I have nearly thirty years experience with RMT and now UCU in representing members at the highest level to employers, politicians and media.
2. I have a track record of organising successful campaigns, latest example being the successful USS action which saved the average member more than £200k in otherwise lost retirement income.
3. I have expanded UCU’s policy influence substantially, eg. our research on issues like TEF, admissions, academic freedom, casualisation etc. This was recognised by my appointment as a commissioner on Labour’s Lifelong Learning Commission.

How will you engage a largely non-activist membership such as ours?

I believe this is the key challenge facing UCU. In the USS dispute we engaged with members because we were fighting for something tangible. Subsequent pay campaigns have by contrast been ill defined and less people have voted – a signal that the union needs to rethink. In my view we need to consult widely, including with those who currently don’t vote or participate about what they want the union to prioritise.

UCU is a large national organization with 200 staff, volunteer activists and a large perhaps less actively engaged membership. What skills/experience you have that will get the best from each of these three groups (paid staff, activists and wider membership)?

UCU is a great union with talented staff, brilliant activists and engaged members. We are at our best when the three groups work in synch rather than independently of each other. I have a great deal of experience of managing a very large team within UCU and of working with activists across the political spectrum. I have also shown that I can construct campaigns (such as USS) which capture the imagination of less active members.

What is your view of internal factions and sub-groupings within our union, and what will you do to unite our membership?

I am not a member or supporter of any faction or group within UCU. I was nominated by members who previously supported both the UCU Left candidate and Sally Hunt! I think factional politics has been very damaging to UCU, not least because the trivial arguments it engenders hinder the strategic discussion we need to have as a union about our future priorities.

What do you plan to do about unsustainable workloads in HE?

UCU needs to develop a coherent critique of the exploitative employment model at the heart of higher education which institutionalises work overload, inequality and precarity and depresses pay. From here we can formulate clear demands on workload – derived from members’ actual experience – to progress with each employer. To achieve these demands we will need to shift resources into our branches. There is no alternative to this kind of strategic approach – if we keep hitting the repeat button we will get the same results.

How will you tackle centralisation and lack of democratic processes in the University governance?

The breakdown in governance is a key factor in the managerialist agenda taking hold in universities. The managerialism project I am currently running in Education Committee brings together academics with experience of winning positive changes to governance including at DMU and Bath. Both these examples show that staff need to build alliances within the university itself and the side community in support of change. The idea of the project is to produce practical resistance strategies that can be used by branches.

Considering the constraints imposed by the anti-TU legislation, what is your preferred industrial action strategy?

When UCU balloted members on USS last April 63% registered a vote. In the last pay ballot that had shrunk to 42%. My view is that if we want USS style wins on workload, casualisation and pay inequality we need USS style planning and organisation. That means seeking members’ support for action only once we have consulted them properly over what they want; formulated a clear demand, explained what will be required and from members to get there. If we focus on those objectives we will get to the 50pc turnout required by the dreadful trade union act. If we don’t, we won’t.

Mental health – top tips from Ruby Wax, but can we also fix the structures?

We are pleased to see that our new Chancellor Ruby Wax has given a short interview in the latest staff magazine, drawing attention to mental health. [intranet only] This is clearly very well-intentioned, and a welcome intervention. Ruby reminds us to look out for the signs that someone is distressed and to be more open and honest about mental health matters. Like Wellfest – the University’s day of wellbeing – the message is aimed more at students than staff, but nonetheless this interview is a positive start to Ruby’s tenure.

UCU will be running and participating in events next week to raise awareness about workloads and stress and mental health. We hope that senior managers will begin to recognise that a key factor in reducing mental ill-health and a lack of wellbeing are structural factors e.g. excessive workloads, intolerable and unachievable performance expectations and metrics, and (as the staff survey shows) lack of the resources and support needed to do one’s job. Whilst we want to encourage healthy eating, exercise and mindfulness activities, we recognise that half an hour of these a week will not address the cultural and organisational contexts that staff and students report as damaging to their mental health and wellbeing.

Next week is UCU recruitment week and Mental Health Awareness week and so our events will focus on wellbeing at work and what we can do to help remove the stigma and discrimination that people living and working with a mental health condition or issue face. Please come along and talk to us about what you would like us to do to address wellbeing in the workplace – our reps/officers will be very interested to hear your ideas.

Schedule of events:

Monday 13 May – 1-2pm, room 2/1079, Highfield Wellbeing – An interactive session for all staff
This session will start with a brief presentation from Dr Sarah Kirby, a registered Health Psychologist in the Department of Psychology. Sarah is the FELS Wellbeing champion and has been actively engaged in this field of work for many years. Following this introductory overview, there will be an interactive discussion during which colleagues can raise their own concerns and/or concerns on behalf of their friends and colleagues.
The session will be mainly focused on well-being and everyday hassles, barriers, challenges and opportunities. The session is open to all staff, whether union members or not.

Tuesday 14 May – 12.30-1.30pm, room 58/1025, Highfield
Our sister union, Unison, will be running a Lunch and Learn event – How to Deal with Stress
Places are limited so to book a place please email unison@soton.ac.uk

Wednesday 15 May – 10-4pm, Garden Court
The University is hosting Wellfest and there will be mindfulness sessions running at 10 am and 1pm as well as other events. UCU will be hosting an infostand at the event, so please come along to say hello, pick up some information and share your ideas on how to improve wellbeing at the university. Free gifts available.

Thursday 16 May – 12-2pm, Staff club
Visit our infostand in the foyer of the staff club and discuss how you would like the University to address wellbeing and support staff facing mental health issues/concerns. Free gifts available.

Friday 17 May – 4pm onwards, Arlott bar
End the week with a coffee/beer and relax with UCU reps, officers and fellow members for an informal gathering.

We look forward to seeing you at one of our events. And please do feel free to pass this information on to non-member colleagues and encourage them to join UCU.

General Secretary ballot – Don’t moan ‘bout the leader if you don’t bother to vote

Members will soon receive their ballot papers to vote for the person they want as the next General Secretary of UCU.

Sadly, turnout for UCU leadership and committee elections has historically been notoriously low.

I know that not all members and colleagues here understand the union’s structures, or know what many of the official union roles involve. Some think that it doesn’t matter who runs the union. Others simply forget to vote and putting a cross on ballot paper is often just one more thing that falls off the to do list in an already overloaded week.

But this vote really does matter.

The Post-16 Education sector faces a huge number of challenges. In Universities the hostile external environment includes REF, TEF, Brexit, proposed changes to fees, the demographic drop off in the 16-18 year old population, and seemingly endless league table ‘wars’. UCU continues to fight to defend our USS pension, and we urgently need to improve pay and equality, and address excessive workloads. At Southampton we will soon have a new VC, and potentially more change, after years that have seen several reorganisations, staff and budget cuts, redundancies, increased workloads and plummeting morale.

Now more than ever we need a strong union and we need a General Secretary who can lead the union through the ‘perfect storm’ in further and higher education.

The election of the next General Secretary of UCU is a chance for you to have a voice in the democratic process of our Union. We do not get the chance to vote for the VC or Vice-Presidents of our University, but we can have a say in who leads our union.

There are 3 candidates standing to lead UCU. Our branch has invited them to meet members here and, if they are able to come here, we will let you know as soon as dates/times are confirmed. Your branch executive have taken the decision not to endorse an individual candidate, but to encourage you to look at the candidate statements and social media to inform your decision.

We know that when it matters you get the vote out. In the USS dispute your votes gave UCU a mandate to strike. This vote matters too. Please use yours to select our next General Secretary.

Check your mail box for your ballot paper and look out for further details about the hustings.

Candidates (in alphabetical order)

Jo Grady
Web: https://grady4gs.com/
Twitter ‎@DrJoGrady
FB: https://www.facebook.com/Grady4GS/
email: grady4gs@gmail.com

Jo McNeill
Web: https://jomcneillucu.wordpress.com/
Twitter ‎@JomcneillUCU
FB: https://www.facebook.com/votejo4gensec/
email: j.mcneill@liverpool.ac.uk

Matt Waddup
Web: www.medium.com/unite-to-win
Twitter: @mattwucu
FB: www.facebook.com/matt.waddup.1
email: mattwucu@gmail.com

New VC. New Direction?

The Chair of Council has announced the appointment of Professor Mark E Smith as our new VC, to start in October 2019.

We are hoping that Professor Smith will prioritise coming to speak to the campus trades unions who represent frontline staff here and we look forward to welcoming him at Union House. While we were not allowed a formal role in the selection process we hope that our attempts to put forward staff views about the kind of VC we need have had some impact. We delivered the UCU petition, and put forward staff views in meetings with the recruitment firm, and to senior managers. We said that we need someone who understands the damage caused by poorly managed organisational change and poor senior leadership practices. And above all we said that we needed someone who will listen to staff. We said that the new VC should have a salary and reward package more closely aligned with the public sector pay ratio. Professor Smith’s salary will be £287000, somewhat lower than the most recent VC’s pay and close to our request that the VC be paid “no more than 20 times the salary of the lowest paid employee in the University.” (Although this is before including the free house and other perks). We note that this salary does not seem to be much higher than his declared pay in 2015 (according to Wikipedia). We hope this is a good sign and that he might become a champion for our planned fair pay campaign.

So what do we know about Professor Smith? His disciplinary background is as a physicist interested in nuclear magnetic resonance and this may make him understand parts of our University better than others. He is not be confused with the singer songwriter associated with the post-punk group the Fall. He did his PhD at Warwick in 1987. His bio leads us to hope that he retains some understanding of life at the frontline of teaching and research. (We are always hopeful here at UCU). While at Lancaster new links were forged with China, so he may have similar expansionist ideas to those of our previous VCs. This campus may account for his record as 14th highest VC spender on flights,  and we note the environmental issues raised by these ‘offshore operations’ that perhaps conflict with our ‘sustainability’ ambitions. We are hopeful that he will have learnt from his experiences at Lancaster and perhaps understand why large expense accounts are so problematic when frontline staff have had below inflation pay rises and cuts to pensions in successive years.

Those wondering about his relationship with the campus trades unions at Lancaster, might like to see him in action addressing the UCU Picket Line there last March. We will be talking to comrades at Lancaster UCU to find out more over the coming weeks, but our view at this time is to welcome this important appointment and to retain our optimism that Professor Smith will reverse some of the damaging senior management practices we have experienced.  We sincerely hope he will work with us to help University of Southampton become Simply Better.