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Lack of dissemination of information. Break-up of teams. Transferable skills not recognised &%2V      V]8Xx @ A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$ @ #  ? 33"@  H( H&# H H  p'"0e0e?Title 1 Wh  D<___PPT11 4Researchers  a priority <(     H  Q"0e0e?,Content Placeholder 2 `` <4___PPT11  4Negotiate agreements that increase job security Negotiate on support for research careers Raise researchers issues with ministers, funding councils and all interested parties We need more researchers to join us: your voice is heard; issues raised; a stronger negotiating position (   V]8Xx H A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$ H #  ? 33"D @P(  P P  p(&"0e0e?Title 1 `}   " r P C A ?Tv(  $ P #  ? 33" {s`X/( 0" X X  px!"0e0e?Title 1<@ h  D<___PPT11  About ӣ <  (      X  Q"0e0e?,Content Placeholder 2 `` <4___PPT11  lNegotiate your pay and conditions locally and nationally Provide individual advice and support (backed by UCU legal scheme) The voice of your profession  education policy, research funding and strategy, defending jobs, pensions, education provision (   V]8Xx X A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$ X #  ? 33"J UM` (  ` `  xG"0e0e?Rectangle 2@'t PH___PPT11(  aThe picture across the UK is that the percentage of fixed-term contracts in use for research staff is on the decline. However, the figures for 2010/11 remain a cause for concern: 68.9% (70.8% 2009/10) R   $$    V]8Xx~ `  x8W"0e0e?Rectangle 3 \ 80___PPT11 rFixed term facts and figures (  ` A ?? ucu_main_col_lgPicture 4ucu_main_col_lg,$ ` #  ? 33___PPT10e+D=' = @B +" hg(  zSmM h h  x"0e0e?Rectangle 2\ 80___PPT11 However, there are huge differences in how HEIs use FTCs for research staff. We do know that FTCs are still routinely used for the majority of first appointments but some HEIs do appear to have moved some research staff onto open-ended contracts  others appear to continue to use FTCs for the vast majority of research staff. H H H  V]8Xxm h  x"0e0e?Rectangle 3 \ 80___PPT11 a Use of FTCs   (   h A ?? ucu_main_col_lgPicture 4ucu_main_col_lg,$ h #  ? 33___PPT10e+D=' = @B +"! ,$p( ;" p_ p  xHl"0e0e?Rectangle 2Yl H@___PPT11  CInstitution Researchers on FTCs (HESA figures) 10-11 09-10 Total (10-11) Sheffield 90.7% 90.6% (1010) Liverpool 87.6% 85.2% (690) Manchester 86.4% 87.1% (1925) Lancaster 85.1% 85.3% (285) Leeds 79.9% 77.9% (965) Cambridge 62.8% 73.8% (3020) Bristol 44.4% 42.4% (1085) Glasgow 15.2% 11.8% (895) UCL 2.6% 2.3% (2395) Aberdeen 2.1% 59.2% (610) 2 T_&B  a  V]8Xx{ p  x`&0e0e?Rectangle 3\ 80___PPT11 oUse of FTCs some examples (  p A ?? ucu_main_col_lgPicture 4ucu_main_col_lg,$ p #  ? 33___PPT10e+D=' = @B +" x( " x x  x"0e0e?Rectangle 2\ 80___PPT11 We also know that behind those figures are some very different realities: Some institutions continue to use FTCs for the vast majority of their research Some have moved most staff to open ended contracts Some employers do little to find alternative employment at the end of the FTC or fixed-term funding whilst others do actively engage in seeking to avoid a dismissal at the end of a FTC or fixed-term funding period.(J Y    V]8Xxw x  x"0e0e?Rectangle 3\ 80___PPT11 kMoving away from FTCS (  x A ?? ucu_main_col_lgPicture 4ucu_main_col_lg,$ x #  ? 33___PPT10e+D=' = @B +" ( " .   x(&0e0e?Rectangle 2 ph___PPT11H@  Statutory rights: FTC Regs, Equal Pay, redundancy payments, statutory maternity provisions Contractual rights: pay, hours of work Negotiated policy: progression, redundancy avoidance schemes, protection of FTC staff, enhanced maternity provisions  $J$  $$$d$&    V]8XxO   xxM&0e0e?Rectangle 3\ 80___PPT11 C Your Rights  (  A ?? ucu_main_col_lgPicture 4ucu_main_col_lg,$  #  ? 33___PPT10e+D=' = @B +"   (     xh"0e0e?Rectangle 2'D\ 80___PPT11 Employer cannot treat a fixed-term employee any less favourably than a comparable permanent employee unless such treatment can be objectively justified.   V]8Xx   xW&0e0e?Rectangle 3 \ 80___PPT11 OFixed Term Employees (Prevention of Less Favourable Treatment) Regulations 2002P P O   A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33___PPT10e+D=' = @B +"   @( "    xH&0e0e?Rectangle 2i\ 80___PPT11  The use of successive fixed-term contracts will be limited to four years, unless the continued use of a fixed-term contract is justified on objective grounds.    V]8Xx   x&0e0e?Rectangle 3 \ 80___PPT11 OFixed Term Employees (Prevention of Less Favourable Treatment) Regulations 2002P P O   A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33___PPT10e+D=' = @B +"  '`(  \   xR&0e0e?Rectangle 2i\ 80___PPT11 PUCU has always held that fixed-term funding should not be used as a  blanket objective justification for keeping staff - especially researchers - on fixed-term contracts. Our position has now been vindicated in the case of Ball v Aberdeen University.    V]8Xxy   xHS&0e0e?Rectangle 3u\ 80___PPT11 mObjective Justification     A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33___PPT10e+D=' = @B +"{  (      pV"0e0e?Title 1 `}  \T___PPT114, Ball v Aberdeenh           H&0e0e?,Content Placeholder 2 `` <4___PPT11  $Dr Andrew Ball offered a 4th ftc Sought confirmation that he had been made permanent University: no guarantee of further funding, used as objective justification Tribunal said that short-term funding could not automatically provide justification to use a further ftc. Dr Ball made permanent %$L       V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33"r   (  |   p8&0e0e?Title 1 `}`  <4___PPT11  t Consultation,       D   &0e0e?,Content Placeholder 2 `` <4___PPT11  Lancaster University v ӣ (EAT). ӣ won. University failed to consult over potential FTC staff redundancies (with the aim of avoiding the dismissals) Stirling won an appeal (02/12) against ӣ on the issue of the legal obligation to consult ӣ in collective redundancy situations relating to FTC staff ӣ believes that the Stirling decision is inconsistent with previous decisions and are seeking leave to appeal.$3   V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS$  #  ? 33"M XP (     x&0e0e?Rectangle 2/i\ 80___PPT11 The legal rights of fixed-term and open-ended staff are the same in relation to dismissal: Dismissals must be for a  fair reason There can be no unfair selection for redundancy There should be consultation about dismissals (collective and / or individual) The employer is under a duty to seek ways of avoiding redundancies After 2 years service there is the right to redundancy pay :[ %  [&  V]8Xxt   x(&0e0e?Rectangle 3\ 80___PPT11 hImproved Security?     A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33___PPT10e+D=' = @B +"  b( zSmM    x&0e0e?Rectangle 2ii P___PPT110(___PPT9d\     2vImproving security of employment means more than securing permanency or an open-ended contract. It means: Staff being treated as an integral part of the University community  a cultural change Ensuring that resources are managed in such a way to avoid redundancy situations Breaking the employment link between individual research projects and individual researchers Having effective systems in place to redeploy staff as and when necessary xj ZQ Z Z3  3   V]8Xxt   xH &0e0e?Rectangle 3\ 80___PPT11 hImproved Security?     A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33___PPT10e+D=' = @B +" YQ (     pX^&0e0e?Title 1 `}`  <4___PPT11  zNegotiating policy,       &0e0e?,Content Placeholder 2;{` <4___PPT11  [ 1. Establishing FTC policy along ӣ guidelines 2. Once policy agreed, implementation at all levels i.e. HR; line manager or PI is vital 3. Publicity, transparency and good communication at the local/departmental level is very important   V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33" C; ( zSmM    ph&0e0e?Title 1 `}`  <4___PPT11  Responses to short-term funding,     b   &0e0e?,Content Placeholder 2 `` <4___PPT11  8 Centrally structured and managed communication between PIs working in similar fields about forthcoming projects and grant applications can support forward planning and clarity about available options   V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33" [S@(  y   px&0e0e?Title 1 `}`  <4___PPT11  q Responses,          &0e0e?,Content Placeholder 2 `\ 80___PPT11 jResearchers work across a number of projects within centres and clusters. Can support retention and development of research capacity Performance related issues should be managed according to relevant policies Better monitoring, record-keeping and communication     V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33"O P(  y   pxB&0e0e?Title 1 `}`  <4___PPT11  q Responses,       $   Hl&0e0e?,Content Placeholder 2 `` <4___PPT11  Putting in place mechanisms to maintain employment where a researcher s work is likely to continue eg bridging funds Proper, fair and consistent redundancy processes Active redeployment policy  up to a year before funding ends. Requires good communication, planning, joining together recruitment procedures with at risk staffHGG   V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33" pW(     pH&0e0e?Title 1 `}`  <4___PPT11  Research Excellence Framework,     8&0e0e?,Content Placeholder 2 `` <4___PPT11  ,Research environment  how supportive, especially early career researchers Many excluded from REF but under it must support researchers who work on projects UCU believes that to demonstrate a good research environment departments should show evidence of improving security of research only staff for example support for research staff moving between projects and evidence of support for research careers.    V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33" ( (     p(&0e0e?Title 1 `}`  <4___PPT11  .How do we create sustainable research careers?,/..  8   ]&0e0e?,Content Placeholder 2 `\ 80___PPT11 Are research careers really that different from others? Only a stepping-stone? How do we increase job security and create clear career paths? What are the opportunities to achieve this? National role profiles, REF, Concordat, full economic costing, CROS, Researchers Charter. How can we use them? UKRSA working with UCU (tG&  n  V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33" 80(     p&0e0e?Title 1 `}`  <4___PPT11  xWhat Can You Do?,    f   Xm&0e0e?,Content Placeholder 2 `\ 80___PPT11 @Join UCU ( www.ucu.org.uk/join ) Encourage colleagues to join Your rights: Researchers Survival Guide www.ucu.org.uk/index.cfm?articleid=3228 UCU Researchers Network www.ucu.org.uk/elists Help your branch  you can do as much or as little as you are able   V]8Xx  A ?? ucu_main_col_lgPicture 4ucu_main_col_lgS-$  #  ? 33"k6" +#D( ȫ D D  v8?4Slide Image Placeholder 1    D  9&0e0e8?(Notes Placeholder 2 0   4   V]8Xx D l "?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$ D #  ? 33]3;" 330L2(  L L  v8?4Slide Image Placeholder 1   - L  B"0e0e8?(Notes Placeholder 2 0  |t___PPT11TL ,6+Leeds University Leeds UCU negotiated a very good fixed term contract policy with the employer that included the following: 1) It states that the University is committed to protecting and maintaining the security of the employment of its entire staff, irrespective of contract type or funding stream as far as possible. It will ensure that appropriate avenues are explored to avoid redundancies. 2) An Employment Security Review Group will meet and look at lists of staff whose contracts are nearing their end date. It will aim to avoid the terminations of employment; reduce the numbers of employees whose employment will terminate; mitigate the consequences of the terminations. 3) Redundancy payments are staggered: from 4 months net pay for those with over 4 years service to 12 months net pay for those with over 8 years service. 4) Staff who are eligible for redeployment and who, through this policy, are entitled to an enhanced redundancy payment will be offered the opportunity to remain in employment on the redeployment register for an extended period up to a maximum of an additional 6 months as an alternative to receiving some of their enhanced redundancy payment. 5) Where the use of fixed term contracts is justified, they will typically be used for periods of up to three years. For subsequent contracts that extend employment beyond three years, fixed term contracts will not be used other than in exceptional circumstances, e.g. a short extension to finish a project, to cover a bridging period etc. 6) The University will, at least once a year, review the non-core funding streams available within each Faculty / Service through the annual planning process. The University will provide the trade unions with summary information on changes to external fixed term funding and the potential impact on posts of such changes, including funding streams expected to cease and known and possible new funding sources Manchester University Following University of Manchester UCU s longstanding commitment to ftc staff, and after lengthy negotiations, Manchester University introduced a new  Contracts of Employment policy which covers staff with fixed term and sets out the procedures in place aimed at avoiding unfavourable treatment and compulsory redundancy, including consultation with the local trade unions and access to redeployment opportunities within the university. Unusually, the policy also provides for an extended paid notice period of three months for those staff on permanent contracts after their external funding expires if this occurs before they have been able to secure another post, to enable more time for them to seek redeployment opportunities. In addition, if nothing is found in this period and staff leave the university, they continue to be able to access the redeployment register on the same terms as employees for a further three months. Although not a wholesale move to job security for research staff, it is a step in the right direction and the UoM UCU branch is working to try and ensure that it results in improvements for this group who currently number well over 1000. Bristol University One of the earliest UCU branches to negotiate a FTC agreement (2004). It includes: 1) a redeployment policy that covered all areas of work its emphasis was on achieving better opportunities to retain researchers. Departments that have achieved a change of culture now keep a record of researchers and their skills, and especially those at risk of redundancy. When new grants are awarded, Pis are required to check whether any researchers at risk would be suitable for the new project (rather than assuming every new project equals a new appointment) and to give the work to them without competition. These issues are kept under review at faculty level because some researchers are suitable for work in more than one department. 2) new pay and grading arrangements agreed nationally by UCU and the employers (framework agreement) were implemented locally and resulted in a significant pay rise for many researchers. 3) A research only career pathway was introduced with progression from the lowest profile to research associate is near automatic. Some signs of progress for researchers moving up to a higher level  depends on the PI writing an appropriate role into future bids. Example of UCU raising issues with organisations UCU s response to the draft Concordat to Support Research Integrity produced by Universities UK included the following points. The full submission is available. We are concerned that the concordat treats research integrity solely as an issue of individual misconduct, rather than addressing the features of research funding and career structure that could encourage misconduct. In our view, the marketisation of higher education (in its widest sense) and increased managerialism represent major threats to research integrity. Addressing these structural issues will be one of the most effective ways in reducing acts of academic misconduct. UCU believes that any framework on research integrity must include a statement on academic freedom and a recommendation that all staff engaged in research need to be covered by the institution s provisions relating to academic freedom. The document needs to acknowledge that insecurity of employment, and in particular the endemic use of short-term, fixed-term contracts has the potential to undermine research integrity as fixed-term contract staff often feel unable to challenge unacceptable behaviour. }y }  v  $$         9     Xx L l8&?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$ L #  ? 33`$?"  $$PT#(  T T  v8?4Slide Image Placeholder 1    T  &0e0e8?(Notes Placeholder 2" PK!(&[Content_Types].xmlAN0EH%,BM #{X$ccB{{&m TƫvՌ}Z_VH68O}6ōV;dnV]DVBz9v I&]Hd9DУkce\%C7;DpZCE,S+pL]q4+܇#_d5;Tϐ#La\b'%ӚKE:olW:QpfCPK!]  _rels/.relsj1 @h_B֐BWaLΖ5yB/dˠA 0xM e`J FG2p%}iRdITD10Z)4(I9`mtB{ƁmtπnTg 險,ܗr>j1W*@ŀӚZ7O#KOiPK!h'Tdrs/shapexml.xml\mo6>`Aסuf) QgǁXDj$:Hv08(:y玢umq'm/BJ׍ݼSYX'T-Z䬼|wwTVvʵst2Zv¾ԽTPҦvirvrrt*Ϡ)unnByż\붖8)'^ ˕6wH|Mj#>(G})``8 &tLAp=tkzK,x,:vPTL"u¤96ek+,ׯa6e^y{3,YKԶ-Vg 䥃Ԯt w}8Xw]@*ɝ֋% +PCY6ηNWrJշoZ|'Yo+Y lnm-}+% ۷j&'";,Q5@H°ڲF,~pKKq.̆QCTe),N1HP`󭪨yR WwIJrX@H+X64 rtl͎T."3THĉ%F>hftb vNٰZaԳR.ILbɺt;+<}i6`_J/*4Jh ڧh+eQmFuc=Qs~Joږ-9VMLR"zL q;v=0kC)ZmW4xYynU-@Nq%}TPY8ÓΊ?*E9{D%r(ZrD w(O#=#RRĞ 2bvX\4ʣÇm(aakHUυL@[Fs |U0(,-?YZ%%,x=#WqM9- ?B2D>T֪ZF>-58{@k͌A1 De s,~hhE"\PHpA p1pA\MWnFFD!j1!z@DVBL*Fl2tk9>-LIa[V==(/Df8{W -ABԀ"aȑ=OH=mш%RaCߞA ^LI,cZ2,JFu~ oOx L(eee=E~ "! q1˦@ GH333"./ :( HFf,F3363636fVTg &H$f@f@f@ J#nL{&fˑ_\-,@6Ke沔m%xhh";$42y q}їpA6dYJ1,bgBih}fhM9N??8 ?n@>&_ 㕏X8oǷ2O:ELplm?~jT]m;82Ϙʮ9ES<|Ñ5oh鏍#0P-籭 UMo0 +Cd+,$hhNH ]_?Jv>ڝvaHE>{0/vQTBm*tm)pӄMd 9a:%z:Hpg97c"O [{klCNDOIi]ʓ'XL hQt%~*vʸ c0WTf5DEE<8@=^܂ӥr 惡;! û U8/R1]bo4Tben G8%*#l=R1dek2l FXrfg).rJR0 t oy:uO2OhZ;d- t~#!׈%vﱟ\XtLۺM0j|V·  0d  LD___PPT11$ Almost 120,000 members, including lecturers, researchers, computer staff, administrators and postgraduates in universities, colleges, prisons and adult education. The largest post-school education union in the world. Run by its members for its members. Member-led Members belong to branches or local associations, generally workplace-based. Elect local officers and reps to represent them, with support from full-time regional and, if needed, national staff Elect delegates to national conferences, congress and National Executive Council (NEC) Branches / LAs also belong to regional committees who hold regular meetings Congress is the supreme policy-making body. Meets annually. The National Executive Council (NEC) is responsible for conducting UCU business between congress. Anti-Casualisation Committee (ACC) is a national committee representing staff on casualised contracts including hourly-paid and fixed-term staff and advises the work of the NEC. It represents UCU members who are hourly-paid or on fixed-term contracts and hp, ft and postgraduates sit on this committee. ACC priorities To identify and promote means of improving job security for FTHP staff in FE and HE To promote the explicit inclusion and integration of members on FT and HP contracts within the union To gather information about the pay, terms and conditions of FT and HP staff in FE and HE To ensure the inclusion of hourly paid staff in pre and post-92 sectors in JNCHES national negotiations including a review of progress of assimilation of hourly paid staff under the Framework Agreement To improve communications with FT and HP members and potential members To promote the organisation and recruitment of fixed-term and hourly paid staff at national, regional and local level. If you aren t sure how to contact your branch. Branch finder: http://www.ucu.org.uk/index.cfm?articleid=3771 TP[ PP+ .    d   ?    .   +Y V]8Xx T l&?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$ T #  ? 33 ="   p\N (  \ \  v      !"#$%&'()*+,-./0123456789:;<=>?@ABCDEFGHIJKLMNOPQRSTUVWXYZ[\]^_`abcdefghijklmnopqrstuvwxyz{}~8?4Slide Image Placeholder 1   s \  (&0e0e8?(Notes Placeholder 2"KEPK!(&[Content_Types].xmlAN0EH%,BM #{X$ccB{{&m TƫvՌ}Z_VH68O}6ōV;dnV]DVBz9v I&]Hd9DУkce\%C7;DpZCE,S+pL]q4+܇#_d5;Tϐ#La\b'%ӚKE:olW:QpfCPK!]  _rels/.relsj1 @h_B֐BWaLΖ5yB/dˠA 0xM e`J FG2p%}iRdITD10Z)4(I9`mtB{ƁmtπnTg 險,ܗr>j1W*@ŀӚZ7O#KOiPK!T+drs/shapexml.xmlTMo1W| IP"% T=z;vm/~}gK9U 4^yq{j*\ШlQ*?_cQgrw r0t\膽^Pk]CN#ݕW=u!C]z5T(G 7lvEUdZ ٨PzmMۺqZ !Bg/.t@/9Cŏ{Gr[%1ݝ-N+ 9naȎcSEu݀R2upsCՌpM~~M}o "EdRb\cHuysor͛|T^3Z! !oS1j,>MSWURޙx8DhHj&HՆ"YRlJ.ǥr3SG0AKGT[[&|ܳL ?ڇʘ/I9^iwvRtYj4STk8Lg>H매eɱJZ! eHb;7^6đB=+ ۞[-I"lW+,?UjEp,QAXJMG̏Ĺk|pr O({H#sJL1j.m>ZۛD)z__ԻUѼBow-fKPK-!(&[Content_Types].xmlPK-!]  ,_rels/.relsPK-!T+(drs/shapexml.xmlPK-!8drs/downrev.xmlPK: 0   PZ   V]8Xx \ l&?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$ \ #  ? 33" dH(  d d Nv&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx d  Z8?Rectangle 2    d  ~ȓ&0e0e8?Rectangle 3 @P  80___PPT11 uFigures taken from HESA data 2010/11. This is the % of those who are returned as research only staff who are on FTCs.v v v  V]8Xx$ d #  ? 33W" l(  l l NX&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx l  Z8?Rectangle 2   V l  ~&0e0e8?Rectangle 3 @P  80___PPT11 P    V]8Xx$ l #  ? 33 " c[t(  t t N(&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx t  Z8?Rectangle 2    t  ~P&0e0e8?Rectangle 3 @P  80___PPT11  Figures taken from HESA data 2010-11. They show the % of staff who are returned as being on research only contracts who are on FTCs. For information on other universities: http://www.ucu.org.uk/index.cfm?articleid=3539 Although there are benefits to moving staff onto open-ended contracts such as changing the culture of seeing staff as temporary and showing some commitment to retaining them, as well as making it easier for staff when dealing with banks etc that won t always lend to those employed on ftc, it is down to putting systems in place to retain researchers that will make a real difference. Turnover at UCL is still high despite only 2.6% being on ftc. Following the Ball v Aberdeen tribunal, Aberdeen UCU negotiated improvements around consultation and redeployment, to prevent ftc staff being made redundant. The campus unions, including UCU, regularly review staff who become  at risk via a Joint Consultative Committee on Redundancy Avoidance (JCCRA). This has allowed UCU to identify areas of concern and discuss improvements to the policy. The result after 2 years is that around 60% of staff who are placed  at risk find continued or redeployed roles at the institution. For staff  at risk , the policy includes: 2 weeks exclusive access to new employment opportunities at the University The right to consultation meetings Funding for training Careers advice and support The maintenance of spinal point for staff redeployed to similarly graded roles The right to trial posts at lower grades for a month with no detriment to redundancy payments Provisions for staff who are pregnant when they become  at risk The right of appeal  wZ      Y  V]8Xx$ t #  ? 33W!" |(  | | N&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx |  Z8?Rectangle 2   V |  ~h&0e0e8?Rectangle 3 @P  80___PPT11 P    V]8Xx$ | #  ? 33 :" A 9 (    NH&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx   Z8?Rectangle 2      ~&0e0e8?Rectangle 3 @P  80___PPT11 zStatutory rights are general rights in law. Examples include: right to be protected from discrimination, access to an employment tribunal, maternity rights  access to preferential treatment when competing for a redeployment opportunity; Health and Safety rights  bullying, workstations Contractual rights eg pay, promotional opportunities, inclusive of some collective agreements Local policy  branches/local associations negotiate policies with management. Might be a new policy or to improve an existing one. &5    V]8Xx$  #  ? 33 "   0 (    N"?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx   Z8?Rectangle 2       ~&0e0e8?Rectangle 3 @P  80___PPT11 Relates to all terms and conditions including pay, career development, pensions, sick pay, promotion, training, governance, opportunity to apply for permanent posts. Key issues: law states  less favourably not equal so the employer is allowed to consider the whole employment package;  objectively justified defence available to an employer. Comparator = one engaged in the same or broadly similar work having regard, where relevant, to whether they have a similar level of qualification, skills and experience. The regulations do not define objective justification. UCU believes that there should be fair, transparent and objective reasons for placing a post initially and subsequently on a ftc Right to written reasons for any less favourable treatment. Model letter on UCU s website. The employer must respond within 21 days. If the employer does not respond or you get an unsatisfactory response you may be able to take your case to an Employment Tribunal.  :e      V]8Xx$  #  ? 33K "  P (    N&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx   Z8?Rectangle 2   J    ~x&0e0e8?Rectangle 3 @P  80___PPT11 D If you: are on at least your second ftc, or have had your contract renewed; you have 4 years service; and the employer cannot objectively justify the use of a fixed-term contract then your contract will be regarded as permanent. There is no limit on the duration of the first fixed-term contract, although if a contract of four years or more is renewed, it will be treated from then as permanent unless the use of a fixed-term contract is objectively justified Can request confirmation that permanent or reasons why you remain on a ftc. The interval between contracts that results in continuous service being broken is determined by case law and statute and varies according to the circumstances. For instance, if a new contract has been agreed before the previous contract has expired, the employee will be continuously employed so long as the new contract starts within four weeks of the end of the old one. Alternatively, where a further contract is not agreed to before the first one expires but begins within a week of the previous one expiring, continuity of employment will again not be broken. S ST$   G  9  V]8Xx$  #  ? 33W" p(    N&?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx   Z8?Rectangle 2   V   ~&0e0e8?Rectangle 3 @P  80___PPT11 P    V]8Xx$  #  ? 330 -" (     v8?4Slide Image Placeholder 1      &0e0e8?(Notes Placeholder 2"s m PK!(&[Content_Types].xmlAN0EH%,BM #{X$ccB{{&m TƫvՌ}Z_VH68O}6ōV;dnV]DVBz9v I&]Hd9DУkce\%C7;DpZCE,S+pL]q4+܇#_d5;Tϐ#La\b'%ӚKE:olW:QpfCPK!]  _rels/.relsj1 @h_B֐BWaLΖ5yB/dˠA 0xM e`J FG2p%}iRdITD10Z)4(I9`mtB{ƁmtπnTg 險,ܗr>j1W*@ŀӚZ7O#KOiPK!KW %%drs/shapexml.xmlWo6 AKm-ۀ{,[nȒ'ɹ$@mCWv[|eM&MP&Ee^2ٯRm^yo*?k2M&>_;(ku5dˤq+ ZO.ӟ'5TF^)]6 GT]8Q|/]>ؠXhB9q!' c|S@ _pc?;99p4]`"Z}alnG /6nQ f{bӺW)8-8%L~^];)jxW}*pAt:h0n:nԚ 㸈(ɘaX:蝠2߻"9 i$MFw.h%ѸF/ayZ$ӧ}3,ϸ|9}#O^JmַaؽYX瘋P L-Veno=t#; |gW_o *_VMZDJ*u{{El`la%?I*~wq#wbmlG􋦷24Df'1 (>T5(ֽ#2^ygF+z{ ~lҙ"ibh"3 K Zئv.;531uqE[ˁjEe(F$4IZX 9!mcR ڃNT_9|׈z5/^r5w!D%! 'b؄Tq(UAV10Tփcޛm+Y6N;Z*χ`&XwJ=> o3?ޙyWPV\|"y-&K_PK-!(&[Content_Types].xmlPK-!]  ,_rels/.relsPK-!KW %%(drs/shapexml.xmlPK-!7`_ drs/downrev.xmlPKb  0\  D<___PPT11 2 Ball v Aberdeen (Employment Tribunal) 2008 Dr Ball had been continuously employed at the university under three successive contracts which began in April 1999. Each contract had been linked to external short term fixed-term funding. His third contract ended at the end of May 2008, and was offered a fourth fixed term contract. When Dr Ball sought confirmation of his permanent status under the Regulations he was advised that as the University had no guarantee of further funding beyond the end date in his contracts they believed there was an objective justification to continue to employ Dr Ball on fixed-term contracts. The case was taken to tribunal who found that Dr Ball suffered genuine disadvantage in being kept on fixed-term contracts; uncertainty of future employment, disadvantage in terms of career progression and professional development, and potential difficulties in obtaining credit. These disadvantages were not outweighed by the disadvantages claimed by the university in employing Dr Ball on a permanent basis. These included the difficulty in using the redundancy procedure (which should have been applied to fixed-term researchers in Aberdeen in any case). Consequently, the tribunal found that the university could not establish objective grounds for continuing Dr Ball s employment on a fixed term basis. The tribunal rejected the university s case that short term funding could automatically provide a justification for employment on a fixed term, and found that the university had failed to carry out any assessment as to whether Dr Ball could have been offered a permanent contract in 2002 when his third contract was offered. The tribunal therefore gave a declaration that Dr Ball could consider his post as permanent. 0Z*      V]8Xx  l&?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 33," ME(     v8?4Slide Image Placeholder 1   &   0e0e8?(Notes Placeholder 2 0d  LD___PPT11$ Lancaster - Legally-binding as an Employment Appeal Tribunal judgement. Case was taken by UCU under S189 of the Trade Union and Labour Relations (Consolidation) Act 1992 for a failure with the trade union in a collective redundancy situation. The Act requires employers to consult with the recognised trade unions whenever there is the possibility of 20 or more redundancies in a 3 month period. In the Lancaster case, the employer did not engage in consultation over the potential redundancies of FTC staff but merely sent lists of those whose contracts were ending to the union. The employer argued that the legislation was not intended to be used for FTC situations and that the it was up to the union to raise concerns when the lists were sent to them. The tribunal disagreed and found in favour of the union. The employer appealed the case to the employment appeal tribunal and lost  making the ruling legally-binding. The university was made to pay two months salary to each of the ftc staff that were made redundant. This was a significant victory for UCU and is now being used to encourage employers to negotiate redundancy avoidance agreements that include ftc staff at a number of universities. Stirling case - The Employment Appeal Tribunal (Scotland) has ruled that the university s reason for dismissal was that the employees in question had agreed to their contract being of limited duration, therefore the employees were dismissed for a reason relating to them as individuals and thus were not dismissed as redundant within the meaning of this part of TULR(C)A. Accordingly, there was no duty to consult with UCU under section 188 of the Act. In summary, branches / LAs are urged not to let this isolated decision affect our strategy of securing robust redundancy avoidance policies covering all staff but should also consider pursuing claims for permanence for FTC staff with 4 years service or more. 0- H 8 $   V]8Xx  l?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 33W  " (    NQ?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx   Z8?Rectangle 2   V   ~0e0e8?Rectangle 3 @P  80___PPT11 P    V]8Xx$  #  ? 33W  " (    N{?Rectangle 7_ L___PPT11,   hdman`  Arial&Monotype Typography 0___PPT10  p*   V]8Xx   Z8?Rectangle 2   V   ~80e0e8?Rectangle 3 @P  80___PPT11 P    V]8Xx$  #  ? 33( " y5(     v8?4Slide Image Placeholder 1   Z   ث0e0e8?(Notes Placeholder 2 0T  <4___PPT11  FUCU Policy Commitment from University to reduce the use of ftc and effectively manage remaining ftc Ftc only used for transparent and objective reasons where employer can demonstrate a genuine need Sets out procedures for managing ftc Commitment to joint monitoring and review Research has shown that PIs may not identify with the role of line manager in terms of implementation of HR policies. A key challenge is to ensure policies and line management roles fit with research work and aren t seen as external Research into the management of researchers within universities in the light of the fixed-term employment legislation has been produced by Vitae  a researchers career development organisation.  Researchers, fixed-term contracts and universities: understanding law in context Published by Careers Research and Advisory Centre (CRAC) Ltd by Dr Liz Oliver and Dr Tristram Hooley http://vitae.ac.uk/CMS/files/upload/Fixed-term%20contract_July_2010.pdf Some universities tried to retain researchers and the report explains some of the ways they did this. One head of a research centre emphasised how they preferred to keep researchers, explaining that they invested quite a lot in researchers skills and knowledge and wouldn t want to lose people if they could avoid  it makes no sense to us. With redeployment, it was often down to managers taking it seriously.  It s going to take less time than someone coming in from outside because they re familiar with the environment. It was suggested that, for researchers with more generic research skills, to move between projects as required within a department. An experienced researcher stated,  You've created people who are highly-trained thinkers, who can organise their time, who are motivated and if you can't use those skills in an organisation there's something not quite right. Another idea raised in the report, as not all researchers are early career, was to develop longer-term roles for researchers within institutions that would support the balance between work and family life for researchers. This would mean that excellent researchers who might otherwise consider leaving research could be retained. Also, saving on redundancy and recruitment costs and giving researchers another option in developing their career. 2 ;  "          G 9  } V]8Xx  l,?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 33) " 0r(     v8?4Slide Image Placeholder 1      0e0e8?(Notes Placeholder 2 0T  <4___PPT11  Taken from Vitae report   V]8Xx  l?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 33o+ " /'` ( hh    v8?4Slide Image Placeholder 1       0e0e8?(Notes Placeholder 2"|vPK!(&[Content_Types].xmlAN0EH%,BM #{X$ccB{{&m TƫvՌ}Z_VH68O}6ōV;dnV]DVBz9v I&]Hd9DУkce\%C7;DpZCE,S+pL]q4+܇#_d5;Tϐ#La\b'%ӚKE:olW:QpfCPK!]  _rels/.relsj1 @h_B֐BWaLΖ5yB/dˠA 0xM e`J FG2p%}iRdITD10Z)4(I9`mtB{ƁmtπnTg 險,ܗr>j1W*@ŀӚZ7O#KOiPK!C6d drs/shapexml.xmlUKo0 t$m Iv h2LrE,E2һ05:;<Ų%Ro`".tV+ݧ'c-7Q4KD'T4CC̖x$ ̨fEi)2/!]pIB0ʼnDxn1I JSGpE;QE_ b \L#2"&:<#b%ZmZEjzqx(ÌVHH!1G;G ͋eQEC+eHgZIviu|׉D7+64hQb7V4Q<,-[p7)K<2}usgmpa%_[c4|$~DUSk U\TO%f7["nb"Ǯ/uH̻4\Pg ہsMHRM!N lh^p3rwz}5PK!yZdrs/downrev.xmlDn0EHk*uNPAU+8 IVtyuYzӈ+9_[V8I@V\*8s> ,Ҧ?9ð"'?զ<(>} Eh r PK-!(&[Content_Types].xmlPK-!]  ,_rels/.relsPK-!C6d (drs/shapexml.xmlPK-!yZidrs/downrev.xmlPKk 0T  <4___PPT11  p Z   V]8Xx  lZ?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 33*8 " R*J**(     v8?4Slide Image Placeholder 1   +%   0e0e8?(Notes Placeholder 2" × PK!(&[Content_Types].xmlAN0EH%,BM #{X$ccB{{&m TƫvՌ}Z_VH68O}6ōV;dnV]DVBz9v I&]Hd9DУkce\%C7;DpZCE,S+pL]q4+܇#_d5;Tϐ#La\b'%ӚKE:olW:QpfCPK!]  _rels/.relsj1 @h_B֐BWaLΖ5yB/dˠA 0xM e`J FG2p%}iRdITD10Z)4(I9`mtB{ƁmtπnTg 險,ܗr>j1W*@ŀӚZ7O#KOiPK!c>*9drs/shapexml.xmlZmo6>`Aסuj) gǀXDi:Hּ`6 t{rLݶm1|^iS4\O_.߿1:BUѓVwo9l]$_9׎GXZu/V-[+E{=jqAEu5:~TG`کE8ڬ\LWyfT U7NwٴR^5B y,)hYS; 5 ZX zkKf5aڅݶЬy͡g t/j۞ѡ"M9gcU:Ϫo_o:*~l*O )SIyESʝY[ ]nU͐%ulZMus95eƸY*շo +ЋMjۃmTJ?v,}мZ!#Z3/ .n`dWY@kVg Tٝw:1Z3sb:&G&W\\nLAippbZF{q@ {ĉ^b_%PK &ie/4N)CR!Ss(j #rAAsNYLU֛JX$ŇHS0WlΣM$7P f1[afFTũE*+8CUU韩_I6M$zQZwKTWJ+0G2xӼ/c9]S d0b0X!~KQzԅ C93~7h4)(;-!WNc[*aJNӼ*|WZadq·\dD3 ;D n5lL*|'=U' ͈8$`;3%;\NOX)acؒ Q/`$5 ĦI5$M^Ȏ7@3-BKB A 1?*"K@uAlbU+O|D(b! dA ]-8"CQSr΢X@<@ ͱi!7'Y\PMO0 +QhƱZ+1$C+/uYhDIz#g'MӰDY%*{尅W1R[ڲ~?ew)#mk>'2Kƒ& X%YV#4"IK*PI  kup+#*Tj;N+fʲ/P%Ӟg ?98(O1 V%1?@řuRɂGs7!#[V )t휠37PK!_wdrs/downrev.xmlDN0HH\u(BTj ԖX6MX\z}d{ub:' KL' qw" #9f}}ܸQ|:F%\Pl)yK1EhiLpy-NCKo[~aG,?fOemK*oogPx. <_3{ =BrKPK!b(Vdrs/_rels/shapexml.xml.relsJ0;i="m+l $64$oo<(.gyqb[eX{cyl?@(ZP}w{ӼS,Ɇ$©)DJ2|\T.1Hx_U]hZGS8]Bjzz]'p*Rt炪8Ram^:uFm`C]d Koޔ>sv ^}PK-!(&[Content_Types].xmlPK-!]  ,_rels/.relsPK-!c>*9(drs/shapexml.xmlPK-!_w* drs/downrev.xmlPK-!b(V+ drs/_rels/shapexml.xml.relsPK>C  0  ld___PPT11D< B& REF consultation - notes from UCU s submission We believe that the following evidence and indicators should be included under the Staffing strategy and staff development heading for each panel: Evidence of improving the security of employment of research only staff  for example: evidence on the use of fixed-term contracts; levels of research staff turnover; facilities to allow research staff to move between projects; availability of bridging funds; effective redeployment systems (including an indication of the levels of success); and agreed policies on meaningful consultation with the aim of avoiding dismissal when research posts are at risk of redundancy 2014 REF - Of particular concern is the definition of  Category A staff in the Assessment framework and guidance on submissions, which in practice will lead to the exclusion of most fixed-term  Research Assistants/Associates  . This automatic exclusion from the REF may, in turn, help to undermine flagship policies such as the Concordat to Support the Career Development of Researchers. We therefore call on the funding bodies to revisit the definitions relating to  Research Assistants/Associates . At the UCU s Higher Education Sector Conference in May 2011, the union reiterated its policy of opposition to the 2014 Research Excellence Framework (REF). We believe that the REF will have a detrimental impact on the UK higher education system, including the demoralisation of staff, discriminatory practices and possibly the closure of departments. Moreover, conference also instructed the HEC  to consider the most effective way for our members to withdraw from participation in the REF . A UCU circular providing a briefing on the new REF assessment framework and guidance in countering possible detrimental practices adopted by management in its implementation was circulated in early November. See UCUHE118 http://www.ucu.org.uk/circ/pdf/UCUHE118.pdf There has been a positive change since the guidance was published in July 2011. The draft framework originally proposed that a reduction in the number of required research outputs for academic staff who had taken maternity leave would only apply if their absence of work was for a total of 14 or more months. In October 2011, the REF team announced that the funding bodies had agreed to drop the 14 month qualification period so that researchers will be able to reduce the number of outputs in a submission by one, for each period of maternity leave taken during the REF period. This was due to comments sent in by  an overwhelming majority of respondents. Many will have been UCU members reinforcing the position set out in UCU s official response to the consultation.Z ZZ 0  _   ,   0b +   b V]8Xx  l贪?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 335$7 " ###(     v8?4Slide Image Placeholder 1      ޫ0e0e8?(Notes Placeholder 2 0  tl___PPT11LD LThe move towards full economic costing of research projects means more research costs can be recovered and used for sustainable research. This provides an opportunity to invest in the research staff infrastructure and to think strategically about how research staff resources are best deployed. Concordat  what does this mean for you. How is your university implementing it? Roberts  no longer ring-fenced and cut Observing the Concordat  requirement of RCUK UCUHE123 highlights the results of the Careers in Research Online Survey (CROS) and Principal Investigators and Research Leaders Survey (PIRLS) and gives advice on using the results locally. In 2011, 5,585 research staff in 46 institutions participated in the Careers in Research Online Survey (CROS). CROS is designed to gather anonymous views of research staff in UK HEIs about their experiences, employment, career aspirations and career development. The previous CROS survey was undertaken in 2009 so it is now possible to compare the aggregate results from the last 2 surveys to track any changes in responses. Although UCU was not involved in devising the survey questions we have been supportive of the process and believe that the process of gathering this data from research staff themselves is a valuable exercise. The aggregate results  the only ones publically available  can be found at: http://www.vitae.ac.uk/CMS/files/upload/CROS2011_Report_Web.pdf In terms of the respondents to CROS 2011: % 74% (67%:2009) are older than 30: the majority are aged 30-44 years, with 16% (16%: 2009) over 45 years old. % 77% (82%:2009) have fixed-term contracts, although that figure rises to over 90% of those aged 30 or less. % Over 60% who had five or more contracts with their current institutions were still employed on fixed-term contracts. % The most common length of contract was 2-3 years (35%) with 23% on contracts on one year or less. Comparison with CROS 2009 shows a distinct shortening of average contract length. The results on appointment processes, information for new post-holders, appraisal and review and integration are generally showing an improvement over the results collated on 2009. However, there appears to be a reduction in the level of understanding of a number of institutional policies, processes and procedures including terms and conditions of employment, promotion criteria and institutional research strategy. Lastly, the level of aspiration to remain in the sector remains high  75% of all respondents are aspiring to a career in higher education. Whilst the aggregate results make interesting reading and can inform UCU policy development, it is at a local level that the results of the survey can be really helpful to UCU in progressing our priorities to improve the security of employment of research staff and develop rewarding research careers. When institutions are considering and discussing their local results we think it is important that UCU is involved in that process  looking at the local survey results and working with the employer to address any issues of concern identified locally. Branches / LAs are therefore encouraged to: Establish whether or not their institution participated in the 2011 CROS If so, To ask to see the local results; To discusses the results with research members with a view to identifying priorities to raise with management; To seek to work with management to address areas of concern identified by the local survey. If not, To encourage them to participate in future surveys / consider running their own local survey amongst research staff in conjunction with UCU.  Z[?  0[ ?   #[Xx  l(Ǫ?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 33+00 " ///(     v8?4Slide Image Placeholder 1   *   =0e0e8?(Notes Placeholder 2 0d  LD___PPT11$ )(If you aren t a member, and are on a fixed-term contract or on insecure funding, you are amongst the most vulnerable of staff. You need a union behind you. We d advise that you join us. A union in your workplace backed by the strength of a national union. UCU members can get representation and support from trained UCU representatives and full-time officials as well as, if appropriate, expert legal advice. We are committed to improving the working lives of our members. We are an effective campaigning union, representing the profession nationally and your voice with government ministers, MPs and relevant organisations such as funding councils. We raise the issues affecting our members, from pensions and privatisation to equality and safety in the workplace. Joining together collectively to take steps to improve your employment conditions means that you don t have to tackle these issues alone. You will be updated on local and national issues and can have your say. As a member, you will gain access to our full range of member benefits a package that includes access to specialist personal injury legal aid delivered by expert lawyers, as well as financial advice and insurance through our partnerships with Endsleigh and Aviva. Every member also gets a copy of our union magazine, UC, free, as well as discounted access to the Journal of Further and Higher Education. If you are a member or decide to join us, your branch would welcome your involvement at whatever level suits you. Raising your union s profile with colleagues, distributing information, putting up posters, recruiting colleagues is all important work. Members give our union strength so the more of you that are active the more we can achieve. You can work within your union so you don t feel exposed but can still help to make progress on things that matter to you. Speak to your branch and offer your help. Talk to colleagues  you are best-placed to do this. Find out what concerns them. Explain how researchers are a priority for UCU, distribute leaflets or the Researchers Survival Guide. Your branch will have copies or they can be downloaded from UCU s website  see Stamp Out Casual Contracts under campaigns - or ordered. It all helps. Other ways to get involved include finding out about key policies that affect you  your branch could help with this if necessary. What would you like to change? What would improve your research environment and your career? Create discussion among colleagues. Form a local network. Local campaigns help to win improvements and to recruit and organise researchers. Your branch would welcome working with researchers  listening to your views and identifying issues to raise with management. UCU has a range of materials including here: http://www.ucu.org.uk/index.cfm?articleid=3539 Or go to www.ucu.org.uk , and click on Campaigns and Stamp Out Casual Contracts. Resources include a leaflet aimed at research managers, at: http://www.ucu.org.uk/index.cfm?articleid=3541 Handout has further links to campaign material. Contact your branch Find out if there is an hourly-paid rep. Approach your local rep, if there is a network of reps across your institution. Speak to them and discuss the issues that matter to you and find out more about what your branch is doing. Your branch/local association needs to know what is happening before they can raise concerns with management. Your experiences of being hourly-paid might be shared by others. Talk to other hourly-paid staff about their concerns and raise the idea of getting together, identifying issues and raising them with your local UCU. Initially you and a few colleagues could meet with a local UCU committee member and then a larger meeting could be arranged with the support of your branch. Self-organisation can be very effective  and permanent members could be included too. Ask your branch to put you in touch with other hourly-paid members  a network could be formed. Communicating with other hourly-paid staff can be difficult  often you can use the local knowledge of members to identify where and when hp staff work  and approach them if possible, as talking to others is the best way to involve them. Raise awareness among colleagues about what UCU is doing, possibly by distributing the Hourly-Paid Survival Guide and asking them what changes they would like to see made in how they are treated. Working with your branch on identifying key policies can be a starting point to creating discussion and deciding what needs to be improved. Meeting other UCU members and your local branch officers can boost everyone s confidence and lead to you identifying issues that can be raised. Hourly-paid issues affect all staff and it is important that permanent members of staff support the campaign. There are plenty of resources on UCU s website including a leaflet and brief survey here: www.ucu.org.uk/index.cfm?articleid=3541 Depending on format of meeting or workshop, the presentation could lead to a discussion that identifies key issues for campaigning and negotiating, what those present would like to see happen next and making a note of what they are willing to do. 0S / d      .   '  V]8Xx  lȃ?6Slide Number Placeholder 3_ d___PPT11D (   hdman`  Arial&Monotype Typography    hdman`  Arial&Monotype Typography 8___PPT10  |*$    V]8Xx$  #  ? 338Nx|up]X̲"Kb&Yd1XLw:*T%O3̩遞35_ |+$O߀oƟy߽F7B0o}#o7"(oD}#߈F7b8o}#HF7_gbϾ Kǵt4 0?6A~-{ C1`Q>gg҄~O[@`/۟UN\N4(ʛuB{_~Z4. 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