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Division of Biosciences Darwin B40 Lecture Theatre
Staff Meeting Monday 10th July 2017 pm Darwin B40 Lecture Theatre
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Agenda ‘State of the Division’ Frances Brodsky, Director
Divisional Manager Update David Meech, Divisional Manager TOPS Ian Creagh, Programme Director, TOPS Equality, Diversity and Inclusion Mike Higgins, Equality Diversity & Inclusion Manager, SLMS Athena SWAN – Silver Award Jason Rihel, Divisional Athena SWAN Chair Divisional Mentoring Programme Frances Brodsky Director’s Q&A Frances Brodsky
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“State of the Division”
Frances Brodsky, Director
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Awards, Prizes and Honours
Angus Silver (NPP) Fellow of the Royal Society Claudio Stern (CDB) 2017 Ross Harrison Prize Maria Fitzgerald (NPP) International Association for Study of Pain - Career Achievement Award Frances Brodsky (SMB) Elected a member of EMBO
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Promotions Promotions to Professor Frances Edwards (NPP)
Jonathan Fry (NPP) Flemming Hansen (SMB) Nick Lane (GEE) Other Promotions Alan Lowe – Senior Lecturer (SMB) Jason Rihel – Reader (CDB) Junior promotions and re-banding for 2017 still in progress
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And many others …. CONGRATULATIONS TO ALL!
Funding highlights Richard Mott (GEE/UGI) – BBSRC 4 year grant John O’Keefe (CDB) – Wellcome 5 year grant Johnathan Labbadia (GEE) – BBSRC 5 year grant Gabriel Waksman (SMB) – Successful joint Birkbeck/UCL Wellcome application for highest end cryo electron microscopy John Christodoulou (SMB) – Wellcome 5 year grant And many others …. CONGRATULATIONS TO ALL!
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Academic Staff News Ongoing Recruitment and New Appointments
Professor (GEE) – Prof Chris Thompson Proleptic Appointments (CDB) – Dr Richard Poole & Dr Caswell Barry Lecturer (GEE/UGI) – Dr Maria Secrier Senior Lecturer (GEE/UGI) – under negotiation Head of CDB Strategic Research and Development Manager
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David Meech Divisional Manager
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Professional Services Staff News
Welcome to the Division/New Appointments Nidhi Rathod – Teaching and Learning Team Manager Tanya Allen – Interim Staffing Team Manager Dominick Kelly – Interim Operations Team Manager Agata Blaszczyk – Divisional Communications Officer / UGI Administrator Savannah Lahtinen – Finance Officer Marilyn Bryan – Interim Divisional Staffing Projects Officer / CDB Administrator Recruitment Finance Team Manager (farewell and thanks to Tom Rendell)
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Ian Creagh Programme Director, TOPS
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Transforming Our Professional Services
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UCL’s global standing has risen
ranking UK university for research strength (Research Excellence Framework, 2014) 7th in the world’s top 10 universities (QS World University Rankings, 2016) 29 Nobel Prize winners
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20,000 40,000 8,500 staff 13,000 staff 2007 2017 students students
UCL has grown rapidly 2007 2017 20,000 students 40,000 students 8, staff 13,000 staff
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Growth and change has had knock-on effects
In spite of the enormous dedication and ongoing commitment of professional services colleagues, the overall delivery of service to academics, students and each other is affected. The scale, speed and complexity of these changes have had knock-on effects on the ability of professional services to support the academic mission: Uncertainty about workflows between local and central professional services An increase in bureaucracy (multiple sign-offs), workarounds and a lack of autonomy to get the job done efficiently Slow response times Unmanageable workloads Departments conducting the same work in different ways IT systems not suited to policy or vice versa Wasted time and effort to get simple things done causes frustration
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The TOPS programme was established
UCL 2034: Mission UCL 2034: Key enablers London’s Global University: a diverse intellectual community, engaged with the wider world and committed to changing it for the better; recognised for our radical and critical thinking and its widespread influence; with an outstanding ability to integrate our education, research, innovation and enterprise for the long-term benefit of humanity. Giving our students the best support Valuing our staff Financing our ambitions Excellent systems Sustainable estate Communicating and engaging TOPS vision For effective, efficient and integrated professional services that enable us to: achieve academic excellence; sustain our position as one of the top ten universities in the world and; create an environment in which our staff can personally develop and fulfil their potential.
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Where are we in the programme arc?
Review Reviewing that the changes are delivering the intended benefits Consult & Implement Timeframes to be agreed Consult on change proposals and implement change plans. Roll out revised/new processes, technology and accountabilities Plan & Engage August – December 2017 Engaging and discussing the outputs of the design stage with staff and what this might mean for faculties and departments. Undertaking detailed design and analysis to support change management and implementation planning. Implement some early wins by rapidly improving a small number of selected processes. Design Jan – July 2017 Engaging across UCL to design effective, efficient and integrated professional services that enable UCL to achieve our vision of academic excellence, sustains our position as one of the top ten universities in the world and creates an environment in which our staff can personally develop and fulfil their potential July 2017 Initiate Oct 16 – Jan 17 Establishing the steering committee, project team and appointing our design partner
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What happened during the design phase?
There were three core activities within the design phase: Design principles February 1 Service design review February - June 2 Service design options & business case June 3
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What happened during the design phase?
14 service design workstreams Approx. 500 service design survey respondents 10 editions of the Leadership Briefing 50 service design workshops, focus groups, drop-in sessions and world café events 160 face-to-face engagement sessions 4,310 sessions on the TOPS website in April & May Over 1,100 attendees at service design events 5 Lunch & Learn sessions sharing experiences from UoM, Arup, KCL, Imperial & Strathclyde 35 engagement coordinators across all PS directorates, Faculties and VP offices
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What happens next? Having collated the ideas and suggestions gathered throughout the design phase we have made the commitment to share the outcomes with the wider UCL community and to continue to be transparent through our comms and engagement. We are now planning to hold a 4 month engagement period to help inform more detailed design. The aim of this engagement period will be to share the outcomes of the design phase and gather focussed and constructive feedback on what the future design could mean for each faculty, division and department.
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Questions?
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Gender Equality at UCL: fact or fantasy?
Mike Higgins, Equality, Diversity and Inclusion manager
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The good No gender bias in the recruitment process overall
No gender bias in the promotions process 34 Athena SWAN awards, including 2 Gold awards Senior leadership team has gone from being 20% female to 25.6% female in 2 years
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The bad 19% of HoDs are female
35.7% of staff in grades 9 and 10 are women 50% female post docs – 25% Professors 15% gender pay gap 4.1% mean equal pay gap for Professors
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And the ugly… Never had a female Provost
Women more frequently complain of bullying and harassment than men Still hear of very serious allegations of sexual harassment and misconduct affecting females in junior roles
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What has worked No single sex recruitment panels, at least 25% women
Reform of the HoDs recruitment process Instructing executive search firms to produce diverse long and short lists Zero Tolerance UCLU campaign Leadership programme for women Succession planning for leadership roles HoD jobshare
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Where the impact is hard to measure
Implicit bias training Flexible working arrangements Mentoring, coaching and sponsorship Support for working parents and carers
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What are we doing next? Renew Athena SWAN Silver November 2018:
More comprehensive training, especially during induction and for managers (‘People leave managers, not companies’) Symposium on sexual harassment – review complaints mechanism, introduce anonymous reporting Advertise more jobs as potentially part time or jobshare More consistent approach to mentoring and sponsorship
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The main challenges as I see them
Long hours culture, highly competitive environment, hard to combine with family A culture where stark power imbalances exist that enables some individuals to sexually harass with impunity, blurred boundaries of behaviour Lower position of women – pay, status - in workforce means that they will more frequently sacrifice their careers
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Other thorny areas Academic references
Women in grant getting – less likely to get some grants, more frequently asked to resubmit for less money? Publishing – author order, impact of career breaks
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Contacting the EDI Team
For SLMS related queries: For general enquiries:
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Q&A
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Division of Biosciences Awarded the Bronze in 2015
Aim to Apply for Silver Award in Spring 2018
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Division of Biosciences Athena Swan Self Assessment Team
Jason Rihel – Current Chair Snezana Djordjevic – Previous Chair Management/Staff Members Frances Brodsky – Head of Division David Meech Tanya Allen Tabitha Owen Postdocs/Students Antje Kruger Saioa Lopez Bethan Kilpatrick Millie Pang Academic Staff John Christodoulou – SMB Christine Orengo – SMB Kostas Thallassinos – SMB Hazel Smith – GEE Seirian Sumner – GEE Nazif Alic – GEE Anjali Goswami – GEE Arantza Barrios – CDB Patricia Salinas – CDB Martin Stocker – NPP Giandomenico Iannetti – NPP Annette Dolphin – NPP (ex officio)
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What we’ve been up to: Monitoring the 4 departments for good practice on: – Student and staff numbers across career stages – Makeup and timing of seminar speakers and meetings * Meetings should be only in working hours * Invited Speakers should have diverse representation – Makeup of Committees, assessment teams, interview panels * encourage gender bias training for all interview panels – Compliance * Appraisals * Mentoring
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What we’ve been up to: 2. Raising Awareness, e.g.
– Better communication of HR policies – Maternity/Paternity Options – Induction and Mentoring Schemes – Events June 2016 – Athena Swan Bronze Symposium hosted by Professor Brodsky and Geraint Rees 23 Feb, 2017 – mentoring lecture to postdocs by Professor Salinas June 14, 2017 – Elsevier-UCL Gender Meeting, organized by Prof Salinas
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In Preparation for 2018 application: Collecting lots of data
– Student/Staff # – Recruitment # – Promotion # – REF data – Fellowship Application/Award Data – Maternity/Paternity Uptake and Return Data – Outreach Stats
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In Preparation for 2018 application:
2. Surveys in Fall 2017 “Life in the Division” Survey Nursery Use Survey
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In Preparation for 2018 application:
3. Providing a Snapshot of Division Culture – HR Policies – Induction, Appraisals, and Promotions Policies – Workload Model – Flexible Working 4. Case Studies – short profile of TWO Division members
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How you can help: 1. Watch out for – and fill out! – Fall Surveys
2. Be mindful of: a. meetings/talks during working hours b. gender balance for invited seminars, committees, fellowship apps Encourage Mentoring Program Attend Athena Swan events ID PhD student/undergraduate representative on SAT
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For meeting minutes, the Bronze application, and news (via staff Intranet):
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Divisional Mentoring Programme Frances Brodsky
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Divisional Mentoring Programme
(established January 2015) Aim: to support the development of staff in the Division Inspired by Athena SWAN activities uMentor for professional staff
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Divisional Mentoring Programme –
Postdocs, Research Fellows and Lecturers and Teaching Fellows to have two academic mentors: Postdocs – one mentor should be their PI Fellows – mentors must be lecturers or above Lecturers – mentors must be senior lecturers or above Teaching Fellows – mentors can be senior lecturers and Principal teaching fellows Each member of staff can limit themselves to three mentees, but there is no upper limit
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Divisional Mentoring Programme –
How mentoring works For new staff, mentor assignments should be within 6 months of arrival Mentee contacts potential mentor – responsibility for arranging and logging meetings lies with the mentee Once mentors are confirmed, mentees should with details. Meetings with mentors can also be logged by ing this address.
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Divisional Mentoring Programme –
How mentoring works A mentor can turn down a request to mentor if they already have three mentees Meetings to be held at least once a year Each HoRD has appointed academic Mentoring Facilitators in each Department to oversee the scheme
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CDB GEE NPP SMB Divisional Mentoring Programme – Sandip Patel
Departmental ‘Mentoring Facilitators’ CDB Sandip Patel GEE Helen Chatterjee NPP Josef Kittler SMB Kostas Thalassinos
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Divisional Mentoring Programme –
Mentor training No formal training required, however for inexperienced mentors a number of options are available uMentor explanatory video Oxford Learning Institute website
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Professional Services Mentoring
Professional Services staff should sign up for the online mentoring programme which will match them with a mentor. Login page – Explanatory scheme video –
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Q&A
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Roberts Building Foyer
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