1. Division of Biosciences Darwin B40 Lecture Theatre
Staff Meeting
Monday 10th July 2017 pm
Darwin B40 Lecture Theatre

2. 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

3. “State of the Division”
Frances Brodsky, Director

4. 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

5. 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

6. 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!

7. 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

8. David Meech
Divisional Manager

9. 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)

10. Ian Creagh
Programme Director, TOPS

11. Transforming Our Professional Services

12. 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

13. 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

14. 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

15. 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.

16. 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

17. 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

18. 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

19. 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.

20. Questions?

21. Gender Equality at UCL: fact or fantasy?
Mike Higgins, Equality, Diversity and Inclusion manager

22. 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

23. 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

24. 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

25. 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

26. Where the impact is hard to measure
Implicit bias training
Flexible working arrangements
Mentoring, coaching and sponsorship
Support for working parents and carers

27. 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

28. 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

29. 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

30. Contacting the EDI Team
For SLMS related queries:
For general enquiries:

31. Q&A

33. Division of Biosciences Awarded the Bronze in 2015
Aim to Apply for Silver Award in Spring 2018

34. 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)

35. 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

36. 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

37. 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

38. In Preparation for 2018 application:
2. Surveys in Fall 2017
“Life in the Division” Survey
Nursery Use Survey

39. 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

40. 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

41. For meeting minutes, the Bronze application, and news (via staff Intranet):

42. Divisional Mentoring Programme Frances Brodsky

43. 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

44. 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

45. 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.

46. 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

47. CDB GEE NPP SMB Divisional Mentoring Programme – Sandip Patel
Departmental ‘Mentoring Facilitators’
CDB
Sandip Patel
GEE
Helen Chatterjee
NPP
Josef Kittler
SMB
Kostas Thalassinos

48. 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

49. 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 –

50. Q&A

51. Roberts Building Foyer