Assessment and marking boycott called off in return for public joint statements on USS and Four Fights

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The Heriot-Watt branch of UCU are pleased to announce that our members have voted to call off the assessment and marking boycott in return for public joint statements on the USS and Four Fights disputes.

In addition, we have also secured a commitment from the university to work with us on pay and working conditions at a local level. And in particular, on improving the management of workload.

Any marking still outstanding can now be completed. Priority should be agreed with line managers but you are not expected to work beyond your contracted hours. The university has agreed that on this occasion there will be no pay deductions for participation in the boycott to date.

We hope that the open minded and collaborative approach taken during these negotiations will contribute to moving both disputes forward in a similarly constructive fashion at national level.

We would like to thank the negotiating teams on both sides of the table and our advisors at UCU Scotland.

A big thank you too to all of our members who have taken part in the assessment and marking boycott. You have made this possible.

For avoidance of doubt, only the marking and assessment boycott is being called off. We remain in dispute nationally, and may be balloted again in the near future to retain our mandate for industrial action including strike action.

A summary of the key points from the 2 joint statements follows.

USS dispute

  • There is an urgent need for the national parties involved in the USS pension negotiations to rebuild trust through a transparent and evidence-based approach to communications on a joint basis
  • We recognise the challenge of producing a sector wide Equality Impact Assessment but believe this should be further explored to ensure the impact of any changes to the scheme are properly assessed at a Scheme level and steps taken to minimise any adverse impacts.
  • We support ongoing work to reform all aspects of the governance arrangements of the USS Scheme and call upon all parties to progress this as a matter of priority. Proposals for governance reform should be urgently developed and jointly enacted by USS, UUK and UCU in advance of the next valuation to ensure that USS is accountable, transparent and collaborative with the HE sector.
  • Governance reform should take into consideration the recommendations from the Joint Expert Panel including a review of the role of the JNC Chair’s casting vote and transparency of communication between USS Executive, Trustees and Stakeholders.
  • Future valuations of the scheme should be undertaken with evidence-based moderately prudent assumptions which recognise the unique strength of the HE Sector and participating employers and which are acceptable to the Pensions Regulator.
  • We will actively encourage constructive dialogue between USS, UUK and UCU, to deliver an evidence-based future valuation based on agreed assumptions. We would encourage the USS Trustee to consider and consult upon any potential route to improve benefits prior to a future full valuation based upon current total contribution levels.
  • Subject to discussion at the JNC and any required consultation, we would support any sustained improvement in the overall scheme position being put towards restoration of member benefits first (to those existing prior to the 2020 valuation), before identifying opportunities for reducing the scheduled contributions; improving benefits for members of the USS should be the highest priority.
  • Accounting for the above, the USS Trustee should now be asked to consider a revised schedule of contributions should any upside arise following the Accelerated Year-End Review at the earliest opportunity, and before the next (2023) formal USS valuation.
  • The JNC should explore approaches that may enable staff to become members of the Scheme while paying lower contributions than the standard rate; doing so should not be a route to lowering employer contributions and should ideally enable all members continued opportunities to build up accrual of defined benefits.
  • UUK and UCU should explore options for alternative scheme design, within current regulatory constraints, that could offer better value for members and employers (including Conditional Indexation).
  • We recognise the importance of employers providing the same level of covenant support to costing of UUK proposals and UCU proposals to JNC which would then enable transparent negotiation and consultation regarding any proposed benefit reforms.
  • We encourage USS to continually keep under review its investment strategy to ensure that it is appropriate for market and economic conditions and is sustainable.

Pay

  • A commitment to working with trade unions to agree a revised mapping of our local grade structures to the national pay spine.
  • A review for all staff who have been at the top of their current grade for at least 3 years and systematic consideration of whether there is a case for individuals to be awarded a contribution point from April 2023 within the existing procedures.
  • Improved support to be offered for professional services career development and progression.

Casualisation

  • Casual workers to be paid in line with nationally agreed pay scales.
  • Contracts of employment to be offered where there is a sufficiently meaningful and predictable level of regular work in order to avoid employees being issued with a succession of fixed term contracts.
  • All those employed directly by the University to have opportunity to request a review of their contractual arrangements.
  • Will work with UCEA and UCU to engage with UKRI and other key research funders to minimise the insecurity associated with short-term research funding.

Equality, Diversity and Inclusion (EDI)

  • Review of policies and procedures to identify and eliminate all forms of discrimination and barriers to pay equality.
  • Reaffirmation of commitment to reduce gender pay gap by 5-10% by 2025.
  • More support for employees returning to work after family related absence.

Workload

  • Recognition that the global pandemic affected has workload significantly and changed the way we work.
  • A commitment to ensuring that “hours as necessary” contracts do not result in  workloads which persistently exceed 35 hours per week.
  • A review of minimum staff to student ratios and prioritisation of new posts to meet  as required.
  • The development of a clearly defined workload framework which recognises factors in addition to the substantive tasks associated with the role and allocates appropriate amounts of time.
  • Performance targets to be reviewed and adjusted as appropriate to taking account of part-time work patterns, leave, and any disciplinary matters.
  • Improvements in the efficiency and consistency of university processes.
  • Monitoring and managing occupation stress via a system of audits with reference to HSE Stress at Work Management standards.