progress on the concordat implementation plan 2018-20 · training programme for reviewers. under...

University of Brighton: Progress on the Concordat Implementation Plan 2018-2020 A. Recruitment and selection

Action no.

Concordat reference

Actions planned

Action initiated

Timescale for completion

Undertaking action Progress as at December 2019 Progress performance measure for initial action plan with update

1 A1, A4 Ensure the inclusion on interview panelsof a panelmember representing research for

March 2018

Ongoing Chair of recruitment panelsto implement

HR Manager(Operations) toupdate guidance

The recruitment guidance has beenupdated to say that a panel shouldinclude: Panel members with the specialist knowledge required for the post being interviewed for (for example,

All Deputy Heads of School (Research and Enterprise) (R&E)reporting confidence in the involvement of research representatives on interview panels.

Progressacademic positions where there is a significantresponsibility to undertake research.

representing the interests of research). A survey of Deputy Heads of School(R&E) suggested that out of 12Schools, 11 were very confident thatthis was the case, one was not very confident

PPM: partially achieved and carried forward to next action plan (Action 7)

2 A2 New recruitment branding planned to ensure consistency and wider automation improvementsof HR processwill allow the HR team to invest more time in givingrecruitment assistance and advice.

Summer 2018

Launch 2019

HR Manager(Operations)

Further investigation into this issue showed that since the University doesnot have an issue with attracting goodquality applications, revised brandingwas not considered to be a high priority.

However, work on the Race EqualityCharter has uncovered an issue relating to the recruitment of Black andMinority Ethnic (BAME) staff andtherefore we are concentrating ourefforts on positive action initiatives in order to improve overall representation (Actions 7a and 7b in CIP 2020-2022)

Branding launched

PPM: not achieved as not required

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3 A2, A4 Implementmandatoryunconscious bias e-learningfor those on interview panels

July 2017 Summer 2018

Equalities Training and DevelopmentOfficer

Online training is available and ismandatory for all staff.

Recruitment guidance states: The selection panel should consist of: Staff who have completed both the Recruitment and Selection and Unconscious Bias e-learning modules prior to interviewing.

All interview panel members to have undertaken unconscious bias training prior to interviewing

ProgressThe chair of the interview panel hasto confirm that all members of the panel have undertaken the mandatory training before they can be entered onto the system andhave access to the applications.

PPM: achieved

4 A4 Update ofrecruitment toolkit to simplify andstreamline guidance andupdate bestpractice information available to managers.

January 2018

Summer 2018

HR Manager(Operations)

Revised guidance published. Revised guidance available

PPM: achieved

Key success measures

a. 90% first-time PIs to have undertaken recruitment and selection, unconscious bias, and equalities and diversity training to ensure that those recruiting new researchstaff are fully conversant with legislation, University process and issues relating to equality and diversity. – Not yet achieved

This requirement was introduced early in 2019. PIs are now required to undertake this training within six months of getting a grant. The data below shows the number of PIs who won their first award in 2019 who had undertaken the training by end December 2019. We have made good progress in the first 10 months and would expect this to be further embedded into the culture during the next action plan where it appears as Action 3g.

Equality and diversity essentials – 78% Unconscious bias – 56% Managing diversity – 44% Recruitment and selection – 33%

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B. Recognition and value

Action no.

Concordat reference

Actions planned

Action initiated


Undertaking action Progress as at December 2019 Progress performance measure forinitial action plan with update

5 B3 Roll out new December September HR Strategic SDR scheme launched February 2019 Increase PIRLS results on confidence (Brought Staff 2017 2019 Projects Manager in giving appraisals by 10% forward Development and Leadership A workshop specifically designed forfrom Review (SDR) Draft and Management reviewers of academic staff and ProgressAction 8 scheme and proposal Development focused on the research aspects of the PIRLS results on confidence in in CIP associated currently Manager review ran in December 2018 and giving appraisals increased by 17%. 2016-18) training

programme forreviewers.

under discussion with the Trades Unions.

March 2019.

90 participants have attended SDR training for reviewers since January 2018.

PPM: Achieved

6 B3 Develop and run training and workshops on research specificelements of leadership and managementincluding the Concordat, Researcher DevelopmentFramework and managing fixed-term staff.

October 2018

Ongoing CISG Chair Mentoring workshops and workshopson delivery of SDRs as outlined in 5above have taken place.

30 staff to have attended workshops

ProgressOver 90 staff have attended since January 2018

PPM: achieved

7 B3 Adjust the current Workload Allocation Model to allow time to ensure accurate reflection of work undertaken.

October 2017

October 2019

CISG Chair The Workload Allocation Model Implementation Oversight Groupintroduced further categories for the breakdown of the 20% Research and Scholarly Activity contained in the WorkAllocation Model and implemented the first data collection in September 2019.

New criteria published

PPM: achieved

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8 B6, E7, E8 Promotion review group to consider the appropriateness of includingactivities such as impact,knowledgeexchange andenterprise as part of thereview processand to make recommendatio ns for further action and to ensure that they reflect best practice in relation to Equality and Diversity

September2017

Summer 2018

Pro-Vice-Chancellor (Education andStudent Experience)

HR Manager(Employee Relations)

The PVC leading this piece of work leftthe institution shortly after the groupcommenced its work. Other priorities, including an institutional restructure,have meant that the group has not yetbeen reconstituted.

New promotions criteria published

PPM: Not achieved


b. Increase of 10% in CROS and PIRLS results across all recognition and value questions in 2019. PPM: partially achieved

CROS responses were disappointingly low (n=36) however in all areas relating to recognition and value, results were slightly poorer than in 2017, although still in line withthe national average. This issue will remain a priority in the next plan (Action 6) along with a focus on increasing our response rate (Action 5f).

Recognition and value questions in PIRLS increased across all categories with 11 out of 22 achieving an increase of over 10% and three of those achieving an increase of over20%. All areas with the exception of two were the same or higher than the national average.

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C. Support and career development

Action no

Concordat reference

Actions planned

Action initiated



9 C1, C2 and C3

Explore use of existingcontacts in industry and business to enable secondments and to facilitate exploration ofalternative career optionsand exchangeswith ECRs in a more formal way

Spring2018

Summer 2018

Head of KnowledgeExchange

The HEIF allocation did not offer the opportunity to finance academicsecondments to industry howeverduring the period we have benefitedfrom the support of a Royal Society funded Entrepreneur in Residence who has supported a series of workshopsand 1:1 support to encourageacademic entrepreneurism duringacademic years 2018-19 and 2019-20. Beyond the action, we have run a HEIF-supported innovation fund in 2017-18,2018-19 and 2019-20. Of 34 recipients, four were ECRs and/or on a research only contract.

Workshop featuring industrialistswith academic backgrounds(including Entrepreneur in Residence subject to successfulRoyal Society application) and academics with industrial backgrounds

At least one secondment funded per annum from HEIF allocation

ProgressRoyal Society Entrepreneur in Residence has hosted workshops. It was not possible to offersecondments from the HEIF allocation

PPM: partially achieved

10 C3 Introduce a programme oftrainingworkshops on engaging withthe media and effective communication

September2019

Ongoing Marketing and Communications (M&C) andexperiencedacademic staff

Six attendees at Introduction to online tools to raise your research profile in March 2018

Those workshops were replaced bytraining sessions in the new researchinformation management system – Pure – which 185 staff attended between July 2018 and October 2019.

17 staff attended Working with the media sessions in 2019.

20 attendees per annum

PPM: achieved

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11 C5 Investigate a 2016 January Head of Human The HR team has not been able to Progression data for research staff(Brought mechanism for 2020 Resources make data generation automatic as available and monitored forward reporting on originally intended however the data isfrom internal now being generated and is PPM: achieved Action progression of considered regularly by the CISG. In 17 in CIP research staff. January 2019, the CISG noted that of2016-18) the 80 research staff in post over the

past five years, 43 had applied forpromotion, of which 30 had been successful.

12 C6 Enhance induction at School level in order to promoteconsistency ofexperience andto particularly consider the needs of fixed-term and international staff.

November 2017

October 2018

DHoS undertaking induction

RESP providing supportingmaterial

New induction template circulated September 2018

All DHoS to meet with each new member of staff

ProgressDuring summer 2019, all 12 DeputyHeads of School (R&E) confirmed that they meet with all newmembers of staff as part of theirinduction.

PPM: achieved and will be carried forward into the new plan as part ofa new induction framework: Action 8 in CIP 2020-2022

13 C6, C7 and C8

Review the differing needsof ECRs from professionalbackgroundsand, if appropriate,incorporate those into induction and training.

2018 2020 CISG Chair, Associate Director (Research Services)

ECR Ambassador

The new induction template nowencourages Deputy Heads of School todiscuss options for research trainingwith staff from professionalbackgrounds who have not undertaken a doctorate. They are encouraged todiscuss enrolling onto an MRes or to a Masters in Research Methods and to consider routes through either atraditional doctorate or a PhD by publication.

Programme in place

ProgressThere is not a programme but DHoS(R&E) are now aware of the issue and are encouraged to have a discussion with new starters if they meet this profile on the induction checklist.


14 C7, C9 and C11

Introduce postgraduateresearch studentshipscheme

July 2018 October 2018

Director, Doctoral College

The University studentship schemespecifies that supervisory teams shouldinclude an Early Career Researcher.The University is also part of severalDoctoral Training Partnerships which

Programme in place and first teamsappointed

PPM: achieved

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targeted at ECRsupervisors with limited previoussupervisory experience.

actively encourage the participation ofECRs in supervisory teams.

Using REF 2021 definition, 26% of ECRsare on supervisory panels and 38% have submitted a grant. We would consider this to be an appropriate proportion of those at the start of their career.

Collect data on numbers of ECRs submittingresearch grantapplicationsand number of ECRs on supervisory panels in orderto understand whether there is a need to increase numbers.

July 2018 (when Pure is live)

September2019

Research Information Officer

Research Office

Reports on current situation presented to UREC and actionsproposed if appropriate.

PPM: achieved

15 C9 and C11

Support andencourage staff(and in particular ECRs)to become members of external Peer Review Panels.

Easter 2018

Ongoing Peer Review Panel Chair

Research Policyand Initiatives Officer

An annual event is run for staff byexperienced peer reviewers to improvepeer-reviewing skills and to give theminformation on how to become peerreviewers.

Applicants to the recent AHRC call forpeer reviewers were mentored bysenior staff. 5 out of 6 applications were successful.

12% of ECRs are recorded on our systems as being involved in externalpeer review.

10% increase in perception of value given to peer reviewing in CROS

ProgressRespondents to CROS in 2019 feltless valued in relation to peerreviewing than in 2017.

PPM: Not Achieved This issue will be taken forward: Action 15a in CIP 2020-2022

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16 C9 and C11

Develop a strategy forcommunicating outputspublished to ensure that their value is celebrated and recognised.

June 2018 December 2018

HoS, Research Information Officer

Research Office

M&C

Reports on outputs published have been generated since October 2019 for Deputy Heads of School in order to help them to promote a culture ofrecognition with in their Schools.

10% increase in CROS recognition and value for publication scores

ProgressRecognition and value forpublication increased by only 2%this year compared to 2017.

PPM: Not Achieved. Due to technical issues with the production of reports from our newResearch Information System, we were several months late in producing the reports which would enable our strategy. This action will therefore be carried forward: Action 6b in CIP 2020-2022.

17 C9, C10 and C11

Increase the understanding of quality levelsfor outputs bythe development ofongoing calibration exercises and training withindisciplinary groupings.

Introduce self-assessment of outputs.

October 2017

November 2017

Ongoing Deputy Heads of School (R&E) withAssociate Pro-Vice-Chancellors (APVCs)

Output Review 2018 included a calibration exercise for each school that focused on generating a common understanding of quality registersamong output review panel members.Self-assessment of outputs was a feature of the exercise, with very limited uptake.

Correlation between self-assessment and peer assessment

Increase in the volume of 3* and 4* outputs in REF2021 by 10%

PPM: Not possible to measure untilREF2021.

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18 C9 and B3

Conduct a training needs analysis for first-time Principal Investigators(PIs) when theywin a grant to include budget management,ethics, openaccess and management ofstaff and then implement it.

Proposalsubmitted to UREC February 2018 to implementfrom Easter 2018

Summer 2018

Post-Award Manager

This was implemented within the PI grant acceptance document whichflags mandatory and recommendedtraining for PIs.

All new PIs to have undergone set ofskills training

ProgressThere is no way to accurately measure this because some of the training consists of short videopresentations and we can not tellwho has viewed it. All new PIs are sent the mandatory training list.


19 C10 Roll out new December September HR Strategic New scheme launched in February 30% of staff to have undertaken online (Brought Staff 2017 2019 Projects Manager 2019. Resources for staff include a training on getting the most fromforward Development Draft video ‘How can I get the most out of my SDRs. from Review (SDR) proposal Leadership and SDR meeting?’ Action 8 and associated currently Management Progressin CIP training under Development There is no way to accurately measure2016-18) programme for

those under review (see also Action 5 above).

discussion with the Trades Unions

Manager this because this training is a video presentation and we can not tell who has viewed it. However, anecdotallywe understand that the online training has been well received by staff.

PPM: not measurable

20 C13 Ensure Schools with a critical mass of fixed-term researchers include specificrepresentation for them on School R&E Committees.

February 2018

Easter 2018

Deputy Heads ofSchool (Researchand Enterprise)

Information gathered from DHoS in summer 2019 indicates the four schools who have a critical mass of researchers have a position specifically for fixed-term researchers.

Specific representation on terms ofreference in four Schools.

PPM: achieved

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21 C13 and D5

All Schools to have developeda suitable mechanism for consulting ECRs

Spring2018

Spring2019

Deputy Heads ofSchool (Research and Enterprise)with their ECRs

All School now have an ECR rep on their School Committee. ECR reps havea more defined role and meet regularly with the ECR Ambassador.

Publicly available information abouthow ECRs are consulted in each School.

ProgressList of ECR reps available on ECR Network sharepoint pages

PPM: achieved

22 C14 Understand whether mentoring opportunitiesare beingoffered and taken up by those on fixed-term contracts in order to ensure that they are participating inmentoring.

Mentoring data collection Summer 2018

Recomm-endations made, if appropriate, in Summer 2018

Research Policyand Initiatives Officer

Deputy Heads ofSchool (Researchand Enterprise)

37% of staff on a fixed-term contract are currently being mentored.

Data on contractual status of mentees available and target of atleast 50% of those on fixed-term contracts to be mentored by 2019 ifthere are fewer than that recorded.

PPM: not achieved. Now that the baseline has been identified, this measure will be carried forward to our new plan (Action 18)


c. At least 90% reporting workshops as useful or very useful

100% of respondents (n=68 over 2017-18 and 2018-19) rated workshops as useful or very useful.

Key success measure – achieved

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D. Researchers’ responsibilities

Action no

Concordat reference

Actions planned

Action initiated



23 D2 Operationalise and implementConsultancyFramework.

Develop bySpring2017

Implementby October2018

Director of Research, Enterprise and Social Partnerships

The Consultancy Framework was launched November 2018

Framework operational

PPM: achieved

24 D3 Review Ethics Policy (three years since lastreview).

April 2018 October 2018

Research PolicyOfficer (Ethics andGovernance)

Revised policy approved October2019. The delay was due to the introduction of an electronic submission system which resulted inchanges to existing processes and had implications for the policy.

New policy introduced andimplemented

PPM: achieved

25 D3 Develop and roll out online training forresearchers on GDPR compliance.

November 2017

April 2018 Head of Data Compliance and Records Management

The online training was released week of 17 September 2018.

75% staff to have undertaken training in first year

ProgressAs at end December, 56% of ECRs have completed the training

PPM: not achieved. This action has been carried forward to the next plan (Action 3g).

26 D4, D5 and D6

Increase numbers being mentored.

2016 Ongoing Associate Pro-Vice-Chancellor (Research andEnterprise) and mentoring leads

Chair of Research Mentoring Group has been added to the membership ofthe Concordat ImplementationSteering Group.

The ECR Ambassador is now a member of the Research Mentoring Group.

Numbers mentored in each school is monitored on an annual basis via consulting Deputy Heads of School(Research & Enterprise)

326 to be undergoing mentoring by2020

ProgressWhen this KPI was set, in Feb 2017, 154 academic and research staff were being mentored. As at end July 2019, that figure had reached 269 staff. We would therefore consider ourselves on track to meet this target.

PPM: ongoing and on track

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27 D5 Launch new staff web profiles which will be populated byindividuals

July 2018 July 2019 Individual researchers with promotion byM&C, Research Office and DeputyHeads of School (Research andEnterprise)

Launched for internal population inJune 2018 with an external lunch at end of October 2018.

90% of research active staff to have a web profile

ProgressAs at 1 January 2020, 85% of those in scope for REF have a profile picture and 94% of ECRs have a profile picture

PPM: achieved

28 D5 and D6

Induction to incorporate supportmechanisms for career development,mentoring opportunitiesand the importance ofparticipating inSDRs.

November 2017

October 2018

Deputy Heads ofSchool (Researchand Enterprise) toimplement

Research Office to provide materials

New induction template finalised and in use

Induction material published

PPM: achieved

29 D Centres of Research and Enterprise Excellence (COREs) toactively encourage thedevelopment oftalented early career researchers.

October 2017

October 2019

CORE Directors All COREs were asked to formally report, as part of biennial reviews on how they support ECRs. All COREs now have an ECR representative on theirmanagement board.

35 ECRs to be members of COREs

Progress17 out of a total of 34 ECRs (using the REF definition) are members ofCOREs

PPM: Not achieved. However we anticipated the REF definition to be broader and therefore were expecting largernumbers to count as ECRs. The target was therefore overly ambitious.

12

30 Development of peer supportnetworks for Early CareerResearchers.

February 2018

February 2019

ECR Ambassador ECR representative meetings (July and October 2018)

Future’s Bright Conference for ECRs (September 2018)

ECR Christmas networking (December2018)

Five School-based workshops were held by the ECR Ambassador during 2019 designed to raise awareness ofthe ECR network.

ECR representatives in Schools havealso held local networking events.

Two events held per annum

PPM: achieved

31 D5 To implement anew self-directed professionaldevelopmentapproach to PGR supervisordevelopmentand registration.

March 2018

October 2018

Director, Doctoral College

For academic year 2018-19, we have changed the format and provision ofthe supervisor developmentprogramme and it is now more self-directed. Existing supervisors nowattend a one-hour webinar once a yearwhich refreshes rules and regulationsand every three years attend a refresher/practice session run by theDoctoral College. They do not have toattend this refresher session if they have spent at least three hours ofdevelopmental activity on the craft ofdoctoral supervision (eg. attending a Centre for Learning and Teachingtraining workshop,organising/attending a School-based doctoral supervision training workshop,presenting a Doctoral College Masterclass, organising/attending adoctoral supervision training workshopoutside of the University of Brighton,such as a UKCGE event.

20% of current supervisorsswitching to the new system byOctober 2019

PPM: achieved. All supervisors are on the new system.

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d. 326 staff to be mentored by 2020 (target set in the Research and Enterprise Strategic Plan)

When this KPI was set, in Feb 2017, 154 academic and research staff were being mentored. As at end July 2019, that figure had reached 269 staff. We would therefore consider ourselves on track to meet this target.

E. Diversity and equality

Action no

Concordat reference

Actions planned

Action initiated



32 E1, E3, E7,

Introduce new women’s leadershipprogramme forstaff at gradesAc2 or grade 7 or above.

November 2017

Aim for pilot implementation in October 2018

PVC (Research and Enterprise) andHead of the School of Applied SocialScience

This specific action was not progressed due to the financial implicationsrelating to such as small cohort.

Instead, the University launched a leadership programme for all DeputyHeads of School and Heads of Professional Services, to date 53% of attendees have been female (n=60).

The programme covers all aspects ofleadership and development including strategic leadership, equality anddiversity, managing teams,organisational finance, coaching and managing change.

The University has just launched a newleadership programme for academicstaff who identify as BAME, AC3 (SeniorLecturer/Senior Research Fellow) andAC4 (Principal Lecturer/Reader) andAcademic female staff, AC3 (SeniorLecturer/Senior Research Fellow) andAC4 (Principal Lecturer/Reader). These grades and protected characteristicshave been identified based on the data from the staff equalities data report

12-15 members of the pilot cohort

Whist this PPM was not achieved as the specific action was notprogressed, 60 senior women attended the leadershipprogramme and support for female(and BAME) leadership will be included in the new plan (Action 14).

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2017-18 showing we have long-term underrepresentation at particulargrades. The plans for the programmes have been developed as a positive action measure to help address known barriers for these groups of staff inprogressing to senior grades both inacademia and professional services.Success of this programme will beconsidered in the next plan: Action 14in CIP 2020-2022.

33 E1, E2, E3, E7

Introduce unconscious bias e-learning,to be made available to all staff and mandatory forstaff involved in recruitment, selection and promotionspanels.

July 2017 Introduce by January 2018

Equalities Training & DevelopmentOfficer

Unconscious bias e-learning was made available to all staff and mandatory forstaff involved in recruitment, selection and promotion panels in January 2018.Over 1000 staff have completed this e-learning.

Six unconscious bias training sessions, designed by Advance HE, were delivered to 81 staff (64 of whom were academics and of those five were on research-only contracts) in 2018 and2019. These had a particular focus on unconscious bias and other equalityissues as they relate to race and gender, and will build upon the learning in the e-learning.

All staff involved in recruitment, selection and promotions panels have completed the training before taking their place on the panel.

PPM: achieved

34 E1, E3, Continue to Ongoing Institutional Equalities Charters On track: E4, E7. participate in Athena Adviser Athena SWAN: Two schools (PABS and Maintain institutional Bronze Athena E10 national

charters and initiatives for enhancingequality, forexampleAthena SWAN, Race EqualityCharter, Stonewall

SWAN renewal: April 2020.School Athena SWAN submission ongoing,as detailed in Athena

BSMS) currently hold Silver awards andfour (SET, SASS, CEM and SASM) hold Bronze awards. All other schools are in varying stages of applying for awards.The submission deadline for our institutional award renewal has been delayed by Athena SWAN untilNovember 2020, in order to allow them time to complete a review of theAthena SWAN process.

SWAN award at next renewal (2020)All Schools to achieve Athena SWAN departmental Bronze awards by 2020/21

PPM: on target

15

Workplace SWAN Equality Index submission and Disability timetable Confident (2017 –

2020).

Race EqualityCharter submission February 2019.

Stonewall submission September2018 and September2020 (forthe 2019 and 2021 Indexes)

DisabilityConfident level 2 renewal – annually in December

REC: Bronze award achieved in November 2019.

Stonewall: the University has achievedits aim to reach a top 100 Workplace Equality Index position by 2020-21,ranking 72nd in the 2019 Index (announced January 2019)

Disability Confident: the University is alevel 2 Disability Confident Employer.

Achieve institutional Race EqualityCharter Bronze award by 2020-21PPM achieved

Achieve Stonewall top 100 position by 2020-21PPM achieved

Maintain Disability Confident level 2award PPM achieved

35 E1, E3, E4 Enhance equality anddiversity staff developmentoffering to address priorityequalities areas,as identified through ourequalities monitoring,charters work

August2017

New trainingand develop-ment initiatives on LGBT, disabilityequality and equality impact

Equalities Training and DevelopmentOfficer

New regular training sessions on disability awareness, LGBT awareness,trans awareness and equality impactreview were introduced in the 2017-18 academic year. Following review these have been continued into the 2018-19 academic year. Session takes place three to four times per year.

Unconscious bias training sessions foracademic staff were rolled out in the Autumn term 2018 (see 33 above)

10% improvement in CROS/PIRLS results for the questions ‘I believe my institution is committed to Equality and Diversity’; ‘I am satisfied with my work/life balance’ and ‘Myinstitution promotes better mentalhealth and wellbeing’

ProgressCROS 2019 3% fewer believe their institution is committed to equality and diversity

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and other review to along with additional new training for although we are only 5% behind the research be LGBT+ allies. national average. 5% fewer for the (including introduced work/life balance response, and thisCROS and by the end will be a focus in our next plan PIRLS). of the

2017/18 academic year.Longer-term roll out to be determine d following evaluation of these.

(Action 2c) and 7% improvement in the mental health and wellbeing response.

PIRLS 2O19 2% fewer agreed that the UoB is committed to equality and diversity(although we are 3% higher than the national average). 19% increase in the belief that UoB promotes bettermental health and wellbeing.

PPM: Partially achieved

36 E9 Undertake a formal review of bullying andharassment cases, including identification of any trends orissues specifically relating to research staff.

September 2018

December 2018

HR Manager(Employee Relations)

No specific issues relating to research staff have been identifiable through areview of formal casework. The new Bullying, Harassment andVictimisation Policy was launched in November 2019 along with mandatory e-learning on Dignity at Work (Action3).

Review and recommendations in place

PPM: achieved

37 E Standalone equalities monitoring report to be drafted, to be used alongside student equalities monitoring report and other relevant

December 2017

Summer 2018

Equality and Diversity Manager

A new annual staff equalities report waspublished in February 2018 (reportingon the 2016-17 academic year), with the purpose of enhancing transparency and helping to inform future equalityand diversity work priorities. The reportreplaces the equalities sections of the former Annual Staffing Review.

Reports produced

PPM: achieved

17

information to inform a new, overarching annual report on progresstowards our equalitiesobjectives.

38 E7 Pilot and review November Pilot to Equality and Pilot was launched with three Pilot carried out and reviewed and (Brought enhanced 2017 begin in Diversity Manager committees in the Spring term of 2018. wider roll out arrangement agreed. forward approaches for 2017-18 Comprehensive guidance to supportfrom embedding academic the process was published in the PPM: achieved Action equality year Autumn term of 2017-18, and new 26 in CIP considerations Review in training on the process was introduced2016-18) within

committee decision-making processes.

2018-19 academic year

in the Spring term of 2018.

The process was reviewed after the first year, and recommendations made forimprovement. These are in the processof being implemented.

39 E2, E7 Review how and where we advertise our jobs, to ensure that suitable applicants froma diverse range of backgroundsare encouragedto apply.

November 2017

By the endof academic year 2017-18

HR Manager(Operations) andEquality and Diversity Manager

The following statement is included inall posts listed on the university website: “The University of Brighton iscommitted to equality and embracesdiversity in our working, learning,research and teaching environment.We welcome all applicants and are committed to providing a supportive and flexible working environment.”

Our recruitment data suggests that theUniversity is successful at attracting applicants from diverse backgrounds,and therefore equalities activities in relation to recruitment and selection have been reprioritised to focus on the shortlisting and selection stages of the process rather than who is applying to work at the University (see 1, 3 and 4 in this document).

Review complete and actions and implementation timescales agreed

PPM: achieved

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e. Achieve the following Equality Kitemarks:

§ an Athena SWAN Bronze award by 2020-21 for all academic Schools. Four Schools hold Bronze and two silver. We are on track to meet this measure § an institutional Race Equality Charter Bronze award by 2020/21. Achieved § a Stonewall Workplace Equality index top 100 rating by 2020/21. Achieved

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