York St John University
Academic Work Planning Model
1.
Model Objectives
1.1
The Academic Work Planning Model (AWPM) is a management tool intended to provide
a structure and a series of clear principles which will enable an equitable, transparent
and consistent approach to the allocation and management of academic staff work
planning within Faculties and across the University. In doing so, the University remains
committed, to the national academic contract and the requirements contained within it.
1.2
The key objectives of the Model are:
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To assist Faculties in the planning and monitoring of work in a way that, is
sufficiently flexible to cope with changing needs and which provides a University
wide agreed approach to the process of determining work plans for academic staff.
To enable the distribution of work to be carried out in a way which takes account of
differing circumstances and values activities in an appropriate way;
To ensure that academic staff are allocated a reasonable individual workload, by
ensuring the equitable and transparent distribution of work in line with the academic
staff contract and handbook. Faculties will develop local processes, where required,
in discussion with staff, to ensure that work plans and the process by which they are
developed are transparent
To recognise the professional contribution academic staff make to the University by
ensuring that work planning supports the full range of academic duties, continuing
professional development and professional practice.
2. Work Planning Principles
2.1
The context within which academic staff work planning is carried out includes the
University Corporate Plan and supporting strategies, the Faculty Operating and
Strategic Plans, agreed Personal Research Plans, agreed outcomes of the
Performance Development Review (PDR) process as well as the overall Academic Staff
Contract.
2.2
The work planning process covers the totality of what is expected of each member of
academic staff. These are, principally: teaching (including where students are off
campus); research; income generation; student support; curriculum development;
leadership, management and administrative duties (including University-level and
agreed external activity); external academic commitments; agreed staff development
activity (including studying for appropriate awards such as a research degree or the
Postgraduate Certificate in Academic Practice); agreed strategic development activities.
2.3
The proportion of time a member of academic staff should devote to any of these
activities is a matter for professional judgement, which is necessarily made on an
individual basis, bearing in mind the needs of both the individual and the institution.
2.4
There should be a transparent, fair and equitable allocation of work which takes into
account the totality of work across the profile of activities expected of every member of
academic staff. Individual staff work plans will be published by Faculties to ensure
University-wise accessibility and appropriate transparency. Details should include both
the outcome of this process as well as the breakdown of work activities agreed. It is the
intention that work plans should be agreed before the commencement of each
academic year. The information made available on work plans will be based upon the
most up to date information at the time.
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2.5
The work plans of part-time staff should be agreed on a pro rata basis and care must be
taken to ensure fair and equitable allocation of duties that are proportionate to work
plans of full time colleagues.
2.6
In line with work planning being based on notional figures that arise from dialogue, the
notion of ‘headroom’ is not something that can or should be factored in to a work plan
as they can never be precise in that way. However, if a member of staff has fewer than
1574 hours allocated, this means that should additional activities emerge in year that
can best be carried out by that member of staff, it is reasonable to ask that such
activities be undertaken. This does not detract from the fact that members of staff with
a 1574 allocation at the beginning of the year can also be asked to take on new activity,
subject to discussion, negotiation and agreement about work priorities
2.7
The University is committed to achieving high standards in academic work and to
continuous improvement in academic quality. These are delivered through the following
aims:
 To be an inclusive and accessible university.
 To provide flexible and student-centred curricula with excellent teaching.
 To be an employer of choice.
 To be a leading regional university with a developing internationalisation
agenda.
 To be a learning organisation promoting lifelong learning through partnership
and collaboration.
 To offer a transforming student experience.
 To build capacity and good practice in research and knowledge exchange.
 To be financially and environmentally sustainable.
2.8
In line with academic governance principles it is important that all activities within the
work plan are in line with University, Faculty and subject area plans and priorities. In
addition, work planning should take place within the context of the professional and
ethical standards expected of all staff.
2.9
Higher Ambitions and other government policy documents point to the need for much
greater diversity of models of learning and much greater flexibility in HE in the UK: more
part-time learning; more work-based learning; more study while living at home. This is
entirely in line with the university’s strong commitment to widening participation and
highlights the need to improve flexibility and bring about changes in working practices
and methods of delivery, supported by a commitment to the professional development
of staff in order to achieve this.
2.10
Work plans should be set so as to allow staff to engage in teaching development
activities, to progress towards the targets in their personal research plans and to
develop and engage with external engagement activity. The balance of activities is likely
to be informed by individual professional interests and expertise and may not involve
participation in all areas of activity at any one time. Development of the individual’s
academic expertise through research and of their teaching effectiveness through
reflective practice is an essential consideration in the work planning process.
2.11
Faculty Plans should be drafted and provided to staff and, where possible, individual
work plans should be drafted in line with the Personal Development Review process
(PDR) with the two processes being fully integrated. This will allow a review of the work
plan, and any staff development needs, within the PDR process. The timing of work
planning discussions must also be co-ordinated with the University Timetabling process
and timescales. It is acknowledged that work planning and PDR planning may need to
be extended beyond a period of 12 months.
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2.12
The range of factors that will be taken into account in determining the work plan of a
particular individual includes: the range and extent of the duties commensurate with the
Job Description and HERA Role Profile; individual professional development needs;
length of experience as an academic member of staff; numbers of students in the
classes to be assigned; the nature of the teaching duties (e.g. formal lectures, seminars,
laboratory classes, workshops, off-campus activity, programmes that have specific
professional demands, clinically-based sessions – including recognition that in some
areas, such as off-campus delivery, class contact hours are not a direct measure of
teaching commitment); student assessment demands; level and range of the teaching
activity; development / delivery of new modules / courses / programmes; the desirability
of achieving a balance of duties.
2.13
It is important to recognise the need to balance the needs of individual members of staff
and the changing requirements of the Faculty. It is essential to maintain an ongoing
review of the situation so as to adjust to changing circumstances and to deal with any
difficulties that may occur. This commitment to flexibility by staff and the Faculty is a key
component of the work planning process as it ensures that the needs of students, staff
and external clients can be met appropriately as circumstances change, as they
inevitably will, during the year. Any changes to work plans will be made following
discussion and agreement with the individual.
2.14
In line with the University’s commitment to work life balance, and in recognising that
some staff have responsibilities as carers, consideration should be given to these
factors.
2.15
The University is committed to ensuring that, where reasonably practicable, individual
work plans are balanced throughout the academic year.
However, in certain
circumstances an individual may agree a work plan where activities may not be evenly
balanced across the year. This arrangement would need to be balanced with student
experience issues e.g. staff availability.
2.16
An important component of work planning is the allocation of individual work activities in
accordance with the principles set out in the Working Time Regulations which specify
that an individual should not be required to work more than 48 hours per week,
averaged over a 17 week period, and ensure a rest period of 11 hours between each
working day. Equally, in assessing a reasonable workload for an individual, the number
and distribution of consecutive formal scheduled teaching hours being undertaken in
any one day should be taken into account, ensuring that staff can take necessary
breaks within normal meal time patterns. Where normal working hours are impacted
upon by the requirement to work off campus, including overseas, this should be taken
into account when agreeing overall work priorities.
2.17
What is crucial to the sensible operation of the academic contract is that all line
managers pay close attention to the concept of reasonableness, both for each individual
and in the comparative context of the Faculty. If any members of staff feel the work plan
allocated to them is unreasonable, they should raise this for discussion with the
appropriate line manager. There is an important responsibility placed on the Deans and
other members of the Senior Management Team to monitor the operation of this system
to ensure that equity and consistency characterise practice across the University.
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3. Work Planning Structure
3.1
The model provides a structure for allocating the range of activities into particular areas
whilst recognising the relevant provisions contained within the academic staff contract
(as set out in academic terms and conditions of employment and the staff handbook).
3.2
The following aspects of the contract are important to consider in understanding the
parameters of any individual work plan:
3.2.1
The Working Year.
Academic staff are contracted for the whole year (i.e. 365 days) and the Academic Staff
Handbook sets out the working year as made up of the Teaching Year, Holidays and
Research and Scholarly Activity. Academic staff are expected to work such hours as are
reasonably necessary in order to fulfil the duties and responsibilities of their role. The
full time equivalent of 37 hours per week is used for nominal purposes only and is
considered to be a reasonable norm for full time staff. This should not be considered a
minimum or maximum in any single week and may be worked flexibly to keep the
average hours within reasonable limits. For the purpose of calculating teaching weeks,
any week in which teaching is scheduled will count, even if only one teaching session is
involved.
3.2.2
The individual’s teaching year (which may be different weeks of the year for different
individuals) should not normally total more than 38 weeks (including 2 weeks of
teaching-related administration) of which there should not be more than 14 weeks
consecutively. Any period over 14 consecutive weeks will only be with the agreement of
the individual. The duties in these weeks of the teaching year are a balance of main
categories of work as detailed in Appendix 1.
3.2.3
Total Available Working Time. The allocation of activity to an individual member of staff
is based on the total available working time. The following table shows the total number
of hours available for work per year (based on a full time equivalent contract) from
which the contractual entitlement for annual leave, statutory and public holidays and
University closure days has been deducted.
Total annual hours:
Less: annual leave
Less: public /
statutory holidays
Less: University
closure days
Total available
working time
Calculation
52.14 weeks x 37 hours
35 days (7 weeks)
8 days (1.6 weeks)
Hours
1929
- 259
- 59
5 days (1 week)
- 37
1574
3.2.4
The particular requirements of the role will determine the profile of work and the volume
of work within each element of activity. The total number of available working hours for
part-time staff is calculated on a pro-rata basis.
3.3
For each individual the work plan is captured in relation to the following areas of activity:
3.3.1 Formal Scheduled Teaching. i.e. the direct delivery of teaching (lectures, seminars,
academic tutorials, on-line teaching) and scheduled tutorials/contact with research
students. The allocation of work within this element should take into account the
following:
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An individual lecturer may normally expect to have formal scheduled teaching
responsibilities for students within a band of 14 to 18 hours a week on average over
the anticipated teaching year of the lecturer.
Formal scheduled teaching responsibilities should not exceed 18 hours in any week
or a total of 450 hours in the teaching year.
Special provision will apply in subject areas where the nature of the curriculum and
teaching style make it inappropriate. Traditionally, areas such as Teacher
Education, Art, Design, Performing Arts and Music have applied this provision. In
such circumstances scheduled teaching should only exceed 18 hours a week for
very limited periods. This is to be within a global total not exceeding 450 hours1.
3.3.2
Teaching Related Delivery Activities which are closely related to direct scheduled
teaching. This covers work directly related to the delivery of formal scheduled teaching,
such as preparation, assessment, and pastoral guidance and is determined in
accordance with the requirements of the teaching to which it relates. The allocation of
time for assessment must take into account the nature of the assessment and the
number of students being assessed in order to ensure appropriate time is available.
3.3.3
Academic Leadership, Management and Administration. This element covers work
associated with the leadership, management and administration of academic activity.
Examples include programme and subject management, Faculty or University wide
responsibilities and recognised trade union duties.
3.3.4
Research. This element covers time specifically allocated to research over and above
Research and Scholarly Activity, and can include public or non-publicly funded research.
3.3.5
External Engagement. Including external activities, consultancy and Business
Development.
3.3.6
Faculty Specific Responsibilities. This covers the allocation of responsibilities that
are likely to be exclusive to the Faculty. For example field trips or design shows.
3.3.7
Research and Scholarly Activity (RSA). The University’s definition of this activity
includes the production of books, contribution to books, articles, conference papers,
creative and original work in all media, professional updating and personal academic
development. As the contract specifies this element as being the balance of the working
year this is calculated as 1574 (total hours available) less 1406 (38 weeks@37 hours) =
168 hours (4.5 weeks).
Research and Scholarly Activity is expected to be broadly in line with the University
Research Strategy and within the individual’s agreed professional research plan. The
time is normally to be taken in weeks rather than days (but not necessarily as a block).
This activity is principally self-managed and relates to the professional academic
priorities of the individual, preferably supporting the academic plans within the subject
area, the Faculty and the University. Individuals are accountable to their line manager
for the use of this time through work planning processes and the normal PDR process.
The timing and nature of this activity will be agreed in advance and will be recorded
formally, normally on the individual’s leave card.
1
The Post-92 National Academic Contract provides for an annual maximum of 550 hours formal scheduled
teaching. It is by local arrangement that York St John operates a 450 maximum. The University does however
intend to review this arrangement in the future with a view to accessing its continuing viability.
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3.4
Flexibility to accommodate changes and developments during the year is expected in
order to manage commitments in response to, for example: illness; resignations; new
appointments; new agreed strategic developments; research and other contracts
awarded; changes in student numbers; and other relevant circumstances. Where this
requires longer term changes, e.g. providing cover for a colleague on long term
sickness absence, it may be necessary to review the original work plan. Changes in
work planning will always be discussed and agreed with the individual.
4. Using the Model
4.1
The development of a Work Planning Model is intended to allow the Dean or line
manager an appropriate degree of flexibility in managing the deployment of staff, taking
local circumstances into account. It is necessary, however, to ensure that the activity
within certain work allocation elements is determined in line with agreed University
processes.
4.2
Duties which fall into academic leadership, management and administration, research,
external engagement, consultancy, business development and Faculty specific
elements demonstrate the range of factors likely to be considered when determining
individual workloads. It will be important to consider the impact of the particular mix of
activities for each individual.
4.3
A degree of commonality in the allocation of work is expected however it is important to
recognise the differences in Faculty needs which exist across the University in relation
to what appear to be similar roles and activities. Each Faculty will be required to be in a
position where it can provide a sound rationale for such variations.
4.4
To meet the transparency requirements of the process in a way in which the information
can be analysed and considered in a common, identifiable format a template has been
developed for use in each Faculty.
4.5
It is anticipated that the Model and template will be reviewed by the Strategic
Leadership Team, in discussion with UCU colleagues, one year from implementation
and then every two years thereafter.
5.
Other factors
5.1
The University has a well defined local process for notification of sickness, notification of
working off site and for recording agreed annual leave, details of which should be made
available to individual members of staff.
5.2
There is an annual entitlement to 35 days of annual leave in the leave year, which runs
from 1 October to 30 September. The timing of holidays is subject to locally agreed
principles and must be approved (via arrangements determined by the Dean) in
advance of being taken. Subject to the reasonable requirements of the University, up to
6 weeks may be taken in a single block and such a request will not be unreasonably
refused, subject to appropriate cover being available.
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