You Said: We Did: Following analysis of the results of the 2011 Staff Survey, priorities for action were identified by the School of Journalism, Media and Cultural Studies These areas from the Staff Survey were identified as needing action: 1) Strive to deal with poor performance more effectively What we’ve done so far: 1) The School continues to emphasize and empower line management across the different professional and academic programmes and awards, with line managers positioned to identify and respond quickly to issues of underperformance. 2) The School Appraisal system encourages continual ‘supervisory’ meetings across the year as well as an annual appraisal meeting for the setting of next years objectives and review of current performance. 3) In addition, the School has introduced mentors for all new academic staff to help support them in their professional practice and ameliorate possible poor practices developing. 4). The School has implemented the advised HR Return to Work process which tangentially often relates to issues of poor work performance as well as poor work attendance. 5) The School has introduced systems of teaching induction and supervision for associate lecturers and hourly paid tutors. 2) Look at keeping staff more informed of matters affecting them 3) Manage major changes effectively in the School As communication is received, this has been passed onto staff to keep them informed via meetings, posters and email. The School cascades incoming emails to all staff as necessary. It communicates through its quarterly inhouse online publication YouButey and JOMEC webpages, and internal staff pigeon-holes, and also via its various committees, including School Board and annual Away-Day events. This year has also seen a determined effort to make better use of the staff room that is now used for occasional additional staff meetings and host to the newly introduced weekly coffee meetings and research sessions. As major changes are adopted, change management processes will be used and staff will be kept informed of changes as they arise via the means indicated above. This year the annual AwayDay event included sessions devoted to major changes underway in the University and forthcoming College structure, and we have hosted open information sessions and Q & A sessions with senior university managers. A new Senior Management Team has been implemented (meeting every two weeks) and this routinely seeks to monitor and manage major processes of change within the School.