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UCU CCCU Newsletter 1/9/20

Dear UCU member,


I hope you are managing to find time and space away from CCCU.


The work at hand for the Branch Executive has not stopped and currently is focused upon the implementation of the Temporary Agreement and the planning for 20/21.


Additionally UCU CCCU recognise there are now urgent issues arising from the implementation of the TA.  


The Supplementary Information/ Guidelines in relation to the TA begin:  


This document is a work in progress aimed at providing a set of guidelines for supporting the implementation of the TA. It is shared at this stage as evidence of the joint work UCU CCCU and SMT are developing to support the implementation of the TA as well as being an additional set of information. 


There is very considerable and growing staff discontent with the current situation and the implementation of the TA. 


There is an urgent need to re-establish the collaborative UCU CCCU SMT approach on which the integrity of the TA now rests. These issues are currently concentrated in relation to the following points:


the AWLP document circulated as Appendices to Support AWLP for STW has not been agreed by UCU/CCCU and now marks both a break in the progress and work developed in the UCU CCCU/SMT WLP group and in relation to the implementation of the TA. It has been described to me by a member as reflecting ‘bad faith’ on the part of SMT and is as step back from the principles asserted in the TA.


UCU CCCU in the absence of co-operative work on the TA, Guidelines previously agreed and giving notice of the risk to the TA  this creates, will work to maintain its responsibility to members and the TA and continue to independently develop the TA Guidelines to address existing and developing problems with implementation


the Health and Safety of staff, students and our communities and the WLP 20/21 (within STW and the Pandemic) remain clear UCU CCCU priorities around which there is considerable staff concern – this now calls for actions beyond the existing working groups.


The possibility and the frameworks of effective collaborative work exist and I hope we can improve on the current mutual problems for the sake of the University. The alternative will be individual and collective grievances challenging the University and TA and its implementation.


A JNCC or special meeting is now urgently needed to address these issues.


Please contact us regarding any problems and issues and especially in relation to WLP for 20 /21.


Below is the draft of the additional TA Guidelines previously circulated and for which UCU CCCU are awaiting a response from SMT.   


Best Wishes,


Bryan Hawkins 







Effective WLP is at the core of the integrity of the TA in 20/21 and will define vital elements of its success or failure in terms of staff and student experience, Health and Safety and Well-Being.


CCCU SMT and managers must urgently and fully take on the implications of the now agreed TA and STW and Guidelines and support staff in this context revising existing WLP’s where relevant and ensuring reductions in workload rewqured under thyec TAS.


WLP must deliver the commitments  made by SMT that balance the sacrifices made by staff in the TA.


The TA Guidelines published on StaffSpace go some way to support the TA but clearer direction and more detailed guarantees of fairness of process and support for staff Health and Well Being and security of staff are clearly needed.


It is all staff and managers responsibility to protect collective and individual Health and Safety and Well Being by ensuring that STW produces less not more work for staff involved in the TA.



Audit of Workload 


A sense of what hours are required at Faculty, School, Programme, Module  and Individual Planning levels in 20/21 are needed as starting points for all WLP and as the basis for individual WLP’s and STW reductions in workloads.


A clear, ongoing and transparent calculation of workload against available staff hours must exist at Faculty, School, Programme and module levels and inform WLP discussions. Clear information on STW reduction can be only be established on this basis. 


Problems arising at the points above  must be urgently reported and solved by SMT and not or passed down to staff.


The audit of workload should additionally include:    


Audit of School and Programme Workload including a transparent calculation the hours  for all staff roles and responsibilities to be allocated


Audit of Key School ‘across the board’ and School Programme and module Workload Reductions


Audit of Individual Staff Pre-Covid Workloads


Audit of Individual TA Workload Reductions.


Individual staff positions within programmes, modules  and individual workloads must be established and agreed via WLP’s.


Preparatory work undertaken for teaching should be included in teaching/contact hours calculations  


Staff must have agency an active role and recourse to mediation in relation to decisions made in WLP’s.


Lack of clarity regarding student numbers in 20/21 suggest that the WLP process will be delayed. 


On this basis all current Semester One and Two WLP’s will be provisional.


Risk Assessments 


Risk assessments must be established  prior to the finalising of WLP’s and reflected in WLP negotiations and documentation.


WLP’s should directly engage  the conditions for a safe return and the Health and Safety and Well-Being needs of individual staff. 


It must be accepted by managers that some staff will only be able to deliver their contact hours/teaching online.


It must be accepted that Risk Assessments and thus WLP’s will need to change, and  possibly at speed,  to accommodate changing conditions.    


Teaching and STW – 


An agreed and transparent formula for module group sizes and multipliers must be agreed across Faculties, Schools and Programmes


No individual member of staff should be allocated less contact/teaching hours than are involved in the actual delivery of modules.     


Reductions in contact/ teaching hours are potentially part of any individual WLP. 


The TA does not protect any area of staff workload from reduction within WLP negotiations. 


Staff must actively involved and have agency within WLP negotiations including the opportunity to request mediation and to dispute with representation elements of their WLP’s that emerge unagreed by staff and LMs.


Staff must feel able to suggest and define areas for reductions of workload  that reflect their individual situations and professional, career and personal contexts and these elements should be reflected in WLP’s  


The revised notion of contact hours/teaching hours  must inform all WLP’s. 


Contact/teaching hours include:


face to face on site contact/teaching


synchronous/face to face online contact/teaching, 


non-synchronous/student directed learning and feedback contact/teaching


The above activities considered in total are the contact/teaching hours to be fully included in existing and revised WLP’s.

In the context of STW they should be subject to reduction by negotiation in WLP discussions.


Some staff (and some students) will not be able to provide face to face on site teaching within their contact hours

The considerations of BAME network should inform WLP and WLP’s.


No member of staff should feel unsafe or unfairly treated as a result of their WLP and clear routes to Mediation through HR and UCU CCCU and Union representation will be highlighted by Line Managers without prejudice in such cases.    



Protected Characteristics –  


These must be considered and reasonable adjustments made within Risk Assessments and within WLP’s


Review and Mediation


All WLP’s will be subject to review as the academic year develops.


All WLP negotiations experiencing difficulties will have access to a clear route to balanced and open mediation provided by HR and if relevant UCU CCCU and Union support.


Monitoring of WLP’s 


Individual staff and Line Mangers have a responsibility to record the actual workloads experienced and delivered in 20/21.

Differences between WLP’s and actual delivered workloads need to be addressed within WLP reviews and be mediated by HR and/or UCU CCCU and Union representation.



Bryan Hawkins 




UCU CCCU Update 16/07/20

Dear members,


As agreed at Branch The eballot on the Temporary Agreement will start on  the 17th of July and end on the 28th of July at 4pm.


UCU Head office are organising this and will be contacting you with full details of the balloting process and the Temporary Agreement and Guidelines for Implementation.


Please find attached ( in recent email ) an equality analysis document produced by HR.


Please continue to contact me regarding this update or issues relating to previous communications.


Best Wishes,




UCU CCCU Update Workload Planning 20/21

The current situation has put into sharp focus the centrality of Workload Planning (WLP).

The Pre Covid WLP structure was problematic and UCU CCCU believe not fit for purpose for managers and staff. This was the rationale for setting up, at the start of this academic year in collaboration with HR, a working group to review WLP.

Currently the situation regarding Planning for 20/21 and consideration of Short Time Working (STW) is complex and problematic

The Covid19 emergency has added an extra dimension to existing difficulties.

UCU CCCU continue to negotiate – within the Guidelines that will be attached to the Temporary Agreement (TA) and that will form the package members will vote on in the eballot – a workable structure for WLP under STW.

UCU CCCU have commented recent documentation on Blended Learning and LTEU documentation

Additionally below are some negotiation points being developed by UCU CCCU in relation to Project 20/21 and LTEU.

LTEU emphasise keeping it simple and this is vital and challenging – complexity needs to be resolved by CCCU leadership and not merely passed down.

LTEU and Blended Learning documentation should be live an flexible

WLP in the context of Covid and STW must be addressed realistically and directly.

In relation to individual staff

staff must feel that WLP is a valid process defining limits of workloads and protecting staff WLP cannot be  a fantasy” activity un-related to real workloads and work experiences

staff must have agency and involvement in the structuring of their WLP

staff must feel  supported by the WLP process so contact or engagement hours are real, reviewed and functioning boundaries marking limits of workload

staff must be aware of and understand a  process by which schools and programmes address WLP and which are open to review

staff must be aware of a meaningful process by which problems arising in phases of WLP (school, programme individual) can be listened to and addressed

In relation to Current UCU CCCU Negotiations, Documentation, LTEU and Blended Learning

Defining Terms is Important

The Document is a live document presenting developing guidelines for implementation of teaching in 20/21

Contact hours are in recent QAA documentation reframed as ‘engagement hours’. UCU CCCU believes this offers CCCU an opportunity to creatively re-frame and re-consider teaching workloads for 20/21. 


UCU CCCU believe engagement hours should include and limit:

Face to face on site teaching (this will not be an option for many staff and students)

Synchronous live on-screen teaching

Asynchronous teaching activities within a defined time period not synchronous.

Preparation / feedback time.



The situation is complex but CCCU leadership must mediate the complexity not isolate managers and staff within wicked problems that produce an impossible task


Keeping it simple suggests to UCU CCCU:

Mediating the complexity of issues not passing complexity down

Structuring terms and principles as key elements of documentation and allowing academics agency in curriculum construction and design

Empowering pedagogy – technology follows pedagogy not vice versa

Not overloading documentation – recognising resources and additional information as such and as additions/supplements to documentation



This applies to managers and staff and is dependent upon:

Identifying key areas for implementation of teaching and learning – before complex developments

Keeping technology do-able

Not adding to workload technology should decrease workload wherever possible

Recognising learning demands on staff

Weakest technological link (staff and students) will define efficacy

Recognising STW impacts as a vital component of planning


Key elements of Negotiations

CCCU Documents and communications must be user friendly distinguishing key definitions of terms and principles from additional materials (resources etc) and should communicate light touch and accessible materials  in live documents – e.g. “ways of starting’ ‘some ideas’ ‘resources and help”

Resources and Support must be available to staff (hardware and software support) 


WLP and Blended Learning must empower not overwhelm staff


Complexity needs to be mediated


WLP and Blended Learning must allow academics to have autonomy over delivery and implementation of Principles


Planning for 20/21 must facilitate a learning and developmental approach– with built in review


CCCU must avoid ‘technologism’ – the over-valuing of levels of technological aptitude as performed by staff – at all levels


Staff must feel able to prioritise pedagogy over technology


We welcome your comments on the above.


Best Wishes,


Bryan Hawkins



UCU CCCU encourages all members to engage with this survey, 

UCU CCCU encourages all members to engage with this survey, 


Reminder: staff pulse survey on transitioning back to campus working closes on Sunday


The staff pulse survey on transitioning back to campus working, closes on Sunday 19 July.


Your survey responses will help us to understand your thoughts about coming back to campus, and any concerns about this transition, as well as hear of positive experiences of returning to campus that could be maintained, shared, or from which we could all learn. Your responses will contribute to ensuring the University is providing the support you need for a safe and healthy return to working on campus, and will help us to learn from our collective experiences.


The survey, which takes just a few minutes to complete, can be found here. Please be reassured that your answers are anonymous, you will not be required to enter your name in the survey, and any demographic questions are asked so that we can understand if particular groups of staff have a different experience.


If you have any questions or concerns please contact



Best Wishes,


Bryan Hawkins



UCU CCCU Update Health and Safety Issues

Health and Safety is a UCU and UCU CCCU priority.


Currently meetings and discussions across the University are engaging important aspects of planning for the 20/21 Academic Year and for Semester One.


The following is an  update regarding Health and Safety in these contexts.


No UCU CCCU member or member of staff should return to face to face on site teaching or to any campus site until they feel safe and have received and agreed a risk assessment appropriate to their specific  tasks and location.


The above is the responsibility of the University  


UCU CCCU  will support individual members and staff groups in this process. 

CCCU UCU  has been active in informing, working with, and where necessary challenging  management to ensure that any return to campus is managed in a way that  considers the health, safety, risks and hazards to all employees. There is a wealth of information available on Staff Net under FAQ’s on the current situation as the university prepares for a partial re-opening. However you may like to know where CCCU UCU are in relation to the ongoing discussion regarding some of the more central aspects of this .


As such the following have now been discussed. 


  1. Guidance regarding safe distancing is at this point in time an ongoing issue at CCCU. UCU’s and the T.U.C’s national position is that a distance on no less than 2mt should be adhered to at all times, and that 1.3 mt (to achieve 1m around a person) in many situations is insufficient. The issue of going to 1.3mt with mitigations on Campus (called 1m+ by the government) and particularly within a classroom environment has been discussed but at the time of writing not agreed by CCCU UCU,  however this may change over the short term as additional measures are considered.
  2. Risk assessment principles and practice for on-site working have now been drafted and made available. These have been based on the Government’s ‘ Working safely during Coronavirus‘ guidance. The CCCU-wide COVID-19 H&S guidance and risk assessment were updated and approved by Project 20/21 on the 18th June and published here –
  3. Note: Before any employee returns to work on campus

Best Wishes,


Bryan Hawkins Chair UCU CCCU

Chris Biela Health and Safety Officer UCU CCCU

Outcome of Branch meeting July 6th

Dear Members,


Thanks to all who attended the Branch Meeting.


A difficult phase in the ongoing negotiations with SMT has been completed.


Yesterday’s Branch  meeting (6 July 2020) has agreed to start the process for e-ballot on the Temporary Agreement agreed by JNCC.


This will allow all members, following circulation of the agreement, to vote to accept or reject the Temporary Agreement..


Best Wishes


Bryan Hawkins Chair UCU CCCU

Branch Meeting Monday 6 July from 1 to 2.30

Dear All,

As you know negotiations between Union and SMT are still going and a JNCC meeting is scheduled for Friday afternoon. Please watch the recording from VC Q&A session today (01.07).

Full discussion of the proposal will take place at the next Branch meeting on Monday 6 July from 1 to 2.30 the link has been sent to members.


Bryan Hawkins


If you are a member and not getting emails from us please alert us via branch email (ucucanterbury @


Dear Member,

Many thanks to all those who have attended the Branch Meeting yesterday and who have contributed to the ongoing negotiations to date and or communicated with me on this process.

The Slide Presentation and the Branch endorsed framework for further negotiations are at

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the framework for ongoing negotiations is also copied below.

The Proposal Package for Continued Negotiation


Gross salary 29% On costs 12 months 11 months 10 Months
10% reduction £27,000 to £30,046 and 20% above 8,032,271 2,329,359 10,361,629 9,498,160 8,634,691


This option would operate alongside the recognition and pausing, for a maximum of one year or 11 months, but not 

cancellation of:


pay awards


contribution points





Additionally in the cases of:


Increments– these would be cancelled for 20/21 


contribution points– these would be recognised in 20/21 for starting and payment n 21/22


promotions– staff would have the option of applying in 20/21 to be actioned and paid in 21/22 or alternatively applying beyond or later than 20/21 for start and payment in 21/22


The (above)proposal package for continued negotiation is, we believe, both consistent and best fit with the spirit and details of the 7 jointly agreed principles, with the, independently agreed UCU CCCU Principles and with the agreed UCU CCCU negotiating points as of June 15


All financial details will be subject to independent scrutiny


The budget 2020-21 will be reviewed in October 2020 and at six months with a view to assessing the achievement of the saving goals and the earliest termination of short time working


It is now very important that your questions and comments around the ongoing negotiation framework which has not as yet been fleshed out finalised or finally agreed – and which in its final developed form will go to Branch for agreement – are communicated to UCU CCCU and to SMT to facilitate any changes, the fleshing out of the document and the consideration of the very important details.


UCU CCCU have asked for further and extended modelling of thresholds and bandings for short term working.


UCU CCCU representatives will be considering issues around Equality and Diversity and Health and Safety.


UCU Regional Officers will also be considering the framework in the context of national UCU leadership policy advice and guidance.


We urgently need you to send us (members of UCU and non-members) your questions and concerns for collation and communication to SMT.


Additionally the VC has also offered to field questions directed to him on the SMT’s position


Please feel free to communicate / forward this email to non-union colleagues.


Non members please consider joining UCU to support our University and its communities and to make your voice heard.

UCU – Home

UCU is the largest trade union and professional association for academics, lecturers, trainers, researchers and academic-related staff working in further and higher education throughout the UK.


Best Wishes,


Bryan Hawkins





Power Point Presentation BRANCH MEETING 23rd JUNE

UCU CCCU Position Paper for Branch meeting 230620

Branch Update 11/6/20

Dear Members,


Many thanks to all those of you who have been attending the now fortnightly and lively Tuesday Branch Meetings and to those who have been contacting us with comments views and questions. In fact to all of you who find the time and commitment to follow these newsletters and UCU communications !


As you will have seen from the all staff communication yesterday of the SMT / UCU CCCU Joint Statement endorsed at UCU CCCU Branch this week we are at a crucial stage for our Union nationally and locally and for our  University and the future of Higher Education. 


We are making a difference and the work of individuals is vital. We will keep you informed of the negotiations with SMT as they develop and through the negotiating points (see below) which will be regularly updated and which we very much want members to contribute to, to add to and to comment upon. We need to know in order to represent you fully. These matters will also be discussed at Branch meetings. 


Our local negotiations will follow UCU policies and the recently announced  National UCU Fund the Future Campaign will remain central whilst we continue to ensure the viability and sustainability of our University and Higher Education within and beyond the Government’s current refusal to substantially financially support Universities at this difficult time. 


Please send your comments and contributions to the developing negotiation points (below) and other issues to Bryan Hawkins.        


The Joint statement has drawn on the work done in Exec and Branch and as supported by members contributions to draw together a set of principles that can inform and support all negotiations and interactions. These UCU CCCU principles are not overwritten by the Joint Statement rather they have underpinned it and formed its content.


SMT are listening to us and we are inside the negotiations on the future of our University.


Please continue to refer to the UCU CCCU principles (see below) and to contact us if you need support in relation to any negotiations discussions or situations you are involved in.


UCU CCCU are currently negotiating strongly in relation to holiday carry over and workload . Members and staff are experiencing difficulties in getting their statutory contracted holiday allocations. Inappropriate demands are being made by some managers. Workloads and holidays are very important issues and are Health and Safety issues in relation to staff Well Being. Do not suffer inappropriate demands or loose vital holiday and recuperation time.


Expect updates from us and all staff announcements soon.


In the meantime any staff unable to negotiate their holiday allocations or with workload issues should contact Bryan Hawkins or Chris Biela for support.


We have scrutinised the FAH FEd Merger Implementation Plan which has now been published. We continue to negotiate hard to avoid redundancies, to maintain EVR and to monitor the review process and to represent our members and staff please contact Antonio Sama with your views on the Implementation Plan and Review Process.


This is the time for us to work together for the future of our University and its communities. We need to strengthen the voice of our union and staff at CCCU.  Encourage colleagues to join UCU (search UCU and you/they are a few clicks away from membership).


Come along to Branch Teams meetings and contact us to offer your views, support and to help us represent you.


With All Best Wishes,


Bryan Hawkins








UCU CCCU will continue to seek to work creatively with SMT and the governance of CCCU for the benefit of staff, students and the communities of our University and the communities that our University serves seeking representation and a voice at all levels of CCCU decision-making and for all its communities .


UCU CCCU will work creatively, positively and in an open manner through problem solving and collectively agreed processes wherever possible.


UCU CCCU will follow UCU National policies prioritising avoidance of redundancies and the importance of the Heath, Safety and Well Being of all staff students and the communities of CCCU (see UCU five tests below).


UCU CCCU will enter into negotiations and expect to be involved and to contribute positively to the decision making processes of CCCU  including those concerning the financial viability and sustainability of the University.


UCU CCCU consider viability – the financial health of the University to be directly linked to and inseparable from sustainability  – the avoidance of financial short-termism through a positive commitment to the medium and long term maintenance of the University’s ability to meet the needs of its communities and to thrive.


UCU Five Tests

  1. Low national and local numbers of Covid-19 cases.
  2. A national plan for social distancing
  3. A comprehensive, clear and effective testing regime
  4. A whole [University] strategy for health and safety
  5. Protection for the vulnerable.




UCU CCCU Negotiating Points Re Joint Statement as of JUNE 10th 


Financial Transparency of any process assured and an objective ongoing monitoring process agreed.


Non pay costs, capital spend and income from sale of capital estate prioritised for savings


Commitment to avoiding redundancies maintained


Commitment to avoiding short term working


Commitment to protecting staff Heath and Well-Being


Pre-Covid and post-Covid deficits considered independently



Any consideration of action on staff costs must:


recognise Equalities and Diversity Issues 


be calculated in relation to an objective and ongoing, monitored Covid 19 20/21 Projection of costs


conform to National UCU policies and UCU / Employers  GINCHes conventions


have a mechanism for considering hardship and appeals based on individual contexts


recognise the need for a safety net 


prioritise deferment over cancellation


be focused on staff with permanent contracts 


 emphasise support for precarious workers and sessional and low paid workers


recognise pay differentials at high and low ends of salary scale and emphasise protection of the lowest paid