Framework for Academic Workload Planning

1. 1.1 Framework Objectives The Academic Workload Planning Framework is 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 workloads within Faculties and across the University. The key objectives of the Framework are: to assist Faculties to plan and monitor workloads in a way that, is sufficiently dynamic to cope with the changing needs of academic programmes and business development initiatives; to enable the distribution of workload to be carried out locally in a way which takes account of differing circumstances and values activities in an appropriate way; to ensure 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; to recognise the professional contribution academic staff make to the University by ensuring that the workload planning mechanism supports the full range of academic duties, continuing professional development and professional practice.

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Workloading Principles The context within which academic staff workloading is carried out includes the University Corporate Plan and supporting strategies, the Faculty Plan, Academic Area plans, agreed Personal Research Plans, agreed Personal Reach-out Plans and the Academic Staff Contract. The workloading 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; reach-out; 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 Certificate in Teaching and Learning in Higher Education); agreed strategic development activities. 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. There should be a transparent, fair and equitable allocation of workloads which takes into account the totality of the workload across the profile of activities expected of every member of academic staff.

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The University is committed to achieving high standards in academic work and to continuous improvement in academic quality. This includes: improving student retention, progression and completion rates; high student satisfaction and good customer service; the quality and timeliness of academic programmes at all levels (Fd through to PhD) including external examiner opinions; high quality research outputs and good levels of external funding, from various sources, for research. In line with academic governance principles it is important that all activities within the workload are in line with University, Faculty and Academic Area plans and policies and that the workloading is within the context of the professional and ethical standards expected of staff. The University has a commitment to widening participation and therefore there is a need to improve flexibility and to 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. Workloads 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 reach-out activity. The balance of activities is likely to be informed by personal interests and may not involve participation in all areas of activity at any one time. Development of the individuals academic expertise through research and of their teaching effectiveness through reflective practice is an essential consideration in the workloading process. Faculty Plans should be drafted and provided to staff and, where possible, individual workloads should be drafted before the appraisal round. This will allow a review of the workload, any staff development needs, within the appraisal.

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2.10 The range of factors that will be taken into account in determining the workload of a particular individual include: the range and extent of the duties commensurate with the Role Profile; personal 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 which 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. 2.11 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 which may occur. This commitment to flexibility by staff and the Faculty is a key component of the workloading 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 workloads will be made following discussion and agreement with the individual.

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2.12 In line with the Universitys commitment to work life balance, and in recognising that some staff have responsibilities as carers, consideration should be given to these factors, where possible, when assembling academic staff timetables. 2.13 The University is committed to ensuring that, where reasonably practicable, individual workloads are balanced throughout the academic year. 2.14 An important element to workloading planning is that individual workloads are allocated 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 ensuring 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 staff can take necessary breaks within normal meal time patterns. 2.15 What is crucial to the sensible operation of the academic contract is that each Dean of Faculty plays close attention to the concept of reasonableness, both for each individual and in the comparative context of the Faculty. If any member of staff feels the workload allocated to them is unreasonable, they will have the right of appeal through the University Grievance Procedure. There is an important responsibility placed on the Executive to monitor the operation of this system to ensure that equity and consistency characterise practice across the University. 3. 3.1 Framework Structure The Framework provides a structure for the range of activities into seven areas whilst recognising the relevant provisions contained within the academic staff contract (as set out in the academic statement of particulars and handbook). The following aspects of the contract are important to consider in understanding the parameters of any individual workload: 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 that 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, therefore, 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. The individuals 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 categories 1, 2 and 3 activities including research and reach-out - which should be integrated into the overall pattern of activities. Category 1* and 2* duties should not be such as to unreasonably constrain category 3* duties (*see 3
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section 3.3 and Appendix 2 for more information in relation to each category). 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 and statutory and public holidays has been deducted. type Total annual hours Less: Annual leave Public, statutory and Institutional closure Total available working time 3.2.4 Calculation 52.14 weeks x 37 hours 36 days i.e. 7.2 weeks 13 days ie.2.6 weeks hours 1929 -266 - 96

1566

The particular requirements of the role will determine the profile of work and the volume of work within each element. The figure of 1566 hours should be used for modelling purposes only and it should be considered as a maximum. The total number of available working hours for part-time staff is calculated on a prorata basis. The profile of the academic contract recognises that an allocation of 37 hours per week for workloading purposes will include an element of professional contract time. Professional contract time includes aspects of the role that cannot be pre-determined but are considered to be an important element of the academic role, such as professional discussion and dialogue with academic colleagues. Therefore, the total available working time of 1566 hours includes 76 hours (38 weeks x 2 hours per week) professional contract time.

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For each individual the workload is captured in relation to seven areas of activity as follows: 3.3.1 Formal Scheduled Teaching. Formal Scheduled Teaching is widely referred to as category 1 and is specifically identified within the Academic Staff Handbook. It is considered to be the direct delivery of teaching (i.e. lectures, seminars, academic tutorials) and supervision of students. The allocation of work within this element should take into account the following: 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 550 hours in the teaching year; and the above provisions need not necessarily apply in practice based and professional disciplines. 4
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Non direct non scheduled teaching but closely related to direct scheduled teaching. This is widely referred to as category 2 duties and 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 and Faculty specific requirements. Academic Leadership, Management and Administration. This element covers work associated with the leadership, management and administration of academic activity. Examples include programme and subject leadership, Faculty-wide responsibilities and recognised trade union duties. 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. Reach out, Consultancy and Business Development. This covers activity associated with reach out, consultancy and business development. 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. Research and Scholarly Activity (RSA). The University defines research as original investigative or creative work, or critical study of existing work or data, and its communication through publication or presentation or public exhibition. The Universitys definition of scholarly activity is 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 1566 (total hours available) less 1406 (38 weeks@37 hours) = 160 hours. Research and Scholarly Activity is expected to be in line with the Academic Area research plan and within the individuals agreed personal research plan. The time is to be taken in weeks rather than days (but not necessarily as a block). Whilst the individual is accountable for the use of this time, the activity is principally selfmanaged.

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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. Changes in workload will always be discussed and agreed with the individual.

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Using the Framework The development of a Framework is intended to allow the Dean 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 workload elements is derived using a clear and specific formula. The calculation and allocation of Formal Scheduled Teaching (category 1) and Teaching Delivery Related Activity (category 2) must be carried out in accordance with the methodology and guidance set out in Appendix 2. Duties which fall into academic leadership, management and administration, research, reach out, 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. A degree of commonality in the allocation of allocations is expected however it is important to recognise the differences in Faculty structures and 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 and report on the tariff of allocations used. 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 as indicated in Appendix 3. It is anticipated that the Framework and template will be reviewed by the Executive on an annual basis. A summary of the review will be provided to UCU. Other factors Each Faculty should have 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. There is an annual entitlement to 36 days of annual leave in the leave year, which runs from 1 September to 31 August. 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 organisational requirements of the University, up to 6 weeks may be taken in a single block and such a request will not be unreasonably refused. Implementation The Framework will be introduced formally from September 2008 although it will be used to capture the workload allocation for staff for the academic year 2007/08. It is suggested that Faculties map existing workloads against this Framework as the basis for discussions with academic colleagues in preparation for the next academic year.

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Appendix 1

Framework for Academic Workload Planning

Annual available working time is 1566 hours Formal Scheduled Teaching (cat 1)
As specified in contract as follows: Lectures Seminars Tutorials including placement tutorials Invigilation Scheduled teaching on residential courses, including field trips Teaching in labs, studios, workshops and other specialist rooms Scheduled Supervision and scheduled contact with research students Scheduled supervision and scheduled contact with students on project work

Teaching Delivery Related Activity (cat 2)

As specified in contract as follows: Preparation of the teaching duties Membership of Boards of Studies and Examiners Assessment Personal guidance duties Gradual ongoing development of teaching and learning methods Personal subject updating related to the teaching duties General administration related to the teaching duties

Academic Leadership, Management and Administrative

Research

Reach out, Consultancy and Business Development

Other Faculty specific

Research & Scholarly Activity

Module leadership Programme leadership Subject/Team leadership Faculty-wide responsibilities eg. Learning and Teaching Coordinator, Retention Coordinator, Chair of Faculty Equality and Diversity Group Recognised Trade Union duties Admissions related activities Approved external responsibilities

Publicly and non -publicly funded research Studying for a PhD

Developing new income streams Subject and curriculum development Reach Out Fellowship Consultancy Consultancy under Code of Practice Recruitment activity Placements development Funded Reach Out projects

At discretion of Faculty but must be clearly quantifiable

As described in contract as follows: Scholarly activity includes the production of books, contributions to books, articles and conference papers, creative and original work in all media, professional updating and personal academic development

Up to 550 hours

160 hours

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Appendix 2 Work categorisation and allowances Work categorisations Work has historically been categorised into 3 distinct types of duties and this language is known and understood as follows: Category 1 and 2 duties are, respectively, formal scheduled teaching duties and nondirect, non-scheduled teaching duties closely related to direct scheduled teaching. Category 1 duties should not exceed 18 hours in any one week or a total of 550 hours in the teaching year. Work can be scheduled in up to and including 2 evenings. Further evening or weekend work is exceptional, with the agreement of the individual and will be within the workload. In determining an individuals teaching, the student numbers, level, location of the activity and whether there is significant teaching material development needed (e.g. for the first time of teaching on a module) should all be taken into account. Also, Category 2 duties include gradual on-going development of teaching and learning and personal subject updating in relation to teaching (i.e. these are not Category 3 duties). Category 3 duties are non-direct, non scheduled teaching duties, not closely related to direct scheduled teaching. Hence this includes research, reach-out, programme leadership, development activities, activities related to recruitment, admission and retention of students. Allowances in relation to particular activities The following is provided to enable a degree of consistency in relation to allowances for particular activities across the University. The allowances in relation to category 1 hours are fixed and there should be no deviation from these allowances. In relation to category 2 hours there is some scope for adjustment. Allocations for category 3 should be discussed and determined locally and should be appropriate to local circumstances. Formal Scheduled Teaching (Category 1 duties) Direct Teaching Delivery

This is calculated, in most cases per module, on the basis of the direct contact hours. Supervision

This is calculated by considering the type of supervision to identify the relevant number of hours and multiplying this per student (normally based on the module description or agreed University or Faculty norm)

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Non direct non scheduled teaching but closely related to direct scheduled teaching (Category 2 duties) For every hour of direct teaching it is considered good practice to allow an hour for preparation, assessment and pastoral guidance. In the majority of cases there will be a Category 2 hour for every Category 1 hour, however, in exceptional circumstances, the Faculty will have scope to vary the 1:1 ratio taking into account the complexity and /or level of the module the size and shape of the module how the module is delivered unusually high or small numbers of students the module life cycle (i.e. increased preparation time associated with delivery of new modules); the relative experience and/or expertise of the member of staff.

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Appendix 4 Annual Schedule for Academic Staff Workloading A schedule should be agreed in each Faculty so that everyone involved is familiar with their responsibilities and the timescales associated with each stage. The following provides an example of the stages necessary: 1. The Head of Department / Team Leader will review the teaching demands for the coming year, in particular the anticipated modules and courses to be delivered (taking note of the level, the likely student load of each module / course and the demands of off-campus delivery), any changes with respect to the current session, any programme development / approval / review activities that will take place during the year (including development of off-campus delivery). This will give the anticipated formal teaching load and student load for each of the teams and the staff within them plus the relative demands in terms of development etc. 2. The Team Leaders will each meet with every member of their team individually to discuss their current teaching workload, their curriculum and other teaching development load, their personal research plan, their personal reach-out plan, their administrative/management duties and their thoughts on how their workload could develop in light of the changes that are planned within the Academic Area (programme portfolio changes, curriculum changes, Academic Area Research Plan, Academic Area objectives etc) and any commitments for teaching input into other Academic Areas. The Head of Department will carry out this review in the case of the Team Leader. 3. This data will be pooled for each team by the Team Leader (including his/her own) and discussed by the Head of Department and Team Leaders group in order to develop a proposed workload for each member of academic staff for discussion with that member of staff. The Team Leader will iterate this with each individual member of academic staff and the Head of Department and Team Leaders group (where appropriate) will produce from this the draft workload for each individual. This set of data will be made available for any member of staff to consult if they so wish. 4. The draft workload for each individual will be reviewed by the Team Leader with the member of staff during the individuals appraisal and staff development needs will also be identified. 5. The Head of Department and Team Leaders (where appropriate) will meet to finalise the workloading. Workloads will be subject to continual review during the academic year and will be amended with the agreement of the relevant member(s) of staff as the needs change due to changes in e.g. student numbers, programmes delivered, research performance, short-term demands of reach-out activity.

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Last updated: June 2008