Joint statement from the VC and UCU York

As we enter the new academic year, the UCU at the University of York and the University of York Vice Chancellor wish to issue a joint position statement in relation to the ongoing areas of national dispute; pay, pay gaps, workload pressures, and use of short-term and casual contracts. We recognise this is a complex dispute but nearly all involved realise that the sector must overcome these issues so everybody can contribute in their roles, enabling universities, including ours, to fulfil their crucial role in our society. 

Following a very difficult summer of action short of a strike, including a marking and assessment boycott which followed various periods of strike action, there is a worry among union members and management in our university that a stalemate has been reached at UK level. This, we feel, is because there is too much emphasis on ‘winning’. In our previous joint article ‘A shared perspective on pay and conditions’, published in WonkHE, we recognised that negotiations were going to be necessary if we were to reach an impactful and satisfactory resolution. We also made reference to the good work that can be achieved by all parties coming together, as has been the case with the latest valuation process of the Universities Superannuation Scheme (USS). Assuming this deal progresses as outlined in the UUK and UCU joint statement, it will restore USS pension benefits and reduce contributions for employees and employers. 

We stated then, and re-state now, that any deal reached through negotiations should include meaningful action in all four areas of the dispute.

On pay, we agree that while wages have eroded over the last few years and pay rises have lagged behind inflation, there are clear serious questions of affordability in the sector. In this situation current pay levels for many members are simply not enough in the face of sustained higher levels of inflation and the longer term devaluation of real pay. But continuing to approach pay in the same way year on year is not working, as evidenced by years of industrial action, so we must consider other ideas like multi-year pay deals and work on the national pay spine.

At the heart of this there needs to be a shared and transparent understanding of the financial situation of the sector, which is at risk of becoming precarious, due to a broken funding system and reliance upon other unstable funding sources. It is therefore imperative that all parties openly participate in the independently led review of sector finances at the earliest opportunity. This review must respond to the concerns of both unions and employers with a clearly defined remit and agreed methodology. 

On casualisation, pay gaps, and workload pressures, we also agree that strong frameworks for action need to be formulated that unambiguously go further than those offered in February (which, we note, were rejected by UCU members). At York we have already made inroads in addressing concerns in these areas, but now reiterate our commitment to continue to make improvements, and where there isn’t already one in place, we will produce a meaningful action plan for each of the above by January 2024.

In each case, the aim will be to overcome the three pay-related concerns [within the UCU Four Fights framework] using evidence-based action that is agreed between all campus trade unions and management. We need to show at York what can be achieved working in partnership and we want to lead the way on this within the UK HE sector. 

There is a period now of relative calm as UCU reballots and no industrial action is possible without a renewed mandate. This is a moment of opportunity to get back around the negotiating table, communicate, and attempt meaningful dialogue with a view to settling the dispute without further industrial action. This requires goodwill on both sides, as well as building foundations of trust and agreeing timelines so that we all feel the changes we require are taken seriously and that resulting action happens  in a timely manner.

We have a joint interest in having a stable and prosperous sector that would enable our own University to develop further as a university of public good with stable finances, happy and fulfilled staff, and with a learning environment for students that reflects our values and principles.

Our simple message to all involved is that we need to meet, speak, negotiate and work together to find and build our sustainable future.