'You Said, We Did'

The following changes to provide oversight and governance of wellbeing strategy have been established:

• MENTAL HEALTH AND WELLBEING BOARD: a Board of academics, key external partners, student representatives and subject matter experts was formed in December 2020 to provide oversight and guidance on wellbeing strategy.

• WELLBEING, INCLUSION & CULTURE BOARD: a new 'Wellbeing, Inclusion and Culture Board’ was launched in December 2021. This Board will have overall governance of wellbeing strategy. The Board has a variety of expert sub-groups that sit beneath it focussing on Workload, Mental Health, Equality and Inclusion, Gender Safety and the Future of Work. It is chaired by the Provost Professor Janice Kay and reports into the University Executive Board.

• ASSISTANT DIRECTOR OF CULTURE AND INCLUSION: a new role of 'Assistant Director Culture and Inclusion' has been created and filled by Shades Chaudhary. This individual will support changes and development that the University is making to drive one of the key aims in our 2030 Strategy: being leaders in creating a socially just and inclusive society.

What did colleagues say?

There could be greater academic engagement with digital tools and support. Examples of this from our survey include:
- 73% of academic colleagues told us they found redesigning modules challenging and just 10% of colleagues found this to be easy.
- 56% of academic colleagues found enhancing ELE (Exeter Learning Environment) pages challenging.
- 44% of our academic colleagues found the use of new digital collaborative tools challenging. 

What has been done by the organisation since the survey?

DIGITAL LEARNING DEVELOPERS (DLDs) & ASSISTANTS (DLAs)

The sheer size of the challenge of the pandemic demanded the creation of digital learning support for academics at scale. The solution was the creation of a “homegrown” team via Project Enhance, employing and training 69 recent graduates and 119 current students as Digital Learning Developers (DLDs) and Digital Learning Assistants (DLAs). These teams were embedded across all 43 academic departments to provide tailored advice and assistance. That began with a crash course in digital pedagogy, giving them an opportunity to experience, first-hand, the platforms and tools they would be supporting academic staff to use. The Digital Learning Developer role has now been embedded into the institutional structure on a more permanent basis with 30FTE (5FTE per college) in post and professionally homed within the TEL team.

THE DIGITAL HUB

The Digital Hub is loaded with help, guidance and advice. It is a place to help the whole University community master and adopt new and existing digital tools, working in the best ways possible.

What is in the pipeline to come?

UNIVERSITY STRATEGY 2030

A strategic priority of Strategy 2030 is to invest in digital technology and digital skills development.

NEW CHIEF DIGITAL OFFICER (CDO)

Ash Roots has been appointed as our Chief Digital Officer. One of his goals is "to involve students and academics at every step of the way in designing the future digital experience, putting people at the heart of transforming education and research.”

What did colleagues say?

There were challenges reported with change management. For example, only 24% of colleagues said they felt the change process is managed well when the University introduces new initiatives.

What has been done by the organisation since the survey?

FUTURE OF WORK PROJECT

The Future of Work project was started to manage and better support colleagues through future ways of working. Colleague consultation and feedback was sought on ways of working. Any changes and policy/decision making is being assessed through the lens of wellbeing, EDI, accessibility and sustainability. Mitigations are being put in place to improve processes.

BONFIRE OF BUREAUCRACY

The Bonfire of Bureaucracy was paused in 2021 but focus on reducing bureaucracy is part of Strategy 2030 (see what is coming below).

THE CHANGE BLUEPRINT

The Change Blueprint provides a consistent approach to managing change across the University to be used by anyone managing change within the University – from a local initiative to University-wide transformation. Further work is currently being completed on this tool.

What is in the pipeline to come?

STRATEGY 2030

Extensive consultation took place last year (2021) to develop our University Strategy 2030. This strategy has committed to ‘designing our services with and for their users and we will simplify our governance and decision-making to create the time and resources we need to tackle the big challenges and to innovate’.  Another strategic priority of Strategy 2030 is to invest in digital technology and digital skills development.

STRUCTURE CONSULTATION

As part of a project named ‘Shaping our future structures together: Strategy 2030’, Professor Lisa Roberts (Vice-Chancellor and Chief Executive) asked colleagues to provide feedback on some proposed revised structures to the organisation. This feedback is now being reviewed and an update will be issued in March 2022. 

What did colleagues say?

54% of colleagues told us they had not completed a DSE in the last 12 months.

What has been done by the organisation since the survey?

WORKSTATION ASSESSMENT CAMPAIGN

A campaign ran in June-July 2021 with the Internal Communications team via the weekly staff bulletin and other internal newsletters as well as the iExeter app. This encouraged colleagues to review their current workstation setup by following the guidance provided and to complete a Workstation Assessment (formerly known as the Display Screen Equipment/DSE Assessment). A new form was created, an improved process was put in place and the webpages were updated. The campaign focussed on a different area of the assessment each week - e.g. chair, desk, screen, keyboard etc. 

What is in the pipeline to come?

BITESIZE TRAINING

Bitesize training on the workstation assessment with practical tips on self-care will be launched in 2022.

What did colleagues say?

39% of colleagues told us they frequently felt unable to take regular breaks during their normal working day and 49% felt they sometimes cannot take a break. 

What has been done by the organisation since the survey?

EMAIL CHARTER DOCUMENT

An email charter document was created to support colleagues reduce their increasing email traffic. For example, it recommends before pressing ‘Reply All’ to ask yourself, ‘does everyone need to receive your email?’

Also see 'workload and long hours' section below.

What is in the pipeline to come?

‘TAKE BACK YOUR LUNCH BREAK’ CAMPAIGN

Colleague Wellbeing will repeat this campaign from 2014. The main aim of this campaign will be to empower staff to rightfully take back their lunch break and not feel guilty about it. 

5 MINUTE MEETING BUFFER CAMPAIGN

A small helpful thing colleagues can implement is a 5-minute buffer between meetings. We will use the weekly bulletin and other communications avenues to promote this.

FURTHER COMMUNICATIONS

We will continue to promote good self-care and self-compassion throughout our communications.

What did colleagues say?

38% of colleagues have frequently felt unable to take extended breaks or leave.

What has been done by the organisation since the survey?

CARRYING LEAVE FORWARD

Taking account of the exceptional circumstances created by the current Coronavirus health pandemic, the University has agreed with the following temporary change to the existing carry-forward arrangements for the following years: 

What did colleagues say?

Only 37% of colleagues felt they had enough resources to complete their work effectively.

What has been done by the organisation since the survey?

RESOURCES

Resources include information, support, equipment and human resource related issues.

For equipment resourcing and support: beyond the initial move in 2020 to working from home for many, and the IT/office equipment needs already dealt with in 2020, this area was further explored through the review of the workstation assessment process and communications campaign to make it easier to highlight the need for IT equipment/ resources (see section ref 3.13 above). Project Enhance took onboard feedback from the survey and further developed their support. This included refining the use of Digital Learning Developers (DLDs) and Digital Learning Assistants (DLAs) and embedding them into the University’s structure on a more permanent basis. The Digital Hub has further developed ways of taking on information/ training through their Espresso Sessions plus the introduction of bookable surgery sessions with an expert.

The format and content of other sources of information were reviewed e.g. coronavirus info pages and the weekly bulletin, and others were introduced e.g. regular All Staff talks and Q&A sessions with the new Vice Chancellor and the Registrar.

In terms of human resources, the Workload Planning Group was formed and have undertaken much work to find solutions to this complex and challenging area working with The Exeter Academic, The Exeter Professional workstream and the new Wellbeing Inclusion and Culture Board.

Following a recruitment freeze during budget uncertainty in the first months of the pandemic, the University reinstated recruitment in Jan/Feb 2021. Protection of pay budget during Covid emergency planning was continued through 2021 and protecting jobs remains a priority.

Also see 'workload and long hours' section below.

What is in the pipeline to come?

STRATEGY 2030

A strategic priority of Strategy 2030 is to invest further in digital technology, equipment and digital skills development.

STRUCTURE CONSULTATION

As part of a project named ‘Shaping our future structures together: Strategy 2030’, Professor Lisa Roberts (Vice-Chancellor and Chief Executive) asked colleagues to provide feedback on some proposed revised structures to the organisation.  A central theme to the proposed changes is to ensure that resources are where colleagues need them to be with empowered faculties and departments and aligned professional services. This feedback is now being reviewed and an update will be issued in March 2022.

What did colleagues say?

Colleagues are aware of wellbeing support available but are often unable to access it due to factors such as high workload. For example, when asked what has stopped them from getting support 28% said they did not have time (38.5% said they did not need support). 

What has been done by the organisation since the survey?

REST DAYS

Additional ‘rest days’ were offered to staff on 6^th April, 7^th April and 24^th December 2021. The extra days were a thank you and allowed many colleagues an extended break to support their wellbeing without email traffic/meetings. It was suggested these days could be used to access wellbeing support if required.

See also the ‘workload’ section below.

What is in the pipeline to come?

MANAGER MENTAL HEALTH TRAINING

New ‘Supporting the mental wellbeing of your team’ training currently being piloted underlines to line managers that they should help their reports to 'create' space in their working week for positive actions on their mental wellbeing, and that this is an investment on the part of the University.

What did colleagues say?

There is scope for improvement in the management approach to supporting mental health. For example, managers feel underprepared to have conversations about mental health. Only 43% of respondents with management responsibilities felt able to support team members with their mental health easily while 29% of managers found this to be difficult. 44% of managers who responded to our survey found it easy to keep up team spirit while 35% of managers found this difficult. 34% reported that their manager did not discuss their wellbeing with them regularly. 

What has been done by the organisation since the survey?

SENIOR LEADERS' MENTAL HEALTH QUOTES

Colleague Wellbeing approached all senior leaders to ask them to share either a story about their own mental health or their thoughts/reflections on the wellbeing of our University community. Our main aims were to encourage open conversations about mental health across the organisation and to promote role modelling by senior leaders in supporting mental health and wellbeing. Quotes from over 30 leaders will be published in the weekly staff newsletter throughout the year. This initiative was launched in the ‘Time to Talk Day’ Weekly Bulletin. These insightful quotes and stories can be found on this webpage.

BITESIZE TRAINING

Occupational Health launched a variety of bitesize training sessions in 2021, e.g. 'Supporting the Mental Health of Your Team During Remote Working' (currently suspended pending update).

MANAGERS WEBPAGE

Colleague Wellbeing has created a dedicated management webpage full of support and resources managers can use to support their team, e.g. helping your team manage workload pressures and returning to campus advice.

What is in the pipeline to come?

MANAGEMENT MENTAL HEALTH TRAINING

A brand-new training course for all line managers on supporting the mental wellbeing of their team/reports has been created by in-house experts including Prof. Barney Dunn (Psychology) and Karen Griffiths (Occ. Health mental health specialist). It covers looking after the mental health of colleagues, legal requirements, practical guidance on what to look out for and what to do, case studies on having discussions around this with those you line manage, plus some consideration of how to develop a compassionate and inclusive leadership style. A finished product is being trialled by colleagues in Feb/March 2022. After evaluation, the general rollout will be from May 2022.

ADDITIONAL MANAGEMENT TRAINING

A follow-up, practical workshop on putting the material covered in the above training into practice is in development. Further training is in the pipeline.

LEADERSHIP DEVELOPMENT

These actions will be incorporated into our Leadership Development provision to assist in shaping leadership training to reflect University values.

What did colleagues say?

30% of colleagues reported having poor mental health. This figure was greater at college level.

What has been done by the organisation since the survey?

REST DAYS

Additional ‘rest days’ were offered to staff on 6^th April, 7^th April and 24^th December 2021. The extra days were a thank you and allowed many colleagues an extended break to support their wellbeing without email traffic/meetings. It was suggested these days could be used to access wellbeing support if required.

MINDFULNESS SESSIONS

Our extremely popular free mindfulness sessions for colleagues continued in February 2022. Eight-week Mindfulness Based Cognitive Therapy for Life (MBCT-L) courses and monthly skills classes are offered, run by an experienced mindfulness clinical team at our own Mood Disorders Centre. For the drop-in sessions alone, we had 73 participants in the last year.

ONLINE BITESIZE TRAINING COURSES

Bitesize training sessions were launched in 2021 by Occupational Health on health and wellbeing topics (currently suspended pending updates).

COLLEAGUE GRIEF AND BEREAVEMENT GROUP

A ‘Colleague Grief and Bereavement group' was set up by Colleague Wellbeing and the University Multifaith Chaplaincy to support those who have experienced loss. This group is open to all colleagues regardless of your worldview or religious faith.

WELLBEING & OCCUPATIONAL HEALTH TALKS

Occupational Health and Colleague Wellbeing hosted a range of talks to support colleagues to focus on and improve their mental health. These will continue over the next year.

COMMUNICATIONS

Colleague Wellbeing continued to input important information into the weekly all-staff bulletins and the Registrar’s Covid-19 emails.

What is in the pipeline to come?

COLLEAGUE MENTAL HEALTH CHAMPION NETWORK

Colleague Wellbeing and Occupational Health will be working together to develop and promote a Colleague Mental Health Champions network to build on the Mental Health First Aid networks in various departments.

MENTAL HEALTH TOOLKIT

To support the online manager and leader online mental health training and to support colleagues with their mental health, a Mental Health Toolkit will be developed and published on University webpages. This will encompass information, practical tools and resources to support mental wellbeing for colleagues including how to have conversations about mental health.

What did colleagues say?

45% of those who responded to our survey report having trouble sleeping frequently, and 48% sometimes.  

What has been done by the organisation since the survey?

SLEEP SUPPORT WEBPAGE

Colleague Wellbeing has created a dedicated sleep webpage full of support and resources for those struggling with their sleep.

SLEEPIO

Sleep support offerings have been explored and we decided to trial Sleepio (a fully-automated, evidence-based, digital Cognitive Behaviour Therapy programme for Insomnia, provided by Big Health). The programme is evidenced to tackle thoughts and behaviours that contribute to poor sleep and was founded by Professor Colin Espie (sleep medicine specialist at the University of Oxford). On 27th September 2021, the pilot began with 41 colleagues signing up to try the tool for six weeks. Colleagues completed a survey that quantified their wellbeing levels and sleep quality before and after using Sleepio. The results were incredibly positive. There was a significant improvement in sleep quality on the SCI-8 (mean increase = 8.26, SD = 5.75, t=8.85, p<.001, Cohen’s d = 1.44 [large effect]). There was also significant improvement in WEMWBS wellbeing (mean increase = 2.65, SD=3.30, t=4.95, p<.001, Cohen’s d = .80 [large effect]). We have produced an evaluation report and the Mental Health and Wellbeing Board will decide on the next steps.

What is in the pipeline to come?

COMMUNICATIONS

Further work to support colleagues with their sleep will take place including topical communications and promotion of Sleepio (once next steps have been decided) in the weekly staff bulletin. We will continue to keep the website updated with any relevant support.

What did colleagues say?

48% of colleagues said that social disconnection frequently impacted their wellbeing over the prior two weeks and 44% said it sometimes did. 

What has been done by the organisation since the survey?

LONELINESS SUPPORT WEBPAGE

Colleague Wellbeing have created a loneliness webpage with support and resources.

STAFF NETWORKS

As part of World Mental Health Day, Colleague Wellbeing promoted the staff inclusion networks available for colleagues to join. This was done via the Colleague Wellbeing website (with words from the networks themselves) and the weekly staff bulletin. The staff networks can be found on the Equality, Diversity & Inclusion team’s website.

GROUPS AND ACTIVITIES

The Sports Park provides a range of gym, swim and classes membership options and fitness classes. 

THE UNIVERSITY OF EXETER CHAPLAINCY

The University of Exeter Chaplaincy offers support and an opportunity to connect. Colleagues can follow any religion or none.

What is in the pipeline to come?

FIVE WAYS TO WELLBEING

Colleague Wellbeing will be promoting the Five Ways to Wellbeing as part of a campaign this year (2022), to encourage colleagues to connect, be active, learn, give and pay attention to the moment.

COMMUNITY CHALLENGE RELAUNCH

The Community Challenge initiative allows teams or individual colleagues one paid day in a 12-month period to undertake volunteering in the community. The aim is to provide an opportunity to develop your team whilst providing valuable support to a local charity or community organisation. This initiative will be refreshed and promoted this year.

What did colleagues say?

76% of colleagues said they continued to work despite not feeling well.  

What has been done by the organisation since the survey?

GUIDANCE IF UNWELL

Human Resources published guidance on what to do if colleagues are feeling unwell. This included the following reassurance that if someone is not well, they should not work: “If you are not fit for work due to feeling unwell you should not attend work.”

See also the 'workload' section below.

What is in the pipeline to come?

FURTHER COMMUNICATIONS

Colleague Wellbeing will give thought to how best to promote encouragement to colleagues to not work when they are unwell and to brief managers on this topic.

What did colleagues say?

Workload was found to be a significant area of concern. Examples from the survey include:

 - 50% of our colleagues felt that increased workload frequently impacted their mental health and wellbeing and 40% said their workload sometimes impacted them in this way.
 - 67% of colleagues told us they often work over their contracted hours.

What has been done by the organisation since the survey?

WORKLOAD PLANNING GROUP

There has been considerable work here in the past and this continues via the Workload Planning Group. A challenge is finding a solution that works for all; this can have a transformative impact. This would potentially be taken forward through the review of The Exeter Academic (in progress).

EXETER PROFESSIONAL

The remit of the new ‘Exeter Professional’ has ‘workload’ as an area to investigate, including looking at Professional Services’ workload.

MENTAL HEALTH AND WELLBEING BOARD

A board of academics and subject matter experts was formed in 2021 to provide oversight and guidance on wellbeing strategy, chaired by Provost Janice Kay.

What is in the pipeline to come?

WELLBEING, INCLUSION & CULTURE BOARD

A new 'Wellbeing, Inclusion and Culture Board’ was launched in December 2021. Workload is a topic that will be discussed and progressed by this new board. This Board will have three subgroups examining aspects of workload, namely The Academic Workload and Equity Group, The Exeter Academic (Project Group) and The Workload Allocation Planning Group.

ASSISTANT DIRECTOR OF CULTURE AND INCLUSION

A new role of 'Assistant Director Culture and Inclusion' has been created and filled by Shades Chaudhary. This individual will support changes and development that the University is making to drive one of the key aims in our 2030 Strategy: being leaders in creating a socially just and inclusive society.

What did colleagues say?

40% of colleagues reported pain frequently, and 49% sometimes, caused or made worse by work.  

What has been done by the organisation since the survey?

BITESIZE TRAINING SESSION

Occupational Health has launched a variety of bitesize training sessions to supplement the support they provide. One of these sessions is entitled 'Muscle & Joint Pain at Work'.

WORKSTATION ASSESSMENT CAMPAIGN

A campaign was run in June-July 2021 with Internal Comms via the weekly staff bulletin to encourage colleagues to review their current workstation setup by following the guidance provided and to complete a Workstation Assessment (formerly known as the Display Screen Equipment/ DSE Assessment). A new form was created, an improved process was put in place and the webpages were updated. The campaign focussed on a different area of the assessment each week - e.g. chair, desk, screen, keyboard etc. Encouraging more colleagues to undertake a Workstation Assessment should act as a measure to pre-emptively tackle work-related pain.

OCCUPATIONAL HEALTH REFERRALS

Occupational Health webpages were redesigned and updated to improve guidance and clarity around the Occupational Health Management Referrals process.

What is in the pipeline to come?

WORKSTATION BITESIZE TRAINING

Bitesize training on the workstation assessment with practical tips on self-care will be launched in 2022.