have an increased research allowance and can apply for new data collection funds knowing no request has been declined (80% of applicants have been female). Female academics are now more likely to complete probation early and are less likely to leave during the probation period. As a result, nearly 50% of R&T staff at FA8 are now female (48.9% compared to 39.1% in 2017/18). Exactly 50% of all academic staff at FA8 are now female (39.7% in 2017/18). Female leadership Our primary problem is at professorial level. This shapes school leadership, limits mentoring options, and means we have fewer female role-models. Since 2017, five female academics were internally promoted (from a total of 10 or 50%), whilst six female professors were hired (from 14 or 43%). Through promotion and hiring, we have 24 new professors in the department, 13 male and 11 female (46%). Only 6% of professorial leavers have been female. Against an ambitious target of 20% described in our silver submission, 23.3% of professors in the school are now female (from 13.8% in 2017), rising slightly to 24.3% for staff on R&T contracts [2017AP.Achievement beyond 4.2.2]. In 2017 there were 65 more male than female professors in the department, now the difference is 46. Consequentially the leadership of the school has changed [2017AP.Achieved 5.6.6]. o In 2022 a Professor of Practice was appointed to provide leadership in healthcare management [2017AP.Achieved 4.2.3]. o DREPs work to support early career researchers. We hired a senior female Professor who was joint editor of the discipline ’ s leading journal, to mentor junior staff. o Promoted within the assessment period, professors on teaching-focused contracts, have moved into leadership positions as Assistant Dean (PGT Programmes) and Associate Dean (Pedagogy). o Providing leadership at group level, we have hired female professors that act as research leads and HoGs [2017AP.Achieved 5.6.3]. Increasing senior female faculty has increased role models and our mentoring options, whilst allowing for better representation on committees and in leadership roles. It has contributed to a substantial and rapid 14.9% decrease in our gender pay gap (6% fall in 2020/21; 3.4% in 2021/22; 5.5% in 2022/23). CORE Development and CORE Leaders programmes We have made significant progress in the way we develop PSS. The CORE Development programme was an action in the 2017AP [Achieved 5.4.1]. CORE Leaders is more recent, and evidence of continuing innovation. These programmes are part of an extensive training landscape. Training spend supports PSS; faculty development is largely supported through PRAs. Female PSS received 68% of the spend across the period.
CORE Development programme
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Introduced in 2017 this year long programme provides colleagues at junior PSS grades with skills and experiences required to help them to progress their career. In the
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