and procedures are embedded and adhered to. This person won’t be
responsible for doing all the work but will have ownership over
developing and implementing the agreed response.
An effective response must also involve a clear understanding of risk and
the identification of individuals within the institution who own specific
risks (ownership of different types of risk may sit in different places).
The risks encountered may relate to organisational risk, risk to the
victim/survivor, risk to the criminal justice process, legal risks,
reputation risks or risk to the wider student body. Universities should
conduct a risk assessment which seeks to identify and assess risks across
relevant functions – for example, disciplinary processes, human
resources, student services, codes of conduct, academics, student and
staff contracts, investigations, sanctions including suspensions.
It is important to link an institution’s response framework to its
corporate governance framework. This is necessary as the university
governing body is accountable for institutional activities and has a legal
duty (under the Equality Act 2010) to eliminate unlawful discrimination
and harassment throughout the institution and to promote equality and
diversity in line with the principles in the Higher Education Code of
Governance (the Code states ‘The governing body must promote equality
and diversity throughout the institution, including in relation to its own
operation’). As part of the process of embedding the institutional
response in corporate governance frameworks, those operating in a
governance role should be suitably equipped to have a clear
understanding of the issues that are relevant to their responsibilities, and
provided with regular information on the outcomes and effectiveness of
the institutional response.
An institution’s response should be understood by, and embedded
across, key functions and staff groups – this is important in ensuring
that individuals receive joined-up support. Relevant functions are likely
to include governance, student services, human resources, academics,
disciplinary processes and students’ union.
Policies and procedures across the institution must align – they should
not contradict each other
Involvement from the students’ union is essential in developing and
implementing a university-wide response. One area to consider is
confidentiality between the university and students’ union particularly if
students approach the union for support in the first instance. It is
sensible to unpick confidentiality considerations between the university
and students’ union and identify conflicts of interest or barriers to
information flows. Communicating effectively with the students’ union
will also help to avoid inconsistencies in policies to tackle sexual violence
which could undermine an institution-wide approach. It will also ensure
clear case handling processes.
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