UAL: ‘Who we are’ Report to Court of Governors | January 2010 “Six distinctive and distinguished Colleges make up University of the Arts London: Camberwell College of Arts, Central Saint Martin’s College of Art and Design, Chelsea College of Art and Design, London College of Communication, London College of Fashion and Wimbledon College of Art. Located within London, the Colleges are at the heart of their respected communities. Drawing on and contributing to the local culture, they foster closely-knit and welcoming environments in which to study, supported by all the resources of the larger University and the wider arts community. The Colleges offer the University’s 20,000 students a diverse range of courses at all levels from foundation and undergraduate to postgraduate and research. The University’s 1228 teaching staff, as active professional artists, practitioners, designers, critics and theorists, lead the way on creative and experimental practice alongside historical and theoretical analysis. The combination of a varied student group, cutting-edge research and highly-experienced staff creates a unique multifaceted learning experience for students at the University.”
Managing vs. Matching Student Expectations The text above appears in the University’s ‘Directory 2010’, I use it here to start this report in which I will share some of my thoughts on the statements and comment more widely on how the University thinks about itself. Unfortunately, what I read above feels more like an aspiration than something students here could actually subscribe to as a current reality. It is disappointing to read this, especially given an increasing amount of talk about managing students’ expectations at all levels of the University, and some of the views raised at Governors Strategy Away Day last September. Student expectations are, and should be a driving force for this institution to deliver what it promises. Managing these expectations requires two things, firstly to be honest about what we offer but secondly and crucially to listen to students and change accordingly. We all recognise the poor NSS results and in response, some of our thinking as an institution appears to relieve responsibility on the grounds that student expectations are too high. Students don’t expect too much, they expect that their basic needs are met and to receive what was offered at the point that they accepted their place. There is growing consensus that the reason for such a low score in the NSS is that our students have such high expectations of their experience at this University. I find this very worrying; what is the evidence to suggest that they have disproportionately high expectations - Higher than say students going to Imperial, UCL, Queen Mary? Perhaps the fundamental difference is simply that the actual experience we provide isn’t good enough within the modern HE Sector.
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I do not take lightly the suggestion that the experience here is simply not good enough. I recognise what has been done to improve over the last 5 years but I urge Governors to push the University to deliver and create a structure that is truly accountable to us with students at the centre. Our current structures and approach as a university will never allow us to surmount this gap in student opinion. For this we need a fundamental change and escalation of our approach to the student experience and engagement.
The University / The Colleges Creating a student-centred university is something that both myself and my predecessors have attempted to highlight to Court on many occasions. This is an institution of individuals who share a strong aspiration to create a cutting edge learning experience. However, from a student point-of-view, the structures, practices and the learning environment we provide means that we are not yet realising that aspiration let alone reaching excellence in it. The unwritten rule, the elephant in the room, always referenced, often used as a scapegoat, but never truly discussed or defined; is the relationship between the University and the Colleges. This dynamic creates much frustration and disheartenment, and is something I have had many a discussion about with University Colleagues disillusioned by it. To put it bluntly; we just need to get over it. For many years, the Students’ Union has supported the move to create one university, which embraces the brand of each College, not lessening their strength, but recognises and further builds on the strength of coming together. Going back to the first few years of NSS results, and the University’s response, the idea of ‘One University’ drove the agenda; establishing Pathfinding Week (now Freshers’ Festival), the creation of the Student Hub at Davies Street, and the move to focus on the first year experience. The idea was still very much in mind at the beginning of the strategic renewal process, and I was heartened to hear direction from this body along those lines. One year on, we seem to have taken a step backwards. On reading the latest ‘who we are’ statement, and our apparent desire to be recognised as a collegiate university, I was somewhat disappointed that our work in creating something bigger and better for students here appears to have been lost. It is of further disappointment that there is consensus that collegiate has varying meanings, but no concrete agreement on what collegiate means for us at UAL, never mind what it means to students. It almost seems somewhat like a comfort blanket. Not confronting what it means to be UAL it’s hindering us from being truly bold. It is crucial that we recognise the role that Colleges play in the student experience here but even more critical is realising that to an extent, students here are more interested in receiving an excellent teaching and learning experience, in an environment that is sector leading, and competes with the whole experience of other students in the UK. It is my assertion to Governors that the structures behind delivering such an experience is of secondary importance to students. Students want the College brand, yes, and they want the history, the atmosphere, the ethos that goes with it. For the majority that is why they are here, and the reason that many weather the bumpy ride that is studying at UAL. But increasingly they also want the offer of what ‘The University of the Arts London’ promises, they want that bit extra, they want the benefits of this institution to be more than the sum of its parts. I absolutely believe that the College brand and the University Brand can sit side by side, delivering an experience that reaps all the benefits and none of the negatives often perceived of greater central authority. We are not at this point, however the new medium term strategy presents a perfect opportunity to get there. Whatever the history of our colleges, the impact and weight of the University inevitably has broader appeal and should be more powerful. Having worked with our structures in trying to affect change for students, I would urge Governors to recognise that the biggest advances in improving the student experience have been made with a lead from SUARTS REPORTS | REPORT TO GOVERNORS | JAN 2010
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the University as the Centre and whilst individual Colleges can boast some areas of good or best practice, this is often only benchmarked within UAL and ultimately we are only as good as our weakest College. This poses a problem which can not be addressed through a collegiate approach to management and leadership. There are some phenomenal staff within UAL. This talent should, like the management’s desire for buildings, be centrally managed in order to get the very best out of our vital resource in the most accessible way for students. From our perspective, as Governors, we should be concerned about accountability and I would suggest that complex management structures are preventing us affecting the true strategic direction of this institution. More importantly, the current set up makes it almost impossible for our students to be co-creators and partners in learning. If we, as Governors recognise the part the Students’ Union has to play in attracting and retaining students, we must recognise the particular role of co-curricular activities which are inextricably linked with the overall student experience. Perhaps more importantly, we need to recognise that for the Students’ Union to be effective at representing students and being a partner in improving the experience at UAL, we need to be listening as a University. It makes no business sense to financially support the Students ‘ Union and not in turn to invest time, listening and working with the students who take the time to feedback and be agents for change. It is no accident that the Universities who boast the highest student satisfaction ratings are those that also invest resource, in time, money and confidence in their Students’ Unions.
Summary Whilst I don’t want this report to come across as being negative, I cannot underestimate the opportunity that lies ahead of us and most importantly, as Governors we must recognise our role in setting the agenda. Continuing with the fragmented approach to delivery does not and will not deliver for our students. We must recognise our strength is in our diverse offering coming together in a central framework which ensures excellence and consistency of experience and delivery. In the current context of change in the sector it is vital to drive the development of our institution with students at the heart of our priorities. Steve Smith, President of UUK and Vice Chancellor of Essex recently told a group of student leaders that there is a real issue with Governors seeing their place is indifferent to the data they are presented with. I think to a certain extent this is a problem here and we cannot sit back and pretend that this institution is where we want it to be. In the same conversation, I was encouraged by UUK’s vision articulated through its President, indicating that “more unites students and universities than divides them” and it is in this, that I hope we recognise the importance of co-creation and partnership. This must be done from students (through the Students’ Union), staff, management, and Governors.
Helen Gimber Students’ Union President president@su.arts.ac.uk
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