Chairmans Strategic Review

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Chairmans Strategic Review

• Sir John Tusa
• Chairman, University of the Arts London

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CHAIRMANS STRATEGIC REVIEW

• What is the University of the Arts London?
• Is it greater than the sum of its Parts?

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1. THE PROCESS
Chairman, one or two Governors met up to 14
senior staff of each College and each Pro
Rectorate

• 100 senior members of staff took part
• At each two hour session, participants were
  asked to respond to the following questions
• Why does the idea of UAL matter?
• What works well and less well in the UAL
  structure?

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1. THE PROCESS CONTINUED

• What are the ideas that UAL should stand for and
  to which everyone could sign up?
• If UAL constituent parts were like animals
  what animal would they be?
• If UAL constituents were members of a family,
  what family types would they be?

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2. THE RESULTS
WHY DOES THE IDEA OF UAL MATTER?

• International Strength and standing of the
  University especially in Recruiting
• Strength in Unity the whole is greater than
  the sum of its parts
• Identity and Leadership in the Arts Sector
• Intellectual Strength - including research and
  academic excellence

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3. WHAT WORKS WELL IN UAL?

• Vibrancy/Creativity/Libraries/Financial Strength
• Cross University Working/Recognition of College
  Strengths
• External Image/Investing in People
• Governance/Relations with HEFCE

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3. WHAT WORKS WELL IN UAL? CONTINUED

• International Recruitment/Pushing Intellectual
  Boundaries
• Emotional Intelligence/External Research
  Collaboration
• Diversity/Tolerance

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4. WHAT WORKS LESS WELL IN UAL?

• IT/Estates/Student Accommodation
• Unclear Resource Allocation/Budget Setting
• Duplication of Effort/Inconsistency of Approach
• Sibling Rivalry/College Me First attitudes

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4. WHAT WORKS LESS WELL IN UAL? CONTINUED

• Poor Level of Cabinet responsibility/No follow
  through on decisions
• Feudal Barons go their own way
• No one wants to decide the College/ University
  Question
• Low student satisfaction/Lack of understanding
  of students

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5. IMMEDIATE ACTIONS

• Student experience needs to improve
• Address low satisfaction and unevenness of
  experience
• Lack of a clear vision for the universitys size
  and shape which can then inform strategic
  academic planning

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5. IMMEDIATE ACTIONS CONTINUED

• An inflexible estate which is not fit for
  purpose
• Sustainability concerns increasing

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5. IMMEDIATE ACTIONS CONTINUED

• Communication needs to improve
• Internal issues include clarity over
  university/college relationship and clarity
  over use of university brand
• Need to develop our external role as a leader
  and expert who is shaping debate

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5. IMMEDIATE ACTIONS CONTINUED

• Improve prioritising, decision making and taking
  a collective responsibility approach
• Include more effective use of resources with
  improved transparency, understanding of
  allocation and ensuring that resources are
  appropriately focussed (on the frontline,
  addressing student experience issues)

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6. SEVEN VISIONS OF THE UNIVERSITY

• ADQ An arts and design powerhouse, nurturing an
  inclusive, creative community, harnessing
  potential, and delivering innovation.
• CCW A place where we learn to dream holding
  conversations across difference sharing
  differences in common leading a quest for
  common ground being individually one.

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6. SEVEN VISIONS OF THE UNIVERSITY CONTINUED

• Corporate Resources Proud to be Different
  Pushing the boundaries nurturing quality and
  talent taking risks in safety sharing
  community and inclusivity.
• CSM A Place and Space for Creativity enabling
  informed action positive about uncertainty
  brave to be bold achieving diversity with
  discipline.

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6. SEVEN VISIONS OF THE UNIVERSITY CONTINUED

• LCC Learning, Enquiring, Teaching, Aspiring A
  Crucible of British Creativity Leading
  international practice and scholarship
• LCF A continuously generating, idea brokering,
  crucible mixing, design solving, explorational
  space of limitless horizons.
• Research Enterprise A creative community for
  a creative future leading thought, challenging
  convention, pioneering change, transforming
  people.

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7. THE ANIMALS
CCW As others see them. Unicorn/
pushme-pullyu/labradoodle/ resilient three
humped camel As they see themselves Kittens
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7A. THE ANIMALS
LCC As others see them. Brown bear/ant
eater/(enthusiastic) chameleon/friendly
mongrel As they see themselves Mongrel
squirrel
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7B. THE ANIMALS
CSM As others see them. Shark/
panther/peacock/tarantula As they see
themselves Cheeky Orang-utan
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7C. THE ANIMALS
LCF As others see them. Glamour
puss/gazelle/Persian Blue Cat on a Cushion/Sea
Horse - Look at me! As they see
themselves Cheetah/Okapi
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8. THE FAMILY
CSM As others see them Creative, wilful
adolescent, about to go off the rails Trendy
older sister Stroppy teenager
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8. THE FAMILY
CSM As they see themselves Young, 20s,
over-confident, stroppy, experimenting
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8A. THE FAMILY
LCF As others see them Glamorous, flighty
teenager, gay brother Older sister, stylish,
hard working, has done well for herself Trendy
younger sister Pashmina girl, high heeled
teenager
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8A. THE FAMILY
LCF As they see themselves Sharply dressed
sister who goes to all the best parties
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8B. THE FAMILY
LCC As others see them Teenage boy, large,
boisterous Slightly younger brother, bit of a
Goth, needs setting on the right track Under
achieving son locked away with his Playstation
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8C. THE FAMILY
CCW As others see them Constantly in and out
of relationships, unsure of gender Youngest
child which school to send to? IVF triplets
cousins you dont see often Ugly sisters
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8C. THE FAMILY
CCW As they see themselves Non-identical
triplets
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9. MY OWN VIEW

• Doing, Dreaming Risking
• Doing the Best Dreaming the Impossible,
  Risking the Unknown