Tag: requires

  • Falling mature student numbers requires policy action

    Falling mature student numbers requires policy action

    With the clutch of traditional higher education flashpoints accounted for – A level and SQA results days, and a clearing season reported to be particularly fraught in some quarters – the summer is drawing to a close, and a new academic year is upon us.

    Eighteen year olds are set to attend universities in record numbers, up 5 per cent year on year and up 27 per cent since 2016. This is unquestionably a great thing. However, it masks a troublingly stubborn decline in mature students numbers.

    In recent years, the number of these students – those aged 21 and over (or 25 and over for postgraduate study) – entering UK universities has been falling at an alarming rate, down by 26 per cent since 2016 according to UCAS. This decline may sound like a niche concern, but it carries big implications for the wider economy, for skills shortages, and for the prospects of people who want to reskill later in life.

    As the government prepares to roll out the Lifelong Learning Entitlement (LLE), there’s an urgent opportunity to rethink how the sector and society support adult learners and to ensure that lifelong education becomes a central pillar of our skills system.

    The current picture

    While the signs from clearing so far offer some encouragement, due perhaps to a sluggish economy, the data remains stark. Over the past decade or more, the number of mature students entering higher education has steadily declined, down 43 per cent since 2012.

    The causes are multifaceted, but a shift began with the introduction of higher fees in 2012 and has persisted – it is well established that mature students tend to be more debt-averse, so this coupled with the rising cost of living and the upfront financial commitment of a degree will no doubt put off many.

    Others may well be put off by a lack of flexibility. While real strides have been made in this area, particularly at modern universities, the structures of funding and regulation mean a lot of courses are still designed for school-leavers with the time and freedom to study full-time. Family responsibilities, limited employer support for training and the still-dominant perception that universities are designed for 18-year-olds will also play a role.

    The pandemic briefly nudged some adults back into learning, but the overall trend remains downward. Without targeted action, these numbers are unlikely to recover on their own.

    A price to pay

    Why does this matter beyond the university sector? Because a thriving economy depends on people being able to learn, retrain, and adapt throughout their lives. Mature students often bring real-world experience into classrooms and tend to choose courses that fill urgent skills shortages – in health and social care, teaching, engineering, IT, and other high-demand sectors.

    When these pathways dry up, industries suffer. Skills gaps are prevalent across key sectors and have been estimated by the Recruitment and Employment Confederation to cost the economy almost £40bn per year. Without a pipeline of retrained workers, employers struggle to fill gaps, productivity growth stalls, and regional economies miss opportunities to regenerate.

    It’s also an issue of social mobility. For people whose school results closed off higher education the first time around, mature study offers a second chance to change careers, boost their earnings, and improve their families’ prospects. If that route disappears, inequality widens – and our economy pays the price.

    A new hope?

    The LLE, due to launch in 2026, aims to reshape post-18 education in England by enabling a move away from the traditional three- or four-year degree as the default model. Instead, individuals will be able to draw on a single pot of funding – equivalent to four years of study, or around £38,000 – and use it flexibly over their lifetimes, taking courses in smaller, more targeted chunks.

    In principle, this modular approach could open the door for adults with work and family commitments, allowing them to pursue short courses when needed and return later for further study without losing access to funding. By making learning more flexible, affordable, and tied to labour market needs, the LLE is pitched as a way to lower barriers that currently deter many mature learners, particularly in an economy being reshaped by AI, automation, and the green transition.

    Yet the promise of the scheme is far from guaranteed. The rollout is proving complex, with uncertainties over how funding will be administered, whether universities and colleges will be equipped to redesign courses in modular formats, and how easily learners will be able to navigate the system. Awareness is another challenge: adults with established careers and busy lives may not know the scheme exists, or may find the process of accessing funding too bureaucratic to be worth the effort. Employers, meanwhile, will need to support staff in using the entitlement – something that cannot be assumed.

    There are also cultural and practical reasons to doubt whether large numbers of mature learners will take up the LLE. Adults may be reluctant to re-enter formal education, particularly if they are anxious about returning to study, lack confidence with digital learning, or doubt the value of small qualifications in the job market. Others may weigh the potential benefits against the costs – not only financial, but also in time and disruption to family or work responsibilities – and decide against it.

    In short, while the LLE represents a bold attempt to modernise lifelong education, its success will depend on whether the system can overcome significant implementation hurdles and whether mature learners themselves see it as accessible, relevant, and worthwhile.

    The role of modern universities

    Universities are at the heart of this challenge. They too cannot rest on their laurels and must continue to consider how they design, market, and deliver their courses if they are to serve lifelong learners as effectively as they serve 18-year-olds fresh from colleges. Modern universities, which traditionally teach the majority of mature undergraduates, must continue to lead this agenda from the front.

    Partnerships with local employers, another area in which modern universities lead, are key. By aligning courses with regional economic needs – for example, creating pathways into green technologies, health and care, or digital sectors – universities can help ensure that adults return to education with a clear line of sight to better jobs.

    But a cultural shift is just as important. Universities need to be hubs for lifelong learning, not just finishing schools for young adults, and the government has significant work to do in getting the word out to the general public that the opportunity to study or re-train is there to be taken.

    The decline in mature students is more than a higher education story. It’s a warning sign for our economy and for our ability to adapt to change. The LLE offers a chance to reverse the trend – but only if universities, employers, and policymakers work together to make lifelong learning a reality.

    In a fast-changing world, education cannot stop at 21. The people of Britain need a system that allows people to keep learning, keep adapting, and keep contributing to the economy throughout their lives.

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  • Why this New Jersey school requires parents to volunteer

    Why this New Jersey school requires parents to volunteer

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    At LEAP Academy University School — a K-12 public charter school in Camden, N.J. — parents are required to volunteer at the school for 40 hours over the academic year. 

    School officials say volunteer engagement builds strong home-school connections and helps LEAP — which stands for Leadership, Education and Partnership — better understand and respond to parents’ needs. Parents, meanwhile, say volunteering gives them more voice and authority in school activities and helps build trust among the school community.

    “The child sees that the parent trusts the school, and the parent is learning from the school and getting resources from the school,” says Cheree Coleman, a parent of rising 8th and 9th graders. “So now the student looks at the school like, ‘This is family. This is a place that I can go if I can’t get help from my parents or, you know, other resources.’ It’s stability.”

    The school works with families to try to ensure the 40-hour requirement is not burdensome. Maria Cruz, director of LEAP’s Parent Engagement Center, says school leaders work with each family to find ways for them to help out within their own schedules or situations. Students’ relatives can also contribute to the families’ volunteer hours.

    Volunteer hours can be gained by participating in any event at the 1,560-student school, including reading to students, planning special events, fundraising, attending parent workshops, serving on committees, sending emails to school groups, or any other activity that supports school efforts.

    Cruz adds that while the school tracks the volunteer hours, no student would lose their spot if their family failed to meet the 40 hours. 

    “We work with them” to fill the hours, Cruz says. “We don’t tell them that the volunteer hours are mandatory. The word ‘mandatory’ is kind of like a negative term for them, so we don’t use it. We talk to them, let them know that the reason why we’re doing the volunteer hours is so they can be engaged in the school.”

    The school, founded in 1997, has a long history of parent engagement, says Stephanie Weaver-Rogers, LEAP’s chief operation officer. “We opened based on parent needs so parents have always been integral and we are very focused on having parents involved in every aspect of the school.”

    A room full of adults and a few children are sitting on chairs and at tables looking at a speaker.

    Parents attend a workshop on special education topics at LEAP Academy University School in Camden, N.J. in May 2025.

    Permission granted by LEAP Academy University School

     

    Educating students and parents

    In addition to volunteering, the school engages parents through workshops specifically for them. Held weekly at the school, these optional parent workshops offer learning on a variety of topics and skills, such as homeownership, English language, employment, nutrition and technology.

    Along with the free classes, parents get dinner, child care and parking also at no charge, Cruz says. She and other school staff work to recruit experts in the community — including other parents — to lead the classes.

    The skills-based classes help parents “move forward” in their lives “and also help them better themselves for their children,” Weaver-Rogers says.

    To further parent engagement efforts, the school encourages parents to apply for open positions, but Cruz noted that hires are made based on skills, experience and job fit. Currently, approximately 10-15% of LEAP staff are parents of current or former students. 

    Having parents on staff has several benefits, Weaver-Rogers said. It can give parents “a step up economically.” Plus, students behave better knowing their parents or their friends’ parents are in the building.

    “It’s an all-around win,” Weaver-Rogers says.

    An adult stands with two students in a school hallway. Everyone is looking at the camera

    Cheree Coleman and her daughters Cy’Lah Coleman (left) and Ca’Layla Coleman attend a school ceremony on May 29, 2024, at LEAP Academy University School in Camden, N.J.

    Permission granted by Cheree Coleman

     

    Coleman, who worked at the school as a parent ambassador for three years, adds, “What I love the most when it comes to the parent engagement with LEAP Academy is the fact that they don’t just educate the student, they educate the parents as well.”

    Being engaged in the community

    The home-school connections at LEAP don’t end at graduation. The school, which has four buildings within two blocks, makes efforts to stay in touch with and support alumni through job awareness efforts, networking opportunities and resources for struggling families.

    Coleman says LEAP staff and families have also supported students and families in need at other schools in the community. 

    The school opens its doors to the public for certain school events and celebrations — for instance, with community organizations and government service providers setting up information tables, Cruz says.

    Hector Nieves, a member of the school’s board of trustees and chair of the parent affairs committee, says parents are encouraged to bring friends, neighbors and family to some school get-togethers, especially those held outside to accommodate larger crowds. “We have music. We have all kinds of games for the kids. There’s dancing,” he says. 

    Cruz added that this “all are welcome” approach helps the school recruit new students, too.

    Four young students in school uniforms are holding plastic bags and looking at the camera. They are standing in front of a table with items.

    The whole school community participates in LEAP Academy University School’s holiday fundraiser, last held Dec. 5-14, 2024, at the school in Camden, N.J.

    Permission granted by LEAP Academy University School

     

    Additionally, LEAP’s partnership with Rutgers University provides support to families for their children from birth through postsecondary education. LEAP is located along Camden’s “Education Corridor,” which includes campuses for Rutgers University-Camden and Rowan University. Both Rutgers and Rowan provide dual enrollment, early college access and other learning opportunities for LEAP students.

    Nieves, who had three children graduate from LEAP — including one who now teaches English at the school — says the holistic approach of serving students and families has empowered the school community over the years and helped families improve their financial situations.

    “I believe that somehow, whether they came and worked here, we gave them classes, we helped them along, all of a sudden, I see this growth,” says Nieves. “I believe we had a lot to do with that.”

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  • Higher education leadership requires multiple versions of yourself

    Higher education leadership requires multiple versions of yourself

    To lead in higher education feels much like inhabiting a shifting identify.

    One moment you are a strategist expected to speak in spreadsheets and scenario plans. The next, you are a listener, empathetic, calm, human, supporting a student in distress. You leave that conversation only to enter a room full of staff in which morale is flatlining and you are now a motivational figure, expected to energise and inspire. Finish all these, and it’s not even 10am! Before the day is over, you are potentially answering questions from university leaders who want metrics, mitigations and certainty.

    If it feels like you’re performing multiple, sometimes conflicting roles across a single day, it is really because you are. And the deeper truth is that it is not a flaw – it is simply the job.

    Increasingly, leadership in universities demands what feels like a professionally sanctioned form of adaptive multiplicity. I use the phrase carefully to name a reality that many senior leaders know intimately but rarely articulate. The constant emotional and intellectual switching, the need to adjust tone, style, even the way you put your values in practice depending on the room you are in, creates a kind of managed fragmentation. Over time, this potentially leaves many leaders with a nagging internal question: who am I really in this job, and how many versions of me are left?

    Flex and strain

    This phenomenon has intensified as the sector has grown more complex, even in the short period of time of the last 15 years since I joined academia.

    Universities are now sites of competing expectations. Students see themselves as clients, citizens and many times co-creators of their learning – most of the time, all at once – and they rightfully expect to be treated accordingly. Staff expect authentic leadership that values their autonomy, but also want decisive action when systems stumble. Senior teams expect accountability, agility and strategic execution, while external bodies, in their usual “supportive approach”, demand ever increasing levels of compliance, assurance and visible grip.

    Each of these communities needs something different from their leaders. They do not all speak the same language, and thus leaders become translators, switchboards and even shape-shifters. It is not performance in the sense of fakery but it is code-switching as a leadership survival strategy.

    But even though this capacity to flex and adapt is a strength and should be firmly encouraged, it is also a source of strain. You learn to adapt so well, so naturally, that you risk forgetting what it feels to be still. You begin to filter your words so frequently that spontaneous speech starts to feel dangerous. You work hard to be authentic in different spaces but wonder whether your authenticity looks different depending on who is watching. And while you may pride yourself on being emotionally intelligent, you notice that your own emotional reserves deplete faster than they can replenish.

    This kind of labour (emotional, relational, cognitive) is almost entirely invisible in institutional language. It doesn’t appear on strategic plans or in KPIs and metrics. It is not listed in job descriptions or annual reviews. How could it even be? It is not something that can be easily defined.

    But, somehow, it is the glue that holds teams, cultures and people together. When a leader gets the tone wrong in a difficult moment, it can take weeks to rebuild trust. When they get it right, there is often no visible outcome because good leadership so often manifests as the evident absence of crisis. This is a key leadership paradox: when you do this work well, very few notice. When you falter, everyone does.

    Shifting registers

    The multiple selves of leadership are, in many ways, shaped by the multiple identities of the university itself. Higher education is a place of intellectual freedom, but also of bureaucratic machinery. It is a workplace, a community, a brand and a battleground for values. In this context, leaders are asked to be both deeply human and relentlessly strategic. You must lead with your heart while justifying decisions with data. You must be decisive without being authoritarian, empathetic without appearing weak and consistent without being rigid. All leaders will tell you it is a delicate calibration and no two days are the same.

    The benefits of this kind of psychological pluralism are real though. Leaders who are able to shift between registers can build bridges between otherwise disconnected parts of the institution. They are more likely to hear what’s not being said and they are better equipped to hold space for complexity, to manage contradictions without defaulting to simplistic solutions. In short, they are able to lead courses, curriculum areas, departments, schools, faculties, campuses or universities that are themselves fractured, plural and dynamic. But none of this is possible without deep self-awareness. Without a strong internal compass, an anchoring sense of purpose and principle, adaptive leadership risks becoming reactive or hollow.

    In my own leadership journey, across multiple roles, I have come to both respect and rely on this kind of multiplicity. It has certainly challenged me; it can be uncomfortable and exhausting to change shape so often. But it has also been one of the most professionally rewarding experiences of my life. I have learned more about people, influence, systems and purpose than I could have ever imagined. The act of switching roles deepened my empathy, sharpened my judgement and forced me to become a more deliberate values-led leader. The very difficulty of the work is in many ways what makes it so meaningful.

    What leadership in higher education increasingly requires is not just charisma, but presence. The ability to think carefully before acting, to sit with ambiguity rather than force resolution, and to adapt without losing coherence are not signs of weakness but more a mark of maturity. These are not qualities that always show up in leadership frameworks but they are often what hold institutions together when pressure mounts. In a sector where trust is easily lost and change rarely pauses, the capacity to lead with both flexibility and integrity has become more essential than ever.

    Don’t panic

    For anyone stepping into, or considering, a formal leadership role in higher education (at whatever level!) I would suggest this: know that the title does not prepare you for the internal work.

    You will be stretched in ways no leadership framework fully captures. You will need to hold contradiction, manage ambiguity and shift gears constantly. And this will be not just between meetings and conversations, but sometimes within the same sentence. It is demanding, to put it lightly, often invisible work and it can be lonely.

    But it is also deeply rewarding, transformative and full of purpose. Especially if you approach your leadership role with humility, clarity of values and a willingness to learn, unlearn, and then adapt some more. And while I believe everyone in HE is already a leader, whether they hold a title or not, those who accept formal leadership positions, regardless of the level, carry a particular responsibility – not to have all answers but to cultivate the space in which people can thrive. It is not about becoming someone else but about learning how to show up differently without ever losing who you are, what values define you.

    There is also a deeper cultural discomfort at play. History, and most frameworks, tend to favour the idea of singular leadership identity. But in a sector where the demands are multiple and shifting, I feel consistency is rarely a strength. True leadership authenticity in our sector lies not in being the same person in every room, but in being consistent in your values even as you adapt your delivery. It means having a clear sense of what matters, educationally, ethically, institutionally, and allowing that to shape the different selves you need to inhabit.

    And this is not about abandoning coherence – it is about redefining it. Leadership in HE is not a single performance, repeated daily; it is a catalogue of performances. Those who do well – again, regardless of the level which they are at – understand that they will be read differently by different audiences, and that this is not only inevitable but highly necessary. The most successful leaders are those who can integrate their different selves into a single, strategic identify, not fixed, but rooted in the same core values that act as a driving force.

    So if you, as a leader in higher education, sometimes feel like you are playing a cast of characters like Eddie Murphy in The Nutty Professor, do not panic. You are not alone, and you are not doing it wrong. You are doing what the job requires. You are developing a professionally disciplined multiplicity.

    Not a flaw, but a capacity. Not a weakness but a way through huge complexity. It is this ability to hold multiple selves in tension, without losing sight of the core values uniting them, that defines successful leadership in HE today. And that, just maybe, is the most authentic thing of all.

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  • Making the most of degree apprenticeships requires collaboration across the whole of the UK

    Making the most of degree apprenticeships requires collaboration across the whole of the UK

    Less than a decade after their introduction, degree apprenticeships have become a significant feature of higher education provision across the United Kingdom. Despite this shared initiative, institutions in England, Scotland, Wales, and Northern Ireland continue to operate largely independently, creating a fragmented UK landscape that limits collective learning and improvement.

    This separation has resulted in a fragmented landscape that undermines opportunities for mutual learning and improvement. The absence of sustained dialogue means each nation continues to trial and refine its own approach in relative isolation, an approach that leaves apprentices short-changed.

    If we want better outcomes for everyone involved, we need to stop running four parallel experiments and start talking to one another.

    As a consortium of educational leaders committed to work-based higher education across the UK, we’ve collectively observed a concerning trend during our extensive engagement with employers, universities, and apprentices: the persistent siloing of knowledge and practice between our four nations. While Scotland has established its graduate apprenticeships program, England has developed its degree apprenticeships framework, and both Wales and Northern Ireland have implemented their own distinct approaches. Despite facing remarkably similar implementation challenges, there remains a troubling lack of systematic knowledge-sharing and collaborative learning across these national boundaries.

    Enhanced cross-border collaboration could lead to better outcomes for institutions, apprentices, and employers alike, preventing duplication of efforts and fostering collective improvements based on shared experiences.

    Diverse approaches

    Each UK nation has developed its distinct approach to integrating apprenticeships within higher education, despite common policy objectives and implementation challenges.

    In 2024, the Labour government announced the Institute for Apprenticeships and Technical Education (Transfer of Functions etc) Bill, paving the way for the establishment of Skills England. Previously employers defined apprenticeship standards, with apprentices required to dedicate at least 20 per cent of their training time away from the workplace, concluding with an end-point assessment. The new legislation gives the government powers to bypass employer groups to design and approve standards and apprenticeship assessment plans in a move argued to make the skills system more “agile” to employer needs and allow Skills England to become central to Labour’s five missions.

    In Scotland, graduate apprenticeships managed by Skills Development Scotland similarly prioritise employer involvement. However, Scotland employs a more centrally controlled skills system, directly influencing university offerings through funded apprenticeship places. This approach is further reinforced by the Tertiary Education and Training (Funding and Governance) (Scotland) Bill – introduced in February 2025 – which centralises responsibility for the delivery and funding of apprenticeships within the Scottish Funding Council. By consolidating these responsibilities, the bill aims to enhance system efficiency, transparency, and alignment with the Scottish labour market, thereby facilitating improved outcomes for learners and employers.

    Wales introduced a novel structure by establishing the Commission for Tertiary Education and Research (Medr), a single governing body overseeing the entire tertiary education sector, including apprenticeships. This model represents a significant structural departure from other nations.

    Northern Ireland’s strategy aligns apprenticeships with broader economic ambitions, specifically targeting a transformation to a “10X economy” by 2030. Apprenticeships play a pivotal role in this ambitious economic development strategy, not merely seen as educational pathways, but as strategic instruments for workforce development and sectoral transformation.

    Shared challenges, isolated solutions

    Despite the distinct policy approaches, institutions in each nation encounter remarkably similar operational difficulties. Institutions consistently face challenges integrating workplace experiences within academic curricula, navigating multiple regulatory frameworks, and establishing comprehensive support mechanisms for apprentices. These recurring issues highlight a fundamental inefficiency: duplicated efforts across borders without coordinated learning.

    For instance, Middlesex University’s Sustainable Degree Apprenticeships report identifies common struggles across the UK, particularly with managing supernumerary positions for nursing apprentices and reconciling workplace assessments with academic expectations.

    The widespread nature of these issues emphasises the potential value of a collective, cross-border approach to sharing effective strategies and solutions.

    Exemplifying untapped collaborative potential is the University of the West of Scotland’s (UWS) approach to graduate apprenticeships. UWS’ graduate apprenticeship business management programme has introduced dedicated “link tutors” who act as a consistent point of contact for both apprentices and employers. These tutors navigate the complex relationship between universities and employers, support apprentices in managing the demands of full-time work alongside academic study and help ensure alignment between on-the-job experience and academic outcomes. For apprentices who have struggled in more traditional learning environments, this targeted, consistent support has been especially impactful.

    The UWS example points to a broader truth – that the success of degree apprenticeships depends not just on academic content or employer engagement, but on the quality of the relationships built around the apprentice. UWS link tutors demonstrate what is possible when those relationships are given structure and sustained attention. However, without mechanisms for knowledge-sharing across the UK, such practices risk becoming isolated successes rather than the foundation for a more consistent and effective system.

    Barriers to effective collaboration

    The persistence of fragmentation across the UK is not accidental but reinforced by several systemic barriers. Firstly, the varied regulatory and quality assurance frameworks across each nation create natural divisions. These distinct regulations complicate collaborative efforts and reinforce separation.

    Competition among institutions for apprenticeships and employer partnerships further discourages cooperation. Institutions often perceive cross-border collaboration as potentially undermining competitive advantage, despite potential long-term benefits for shared knowledge. Divergent policy frameworks across the four nations intensifies these tensions. Employers operating across England, Scotland, Wales and Northern Ireland face significant challenges navigating the inconsistent apprenticeship standards, funding mechanisms, and regulatory requirements, thereby limiting the scale and effectiveness of apprenticeship programs and potentially undermining broader national objectives of skills development and economic growth.

    Additionally, frequent policy shifts undermine the stability required for effective collaborative planning. Institutions, wary of unpredictable policy changes, prefer short-term, autonomous strategies rather than investing in potentially unstable cross-border collaborations.

    And the absence of structured platforms for meaningful cross-border exchange remains a significant barrier. Resource constraints, particularly in staff workloads and budgetary limitations frequently hinder the capacity of institutions to engage in sustained, meaningful dialogue with counterparts in other UK regions. This lack of institutional infrastructure and resourcing limits the development of collaborative practices essential for a cohesive UK-wide degree apprenticeship ecosystem.

    The imperative for collaborative platforms

    Addressing these barriers requires deliberate action to create structured, cross-border collaborative forums. Recent informal discussions among apprenticeship providers across the UK indicate widespread acknowledgment of these missed collaborative opportunities. Academics frequently express frustration about facing common challenges without access to shared resources or systematic opportunities to learn from peers in other parts of the UK. This is despite frequent calls from the sector.

    What is lacking is a coordinated infrastructure that supports regular exchange of pedagogical models, assessment strategies, and institutional policies. Cross-nation working groups, joint practitioner networks, and shared digital platforms could help bridge this divide. These would not only allow for the exchange of effective practice but also aid in the development of more consistent approaches that benefit apprentices and employers alike.

    The challenge is not a lack of innovation, but a lack of connection. Many institutions already possess effective, well-tested solutions to the very problems others are still grappling with. Without formal channels to communicate these solutions, valuable knowledge remains isolated and difficult to access. If higher education institutions across the UK are to realise the full potential of degree apprenticeships, they must find ways to turn informal acknowledgement into formal collaboration.

    The benefits of greater cross-border collaboration are substantial. Institutions could significantly improve the quality of apprenticeship programmes by collectively addressing shared challenges. Enhanced efficiency could reduce duplication of effort, allowing institutions to focus resources more strategically and effectively.

    Moreover, apprentices themselves stand to gain significantly. Improved programme coherence, stemming from collective learning, could ensure apprentices receive uniformly high-quality education and training, irrespective of their geographic location.

    Employers – essential stakeholders in apprenticeship programmes – would similarly benefit from improved programme consistency and quality. Collaborative cross-border dialogue could help standardise employer expectations and streamline their participation across multiple jurisdictions.

    A collective future

    Degree apprenticeships represent a substantial collective investment aimed at reshaping higher education and addressing key skills shortages within the UK economy. Apprentices at the heart of this initiative deserve integrated, high-quality experiences informed by the best practices and shared knowledge of institutions across the entire UK.

    Institutions and policymakers must therefore commit to overcoming existing fragmentation by prioritising structured cross-border collaboration. This approach not only maximises the effectiveness of the significant resources already committed but also establishes a more coherent, effective educational framework for future apprentices.

    Ultimately, collaboration among UK higher education institutions represents not only good educational practice but a strategic imperative, ensuring that apprenticeships fully realise their potential as transformative educational opportunities.

    Our apprentices deserve better than four parallel experiments. They deserve the best of what all four nations have learned. It’s time we started talking to each other.

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  • Research funding requires research capacity

    Research funding requires research capacity

    This year marks 100 years since the Leverhulme Trust was established. It’s a moment for us to reflect on the extraordinary research the Trust has supported over that period – but also to look forward.

    That’s why the Leverhulme Trust Board has decided to commit an additional £100 million to UK university research over the next few years, on top of our usual £120m annual spend.

    Investing in the future

    This is not a nostalgic gesture. It is a deliberate investment in a university sector that continues to deliver world-class research, even as it faces immense financial pressure. The UK’s research base is one of the country’s greatest assets. However, it is under strain, despite the welcome increase in funding for research and development in the recent spending review.

    Universities are grappling with rising costs and uncertainty around international student income. In this context, the Trust’s centenary investment is a celebration of the sector’s excellence and, we hope, a timely contribution to sustaining that excellence.

    We are directing this funding where we believe it can make the greatest difference: into blue skies research and supporting the next generation of researchers. These are areas where funding has become increasingly difficult to secure, and where we can therefore add the most value. We are, however, not changing our usual approach, which is to leave academics, who are at the forefront of their fields, to determine the questions that are most important and pressing.

    Blue sky bedrock

    Blue skies research – curiosity-driven, often interdisciplinary, and sometimes high-risk – is the core mission of the Trust. This kind of research is also the bedrock on which much social, technological and economic progress rests. It is easy to identify vitally important blue skies research retrospectively. Much harder to prove its value in advance.

    Our award to Kostya Novoselov early in his career looks prescient – he went on to win the Nobel for his work on graphene. But predicting which of the novel projects we fund will pay off in the long term is very tricky. While the Trust’s support for Chris Stringer’s work with the Natural History Museum completely changed our understanding of early human life in Britain, it’s hard to put a value on that.

    The need to demonstrate likely impact, combined with research funding streams that are more focused on specific economic priorities, has made it harder for some disciplines to pursue discovery research. The value of quality research (QR) funding in England, which was once the major source for discovery research, has also declined by 15 per cent since 2010.

    Yet, it is blue skies research that often leads to the most profound breakthroughs. Charity funding that is patient and takes risks can therefore make a real contribution here.

    Investment at every stage

    To that end, the Trust will use £50m to establish new research centres, each receiving up to £10 million to tackle big questions over a decade. This research centre model has proven to be highly effective, not only in addressing critical issues, but also in building research capacity. Previous Leverhulme Centres have contributed to areas such as climate change, wildfires, the origins of life, ethical AI, and demographic modelling, to name but a few.

    We are also investing in the next generation of researchers. We will commit an additional £20m to doctoral training, doubling our usual spend, to support approximately 200 PhD students. This is another area under financial pressure, particularly in some arts and humanities fields.

    This investment is not just about producing future academics. We know that not all PhD graduates will stay in academia. Nor should they. One of the strengths of the UK’s research system is its ability to develop talent that contributes across a range of sectors. I recently spoke with a Leverhulme-funded doctoral student whose work explores the ethics of algorithmic decision-making. Their research is deeply theoretical, but its implications are hugely practical. Whether they end up in academia, government, or industry, their skills will be vital in tackling the AI-related challenges ahead.

    And funding academics at the beginning of their career is only part of the story. Our centenary awards will support mid-career researchers in building their first research team, a challenging transition given the increasing teaching demands in some institutions. We will also provide funding to support aspiring scholars from underrepresented groups, as well as provide mentoring and networking opportunities. We want to ensure that talented individuals from all backgrounds can access research careers and thrive within them.

    Charity funding as part of a research ecosystem

    Charities like the Leverhulme Trust have long played a significant role in supporting UK research, contributing about £2 billion per annum in total. But charity funding is not designed to support the basic infrastructure of universities. This means that any grant we award to a university also requires a contribution from the institution itself because, like most charities, we do not cover overhead costs, which is undoubtedly a challenge for universities.

    As the Nurse Review highlighted, both domestic student teaching and university research are cross-subsidised from other income streams. Further, while the UK’s research system is one of the most productive and internationally connected in the world, it is also one of the most financially exposed and the model of relying on the cross-subsidy of research with income from international students has come under immense pressure.

    We therefore need to find additional ways to sustain the research capacity that underpins so much of the UK’s economic, social, and cultural life. This is not just about protecting and preserving what we have; it is about shaping what comes next. Research is not a luxury. It is a necessity, especially in a world facing complex challenges, from climate change to economic and technological disruptions.

    To maintain the UK’s position as a global research leader, we need a funding system that provides long-term stability.

    We hope our investment will not only help to sustain the intellectual ambition that defines the UK’s research community but also prompt a wider conversation – one about how we value research, how we fund it, and how we ensure that its benefits are shared as widely as possible.

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  • The future of HTQs requires commitment and certainty from the government

    The future of HTQs requires commitment and certainty from the government

    The Institute for Apprenticeships and Technical Education (IfATE) – formerly the Institute for Apprenticeships – has been central to reforms aimed at increasing standardisation and quality in technical education at all levels in England since 2017.

    As it slips into the shadows from where Skills England is about to emerge, we wanted to explore how IfATE’s work establishing a quality assurance process for level 4 and 5 technical education – launched in 2020 – could be built upon and improved.

    Since IfATE introduced the process of approving level 4 and 5 qualifications as Higher Technical Qualifications (HTQs), more than 80 FE colleges, universities and awarding organisations have successfully submitted their qualifications. We decided that their experiences – and their views on the future – were a good place to start.

    We interviewed 46 individuals from 17 organisations to explore their motivations for being “early adopters” of HTQs, their feedback on the approval process itself, and their recommendations for making it better. Ultimately we were keen to find out what would encourage and enable more organisations to apply for HTQ status for their qualifications, and in this way help address the “missing middle” of England’s workforce skills. The full report can be read here.

    Managing a heavy burden

    Unsurprisingly, a strong recommendation was to make the approvals process less burdensome. There was widespread appreciation of the support provided by IfATE, and evidence of their responsiveness to early adopters’ feedback across all five cycles of HTQ approvals. This said, respondents noted that mapping qualifications – particularly those with multiple pathways – to the knowledge, skills and behaviours of occupational standards remained complex and time consuming.

    It was clear that the level of resource and responsiveness shown by IfATE needs to be maintained by Skills England, particularly as occupational standards continue to evolve, and new awarding bodies come into the fold. However, our respondents also noted that manageability could be improved if the approvals process became more integrated with extant internal and external quality assurance and approvals processes, including professional body accreditations.

    Gaining traction, but slowly

    Reassuringly, many of our respondents reported that one positive outcome of getting their qualifications ready for HTQ approval was the stimulation of renewed engagement with employers – with benefits that went beyond simply endorsing the qualification at hand.

    Similarly, for some respondents the decision about whether to put forward a qualification for approval had acted as a catalyst for the further engagement and support of senior leaders in their organisation with higher technical education (HTE) – as part of their widening participation commitments and/or their portfolio diversification and growth.

    Yet alongside this positivity, respondents reported that awareness of the HTQ quality mark, and what it represents, remains low among prospective students and employers. A key reason for this was seen to be a lack of commitment from the Department for Education (DfE) to widespread and visible brand backing.

    DfE did make funding available to successful applicants via the HTE Growth Fund in 2021, and two further rounds of HTE Skills Injection Funds (including funding for localised marketing) – but the potential clawback of these funds should recruitment not meet projected numbers led to some uncertainty about the benefits of applying for short term and unconfirmed funding streams.

    If even those organisations who have already been successful in getting HTQ approval are feeling dubious about the future, then clearly much more needs to be done to encourage those who have not yet entered the field.

    Let’s not forget the missing middle

    There is no reason to doubt that the current government cares about addressing the skills gap known as the “missing middle”, as ignoring it may pose serious risks to growth and opportunity missions. So we – and the many organisations that have invested in HTQs and wish to see them flourish and thrive – have a couple of hopes.

    First, that Skills England maintains strong and continuous engagement with current and future HTQ providers – providing good labour market data on what qualifications are needed, offering personalised support during the approval process, and engaging with the wider sector in order to improve the process.

    But also, we hope that DfE can quickly resolve funding uncertainties for HTQs – including their potential for funding under the growth and skills levy and their primacy in the rollout of the Lifelong Learning Entitlement – and that the department showcases this commitment through a national marketing campaign. This could include building an HTQ ambassadors network, and an annual HTQ celebratory week (similar to those currently supported for T levels and apprenticeships).

    The latest data from DfE shows that in 2022–23 numbers of entrants for Level 4 and 5 education increased after a long period of decline. The contribution of HTQs to this increase may well be small but the strong focus on HTE since 2017, from which HTQ approval arose, will have contributed. We’ve made a great start – let’s not lose momentum now.

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  • Effective academic support requires good data transparency

    Effective academic support requires good data transparency

    Academic support for students is an essential component of their academic success. At a time when resources are stretched, it is critical that academic support structures operate as a well-oiled machine, where each component has a clearly defined purpose and operates effectively as a whole.

    We previously discussed how personal and pastoral tutoring, provided by academic staff, needs to be supplemented by specialist academic support. A natural next step is to consider what that specialist support could look like.

    A nested model

    We’ve identified four core facets of effective academic support, namely personal tutoring (advising/coaching/mentoring etc), the development of academic skills and graduate competencies, all supported by relevant student engagement data. The nested model below displays this framework.

    We also suggest two prerequisites to the provision of academic support.

    Firstly, a student must have access to information related to what academic support entails and how to access this. Secondly, a student’s wellbeing means that they can physically, mentally, emotionally and financially engage with their studies, including academic support opportunities.

    Figure 1: Academic support aspects within a student success nested model

    Focusing on academic support

    Personal tutoring has a central role to play within the curriculum and within academic provision more broadly in enabling student success.

    That said, “academic support” comprises much more than a personal tutoring system where students go for generic advice and support.

    Rather, academic support is an interconnected system with multiple moving parts tailored within each institution and comprising different academic, professional and third-space stakeholders.

    Yet academics remain fundamental to the provision of academic support given their subject matter expertise, industry knowledge and their proximity to students. This is why academics are traditionally personal tutors and historically, this is where the academic support model would have ended. Changes in student needs means the nature of personal tutoring has needed to be increasingly complemented by other forms of academic support.

    Skills and competencies

    Academic skills practitioners can offer rich insights in terms of how best to shape and deliver academic support.

    A broad conception of academic skills that is inclusive of academic literacies, maths, numeracy and stats, study skills, research and information literacy and digital literacy is a key aspect of student academic success. Student acquisition of these skills is complemented by integrated and purposeful involvement of academic skills practitioners across curriculum design, delivery and evaluation.

    Given regulatory focus on graduate outcomes, universities are increasingly expected to ensure that academic support prepares students for graduate-level employability or further study upon graduation. Much like academic skills practitioners, this emphasises the need to include careers and employability consultants in the design and delivery of integrated academic support aligned to the development of both transferable and subject-specific graduate competencies.

    Engaging data

    Data on how students are participating in their learning provides key insights for personal tutors, academic skills practitioners and colleagues working to support the development of graduate competencies.

    Platforms such as StREAM by Kortext enable a data-informed approach to working with students to optimise the provision of academic support. This holistic approach to the sharing of data alongside actionable insights further enables successful transition between support teams.

    Knowing where the support need is situated means that these limited human and financial resources can be directed to where support is most required – whether delivered on an individual or cohort basis. Moreover, targeted provision can be concentrated at relevant points over the academic year. Using engagement data contributes to efficiency drives through balancing the provision of information and guidance to all students. The evidence shows it’s both required and likely to prove effective.

    Academic support is increasingly complicated in terms of how different aspects overlap and interplay within a university’s student success ecosystem. Therefore, when adopting a systems-thinking approach to the design and delivery of academic support, universities must engage key stakeholders, primarily students, academic skills practitioners and personal tutors themselves.

    A priority should be ensuring varied roles of academic support providers are clearly defined both individually and in relation to each other.

    Similarly, facilitating the sharing of data at the individual student level about the provision of academic support should be prioritised to ensure that communication loops are closed and no students fall between service gaps.

    Given that academic support is evolving, we would welcome readers’ views of what additional aspects of academic support are necessary to student success.

    To find out more about how StREAM by Kortext can enable data-informed academic support at your institution, why not arrange a StREAM demonstration.

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  • Effective regulation requires a degree of trust

    Effective regulation requires a degree of trust

    At one point in my career, I was the CEO of a students’ union who’d been charged with attempting to tackle a culture of initiation ceremonies in sports clubs.

    One day a legal letter appeared on my desk – the jist of which was “you can’t punish these people if they didn’t know the rules”.

    We trawled back through the training and policy statements – and found moments where we’d made clear that not only did we not permit initiation ceremonies, we’d defined them as follows:

    An initiation ceremony is any event at which members of a group are expected to perform an activity as a means of gaining credibility, status or entry into that group. This peer pressure is normally (though not explicitly) exerted on first-year students or new members and may involve the consumption of alcohol, eating various foodstuffs, nudity and other behaviour that may be deemed humiliating or degrading.

    The arguments being advanced were fourfold. The first was that where we had drawn the line between freedom to have fun and harmful behaviour, both in theory and in practice, was wrong.

    The second was that we’d not really enforced anything like this before, and appeared to be wanting to make an example out of a group of students over which a complaint had been raised.

    They said that we’d failed to both engender understanding of where the line was that we were setting for those running sports clubs, and failed to make clear expectations over enforcing that line.

    And given there been no intent to cause harm, it was put to us that the focus on investigations and publishments, rather than support to clubs to organise safe(er) social activity, was both disproportionate and counter-productive.

    And so to the South coast

    I’ve been thinking quite a bit about that affair in the context of the Office for Students (OfS) decision to fine the University of Sussex some £585k over both policy and governance failings identified during its three-year investigation into free speech at Sussex.

    One of the things that you can debate endlessly – and there’s been plenty of it on the site – is where you draw the line between freedom to speak and freedom from harm.

    That’s partly because even if you have an objective of securing an environment characterised by academic freedom and freedom of speech, if you don’t take steps to cause students to feel safe, there can be a silencing effect – which at least in theory there’s quite a bit of evidence on (including inside the Office for Students).

    You can also argue that the “make an example of them” thing is unfair – but ever since a copper stopped me on the M4 doing 85mph one afternoon, I’ve been reminded of the old “you can’t prove your innocence by proving others’ guilt” line.

    Four days after OfS says it “identified reports” about an “incident” at the University of Sussex, then Director of Compliance and Student Protection Susan Lapworth took to the stage at Independent HE’s conference to signal a pivot from registration to enforcement.

    She noted that the statutory framework gave OfS powers to investigate cases where it was concerned about compliance, and to enforce compliance with conditions where it found a breach.

    She signalled that that could include requiring a provider to do something, or not do something, to fix a breach; the imposition of a monetary penalty; the suspension of registration; and the deregistration of a provider if that proved necessary.

    “That all sounds quite fierce”, she said. “But we need to understand which of these enforcement tools work best in which circumstances.” And, perhaps more importantly “what we want to achieve in using them – what’s the purpose of being fierce?”

    The answer was that OfS wanted to create incentives for all providers to comply with their conditions of registration:

    For example, regulators assume that imposing a monetary penalty on one provider will result in all the others taking steps to comply without the regulator needing to get involved.

    That was an “efficient way” to secure compliance across a whole sector, particularly for a regulator like OfS that “deliberately doesn’t re-check compliance for every provider periodically”.

    Even if you agree with the principle, you can argue that it’s pretty much failed at that over the intervening years – which is arguably why the £585k fine has come as so much of a shock.

    But it’s the other two aspects of that initiation thing – the understanding one and the character of interventions one – that I’ve also been thinking about this week in the context of the Sussex fine.

    Multiple roles

    On The Wonkhe Show, Public First’s Jonathon Simons worries about OfS’ multiple roles:

    If the Office for Students is acting in essentially a quasi-judicial capacity, they can’t, under that role, help one of the parties in a case try to resolve things. You can’t employ a judge to try and help you. But if they are also trying to regulate in the student interest, then they absolutely can and should be working with universities to try and help them navigate this – rather than saying, no, we think we know what the answer is, but you just have to keep on revising your policy, and at some point we may or may not tell you got it right.

    It’s a fair point. Too much intervention, and OfS appears compromised when enforcing penalties. Too little, and universities struggle to meet shifting expectations – ultimately to the detriment of students.

    As such, you might argue that OfS ought to draw firmer lines between its advisory and enforcement functions – ensuring institutions receive the necessary support to comply while safeguarding the integrity of its regulatory oversight. At the very least, maybe it should choose who fronts out which bits – rather than its topic style “here’s our Director for X that will both advise and crack down. ”

    But it’s not as if OfS doesn’t routinely combine advice and crack down – its access and participation function does just that. There’s a whole research spin-off dedicated to what works, extensive advice on risks to access and participation and what ought to be in its APPs, and most seem to agree that the character of that team is appropriately balanced in its plan approval and monitoring processes – even if I sometimes worry that poor performance in those plans is routinely going unpunished.

    And that’s not exactly rare. The Regulator’s Code seeks to promote “proportionate, consistent and targeted regulatory activity” through the development of “transparent and effective dialogue and understanding” between regulators and those they regulate. Sussex says that throughout the long investigation, OfS refused to meet in person – confirmed by Arif Ahmed in the press briefing.

    The Code also says that regulators should carry out their activities in a way that “supports those they regulate to comply” – and there’s good reasons for that. The original Code actually came from something called the Hampton Report – in 2004’s Budget, Gordon Brown tasked businessman Philip Hampton with reviewing regulatory inspection and enforcement, and it makes the point about example-setting:

    The penalty regime should aim to have an effective deterrent effect on those contemplating illegal activity. Lower penalties result in weak deterrents, and can even leave businesses with a commercial benefit from illegal activity. Lower penalties also require regulators to carry out more inspection, because there are greater incentives for companies to break the law if they think they can escape the regulator’s attention. Higher penalties can, to some extent, improve compliance and reduce the number of inspections required.”

    But the review also noted that regulators were often slow, could be ineffective in targeting persistent offenders, and that the structure of some regulators, particularly local authorities, made effective action difficult. And some of that was about a failure to use risk-based regulation:

    The 1992 book Responsive Regulation, by Ian Ayres and John Braithwaite, was influential in defining an ‘enforcement pyramid’, up which regulators would progress depending on the seriousness of the regulatory risk, and the non-compliance of the regulated business. Ayres and Braithwaite believed that regulatory compliance was best secured by persuasion in the first instance, with inspection, enforcement notices and penalties being used for more risky businesses further up the pyramid.

    The pyramid game

    Responsive Regulation is a cracking book if you’re into that sort of thing. Its pyramid illustrates how regulators can escalate their responses from persuasion to punitive measures based on the behaviour of the regulated entities:

    In one version of the compliance pyramid, four broad categories of client (called archetypes) are defined by their underlying motivational postures:

    1. The disengaged clients who have decided not to comply,
    2. The resistant clients who don’t want to comply,
    3. The captured clients who try to comply, but don’t always succeed, and
    4. The accommodating clients who are willing to do the right thing.

    Sussex has been saying all week that it’s been either 3 or 4, but does seem to have been treated like it’s 1 or 2.

    As such, Responsive Regulation argues that regulators should aim to balance the encouragement of voluntary compliance with the necessity of enforcement – and of course that balance is one of the central themes emerging in the Sussex case, with VC Sacha Roseneil taking to PoliticsHome to argue that:

    …Our experience reflects closely the [Lords’ Industry and Regulators] committee’s observations that it “gives the impression that it is seeking to punish rather than support providers towards compliance, while taking little note of their views.” The OfS has indeed shown itself to be “arbitrary, overly controlling and unnecessarily combative”, to be failing to deliver value for money and is not focusing on the urgent problem of the financial sustainability of the sector.

    At roughly the same time as the Hampton Report, Richard Macrory – one of the leading environmental lawyers of his generation – was tasked by the Cabinet Office to lead a review on regulatory sanctions covering 60 national regulators, as well as local authorities.

    His key principle was that sanctions should aim to change offender behaviour by ensuring future compliance and potentially altering organisational culture. He also argued they should be responsive and appropriate to the offender and issue, ensure proportionality to the offence and harm caused, and act as a deterrent to discourage future non-compliance.

    To get there, he called for regulators to have a published policy for transparency and consistency, to justify their actions annually, and that the calculation of administrative penalties should be clear.

    These are also emerging as key issues in the Sussex case – Roseneil argues that the fine is “wholly disproportionate” and that OfS abandoned, without any explanation, most of its provisional findings originally communicated in 2014.

    The Macory and Hampton reviews went on to influence the UK Regulatory Enforcement and Sanctions Act 2008, codifying the Ayres and Braithwaite Compliance Pyramid into law via the Regulator’s Code. The current version also includes a duty to ensure clear information, guidance and advice is available to help those they regulate meet their responsibilities to comply – and that’s been on my mind too.

    Knowing the rules and expectations

    The Code says that regulators should provide clear, accessible, and concise guidance using appropriate media and plain language for their audience. It says they should consult those they regulate to ensure guidance meets their needs, and create an environment where regulated entities can seek advice without fear of enforcement.

    It also says that advice should be reliable and aimed at supporting compliance, with mechanisms in place for collaboration between regulators. And where multiple regulators are involved, they should consider each other’s advice and resolve disagreements through discussion.

    That’s partly because Hampton had argued that advice should be a central part of a regulators’ function:

    Advice reduces the risk of non-compliance, and the easier the advice is to access, and the more specific the advice is to the business, the more the risk of non-compliance is reduced.

    Hampton argued that regulatory complexity creates an unmet need for advice:

    Advice is needed because the regulatory environment is so complex, but the very complexity of the regulatory environment can cause business owners to give up on regulations and ‘just do their best’.

    He said that regulators should prioritise advice over inspections:

    The review has some concerns that regulators prioritise inspection over advice. Many of the regulators that spoke to the review saw advice as important, but not as a priority area for funding.”

    And he argued that advice builds trust and compliance without excessive enforcement:

    Staff tend to see their role as securing business compliance in the most effective way possible – an approach the review endorses – and in most cases, this means helping business rather than punishing non-compliance.

    If we cast our minds back to 2011, despite the obvious emerging complexities in freedom from speech, OfS had in fact done very little to offer anything resembling advice – either on the Public Interest Governance Principles at stake in the Sussex case, or on the interrelationship between them and issues of EDI and harassment.

    Back in 2018, a board paper had promised, in partnership with the government and other regulators, an interactive event to encourage better understanding of the regulatory landscape – that would bring leaders in the sector together to “showcase projects and initiatives that are tackling these challenges”, experience “knowledge sharing sessions”, and the opportunity for attendees to “raise and discuss pressing issues with peers from across the sector”.

    The event was eventually held – in not very interactive form – in December 2022.

    Reflecting on a previous Joint Committee on Human Rights report, the board paper said that it was “clear that the complexity created by various forms of guidance and regulation is not serving the student interest”, and that OfS could “facilitate better sharing of best practice whilst keeping itself apprised of emerging issues.”

    I’m not aware of any activity to that end by October 2021 – and even though OfS consulted on draft guidance surrounding the “protect” duty last year, it’s been blocking our FOI attempts to see the guidance it was set to issue when implementation was paused ever since, despite us arguing that it would have been helpful for providers to see how it was interpreting the balancing acts we know are often required when looking at all the legislation and case law.

    The board paper also included a response to the JCHR that said it would be helpful to report on free speech prompted by a change in the risk profile in how free speech is upheld. Nothing to that end appeared by 2021 and still hasn’t unless we count a couple of Arif Ahmed speeches.

    Finally, the paper said that it was “not planning to name and shame providers” where free speech had been suppressed, but would publish regulatory action and the reasons for it where there had been a breach of registration condition E2.

    Either there’s been plenty of less serious interventions without any promised signals to the sector, or for all of the sound and fury about the issue in the media, there really haven’t been any cases to write home about other than Sussex since.

    Willing, but ready and able?

    The point about all of that – at least in this piece – is that it’s actually perfectly OK for a regulator to both advise and judge.

    It isn’t so much to evaluate whether the fine or the process has been fair, and it’s not to suggest that the regulator shouldn’t be deploying the “send an example to promote compliance” tactic.

    But it is to say that it’s obvious that those should be used in a properly risk-based context – and where there’s recognised complexity, the very least it should do is offer clear advice. It’s very hard to see how that function has been fulfilled thus far.

    In the OECD paper Reducing the Risk to Policy Failure: Challenges for Regulatory Compliance, regulation is supposed to be about ensuring that those regulated are ready, willing and able to comply:

    • Ready means clients who know what compliance is – and if there’s a knowledge constraint, there’s a duty to educate and exemplify. It’s not been done.
    • Able means clients who are able to comply – and if there’s a capability constraint, there’s a duty to enable and empower. That’s not been done either.
    • Willing means clients who want to comply – and if there’s an attitudinal constraint, there’s a duty to “engage, encourage [and then] enforce”.

    It’s hard to see how “engage” or “encourage” have been done – either by October 2021 or to date.

    And so it does look like an assumption on the part of the regulator – that providers and SUs arguing complexity have been being disingenuous, and so aren’t willing to secure free speech – is what has led to the record fine in the Sussex case.

    If that’s true, evidence-free assumptions of that sort are what will destroy the sort of trust that underpins effective regulation in the student interest.

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  • Resolving the tensions in campus culture requires leadership from within

    Resolving the tensions in campus culture requires leadership from within

    You’ve heard a version of this story before.

    The 16 days against gender-based violence campaign has been running around the world for over 30 years now, and manifestations on campus can include everything from assertiveness and self-defense workshops to panels on violence, discrimination and harassment in student life.

    Back in 2021, students at the oldest university in Poland had put together a programme of activity for the campaign that included a lecture on the criminological aspects of the murders of women from a lecturer in the Department of Criminology.

    But days before she was due to give the talk, the Forensic Psychology Section of the Scientific Association of Psychology Students at Jagiellonian University in Krakow (one of the co-organisers alongside the LGBTQ+ society and the SU) announced that the lecture had been cancelled:

    When inviting Dr. Magdalena Grzyb to give a lecture, we were not aware of the views she represents. We would also like to point out that we absolutely do not agree with the opinions she expresses, and we do not consent to any manifestations of transphobia in the university space.

    The previous year, Grzyb had penned a piece in Kultura Liberalna – a weekly Polish magazine focusing on liberal values, intellectual debate, and cultural analysis – critiquing the acceptance of non-binary and queer identities in liberal and progressive circles, suggesting that prioritising individual self-identification over systemic efforts to deconstruct stereotypes and achieve real gender equality was a problem:

    Does every man, even a serial rapist or a domestic torturer, if he says he feels like a woman, have the right to demand to be placed in a cell with women, often victims of such men? (…) A woman who repairs a dishwasher at home is also non-binary. Heck, a woman who earns more than her husband is also non-binary. A man who irons his clothes and washes the floor with a mop is also non-binary. (…) Do they deserve special treatment and a place in a cell with women because of this?

    A few days later Jerzy Pisuliński, Dean of the Faculty of Law and Administration at Jagiellonian, issued a statement making clear that the lecture would take place after all, on the basis that the university should be a place for “debate on important social problems” and that it “cannot avoid controversial topics”.

    Setting an example

    That was an announcement welcomed by HE minister Przemysław Czarnek, whose conservative and nationalist Law and Justice Party (Prawo i Sprawiedliwość, PiS) had only months previously, egged on by the Ordo Iuris Institute for Legal Culture, proposed an amendment to the Law on Higher Education that sought to tackle wokery and cancel culture:

    I welcome with satisfaction the decision of the Rector of the Jagiellonian University to restore the lecture of Ms. Dr. Magdalena Grzyb. The Jagiellonian University is setting an example.

    A year previous a sociology lecturer at the University of Silesia in Katowice resigned in protest after students accused her of promoting intolerant anti-choice and homophobic views in her classes. The university’s disciplinary official found evidence of intolerance – prompting Czarnek’s predecessor Jarosław Gowin to condemn what he termed “ideological censorship”:

    The Bill will be intended to help the university community and the rector to ensure that these freedoms are not violated, that the university is a temple of freedom of speech, freedom of exchange of views and discussion.

    When it eventually appeared a few months later, it proposed to guarantee academic teachers’ freedoms in teaching, speech, research, and publication; protect the expression of religious, philosophical, or worldview beliefs, ensuring they would not constitute disciplinary offenses; and oblige university rectors to uphold respect for these freedoms, all aimed at guaranteeing an environment of “ideological pluralism” within academic institutions.

    Campaign groups weren’t happy – arguing that student organisations should be able to invite or not invite lecturers to their events:

    …that is their sacred right, just as it is not a restriction of freedom of speech that I or any other person was not invited. Other people may not like it and may criticise this decision.

    Just as in the UK, some argued that the reforms could undermine the independence of academic institutions – allowing government influence over academic discourse and research priorities, and discouraging open discussion and critical analysis on topics that might conflict with the government’s conservative stance.

    Others puzzled over the practical differences between not refusing a speaker and forcing a voluntary student group to go ahead with one even if it didn’t want to – the sort of detail lost in the noise in cases like this.

    But back at Jagiellonian, there was the thorny issue of Ernest Figiel to resolve.

    Enemies of the people

    Figiel, a trans activist student at Jagiellonian had accused Grzyb of being a Trans-Exclusionary Radical Feminist, and in the process had called for TERFs to be “thrown into a sack and into a lake”, disposed of “in lime pits” and had praised Stalin’s methods of dealing with “enemies of the people” – which he thought should apply to Grzyb and her ilk.

    And as disciplinary proceedings against Figiel ensued and a counter campaign kicked off, it was down to Beata Kowalska, who in 2020 became the university’s first Advocate [Ombusperson] for Academic Rights and Values, to chart a way through:

    It does not matter who the hate speech comes from. Allegations of hate speech are carefully investigated in the case of any member of the university community. As is well known, hate speech can have disastrous consequences when used publicly, sometimes contrary to the original intentions of the sender… Figiel publicly used polemical statements of a dehumanizing nature against his opponents, using extermination and genocidal metaphors…

    Such statements are unacceptable in the academic community. Trivializing the extermination or using in an allegedly humorous way images of genocide, which Mr. Figiel publicly wished for his opponents, constitute a flagrant transgression of the boundaries of freedom of speech.

    The full statement is excellent – carefully integrating concerns that discrimination against non-heteronormative people had intensified with the need to uphold freedom of speech as a “pillar of democratic debate”. And while that was not a universally popular intervention, it pretty much doused the flames and helped the university community move on. The question is how and why.

    What goes on tour

    Jagiellonian in Krakow and Silesia in Katowice were two of the universities we visited on this year’s Wonkhe SUs January bus tour of students’ unions – which took in the Visegrad countries of Hungary, Slovakia, Czechia and Poland.

    Over the past few years, we’ve been assembling groups of SU officers (and the staff that support them) to meet with students’ unions, guilds, associations across countries in Europe – and we’ve seen any number of fascinating projects, initiatives, buildings, services and schemes that students deliver in the student interest.

    But on the long (and often winding) roads between university towns and cities across Europe, we’ve also been trying to work out what it is that underpins all of the impressive stuff that we’ve seen.

    Much like the other three countries’ systems, Polish higher education’s governance is effectively a communitarian power-sharing arrangement that “combines the preferences of policymakers towards the market model” with the legacy of the “institutionalized, deeply-entrenched, and change-resistant academic self-governance model” that was reintroduced in 1990 after communist rule.

    The Law on Higher Education has an extensive section on student rights – setting out a positive role for students’ unions to deliver training on those rights to students, as well as recognising their role in giving voice to student concerns, and organising activities aimed at the social integration and cultural development of students.

    Built almost entirely on pyramids of faculty-based student involvement that start with summer student integration camps and talks for new students on rights and obligations, we met any number of impressive, unpaid student leaders who were keen to support other students because they themselves had experienced being supported by others.

    The law also provides for state universities to be partially democratically run both at faculty and institutional level – with students given at least 20 per cent of seats and veto power over key decisions like who gets to be Dean or Rector, and what goes into study programmes.

    At Silesia, the SU President – who started his talk with a slide quoting from the law – concluded by turning to the Vice-Rector for Student Affairs to say that “we often argue, but we couldn’t wish for anyone better for the job”. That’s partly because to get elected, she had to command the confidence of those electing her. And it’s partly because him and his colleagues obviously thought they had real power in the process.

    He, like all the other SUs we had met in Poland, had mentioned the Ombudsperson at the university as a key figure that students had the right to access – and as we burned through SIM data between visits, we set about trying to understand why.

    Law 2.0

    In 2018, ruling party PiS had enacted a new Law on Higher Education and Science, commonly known as Law 2.0, to modernize higher education. University councils (as opposed to Senates) were given external stakeholders, funding mechanisms were modernised to promote research excellence, universities were given more flexibility in financial management, and toughened duties were placed on universities to uphold ethical standards, including those related to freedom of speech and debate.

    A handful of academic ombudspeople were already in place at the University of Warsaw, the Nicolaus Copernicus University in Toruń, the Catholic University in Lublin and the Medical University of Warsaw – but Law 2.0 gave a group of universities the opportunity to integrate democratic governance and student rights and obligations into an optional model charter for universities, Section V of which provided for the appointment of an ombudsman for academic rights and values.

    Jagiellonian’s students and staff were among those who’d spotted a need to be seen to be both integrating and providing leadership on EDI and freedom of speech – and the job spec for their first ombuds oozes a need to command confidence.

    They have to be an academic teacher who has been employed at the university for at least ten years and holds a professor or university professor position. They can’t hold any managerial or governing roles and should be widely respected within the university community, demonstrating strong social sensitivity.

    Candidates can be nominated by various groups, including the Senate, university employees, both the UG and doctoral SUs, and the trade unions. Their job is to monitor and address violations of academic rights and values, provide support to affected parties, mediate disputes, and collaborate with university entities to create a respectful academic environment.

    They investigate reported violations, recommend corrective measures to university bodies, and advocate for affected individuals during proceedings. They also have the authority to advise on initiating disciplinary or mediation processes and can request information or documentation from university bodies as needed. And every year, they submit a comprehensive report to the Senate detailing their activities and cases handled – which is subsequently made publicly available.

    No to parameterization

    This interview with the inaugural postholder Beata Kowalska – a feminist sociologist involved in the Scholars at Risk Network – is inspiring:

    A university is not a place where we collect points and are subjected to parameterization, but rather a community of people who work together. They do not work only individually to build their own careers, the mission of the university is much broader.

    Universities are spaces where academic freedom and equality should flourish. This means identifying solutions, sharing good practices, and creating tools that will support these goals. I plan to hold discussions on topics like climate change and academic integrity. Recently, we even used sociological “teams” during the pandemic lockdown to address social isolation among students.

    One challenge is bridging the gap between academic life and society. Universities must be critical spaces where ideas are debated freely and without fear of discrimination or exclusion. This applies not only to faculty and students but to the broader society they serve.

    In year one, Kowalska’s office handled 236 cases involving staff, students, and doctoral candidates, addressing issues like academic ethics, workplace conditions, and conflict resolution, as well as the promotion of academic values, mediation efforts, and educational programmes to support a culture of respect and dialogue within the university.

    And since then her office and team of mediators have gone on to tackle violations of students’ rights by academics, wider academic values, workplace conditions, unwanted behaviours and harassment, complaints about study organisation, anti-discrimination training and cultural events – as well as collaborating internationally.

    Somehow we know more about how the University of Jagiellonian has been handling disputes between students, staff and the university by using Google Translate on a couple of PDFs than pretty much any university in the UK with their bulletproof PR processes and bland press statements when a row ensues.

    And so successful have the institutional ombudspeople been at commanding confidence that PiS backed off on further reforms – and now, along with announcements on encouraging mergers (federalisation first), financial aid for doctoral students, a plan to build more places in dorms and scholarships for students engaged in running activities for others, last September the new government announced that it would strengthen the powers of student and doctoral student ombuds.

    In December HE minister Dariusz Wieczorek ended up embroiled in some kind of whistleblowing scandal, but you get a real sense that the Donald Tusk-led coalition has students’ concerns at heart:

    According to the Central Statistical Office, there are over a million students in Poland. I really want each of you to have the best possible conditions for learning and pursuing your passions, so that your studies are a chance for you to deepen your knowledge, acquire new skills, but also a time for making friends and comprehensive development. That is why at the Ministry of Science and Higher Education we consistently introduce solutions that will ensure high quality of education at Polish universities, we transfer funds for investments related to the teaching activities of universities, and we also co-finance the construction and modernization of dormitories.

    In addition, a student culture support program will be launched in the first quarter of 2025, aimed at clubs, teams and organizations operating in higher education institutions. I am convinced that it will allow for the activation and integration of the environment, and above all, it will contribute to the development of student culture in Poland.

    Commanding confidence

    As ever on our study tours, back on the bus we tended to conclude that there’s lots to be proud of in the UK – in particular, for all of the issues that present, we figure that our sector’s work on mental health and the progress being made on harassment and sexual misconduct and access and participation really is streets ahead of many other countries’ efforts.

    But when it comes to treating students as real stakeholders, it’s not the size of the SU’s block grant that matters – and when it comes to the tensions between academic freedom and EDI, the pausing of the implementation of the Higher Education (Freedom of Speech) Act is less a defeat or victory, and more a reflection of the “jury’s out” position that pretty much everyone has on the sector’s ability to reconcile the tensions in a way that will command real confidence.

    Democracy in universities – real democracy, not events where you can scrawl ideas that consultants ignore on sheets of flipchart paper – is in pretty short supply in a UK sector that has largely abolished it in universities and only really turns to it for a popularity contest for leaders in March in SUs. And universities back home are never wrong – at least not in public.

    If nothing else, what we saw in various forms across the Visegrad group this year was real democracy in action – imperfect, messy, bureaucratic and uncomfortably open, but powerfully symbolic of the sort of society that universities hope their graduates will want to build in the future.

    Back on the academic freedom and freedom of speech issue, the truth is that there have always been and always will be tensions and conflicts – between freedom from harm and freedom to speak, between supporters of Israel and Palestine, between protecting the university and protecting students, between the young keen to be on the right side of history and an older generation defensive of it, and between the role that universities play both critiquing society and being a part of it. Conflicts require resolution.

    Having the confidence to take the national widespread credibility of the OIA and establish local versions of it like that exemplified by Beata Kowalska at Jagiellonian – commanding the confidence of students, staff, management, politicians and the wider public by being somewhere independent where folk can raise and resolve disputes – wouldn’t be a defeat for the UK sector, and nor would it represent a risk.

    It would be a reflection of what higher education in the UK often says it is – an open, reflective, capable and self-critical community of students and staff – but all too often is too defensive and too proud to trust its own people to make it a reality.

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