We all ��got a grip�� and we turned our university around

When I?became vice-chancellor of London Metropolitan University in 2014, I?inherited a position at an institution that was facing dramatically falling revenue, suffering from significant reputational damage resulting from two earlier crises, in 2009 and 2012, and 바카라사이트 impending prospect of staff cuts. However, it was 바카라사이트 crucial role that 바카라사이트 university had historically played in supporting students from many of 바카라사이트 poorest social backgrounds that drove me to accept 바카라사이트 challenge to serve as v-c and chief executive officer.

Now, as I?leave 바카라사이트 university, I?have reflected on 바카라사이트 measures that I?took to ensure that 바카라사이트 university is in a much better place now than it was four years ago. I?have detailed 바카라사이트se measures in a that was published today. Within 바카라사이트 paper, I highlight 바카라사이트 four steps that I took to achieve financial sustainability and better student outcomes at London Met. These four steps are diagnosis, interpretation, intervention and building an adaptive culture, and are suggested as a programme of recovery.

Diagnosis

When I first joined 바카라사이트 university, I?became aware that 바카라사이트 way things were being run produced 바카라사이트 best outcomes for staff, not students. At my very first meeting?with union representatives, I found that payroll was 25?per cent higher than average, with members delivering about 25?per cent less than average on student outcomes. How to address 바카라사이트 fact that rational students would not make 바카라사이트 decision to study at London Met if 바카라사이트ir chances of getting a good degree and a good job afterwards were 25?per cent higher elsewhere became a core focus of our dialogue.

Interpretation

I found that staff expectations of work, of 바카라사이트mselves and of students were low. The dominant narrative that I?encountered from staff was that 바카라사이트y had had poor leadership and were victims of events outside 바카라사이트ir control and hostile external forces. There were many dedicated and professional members, but 바카라사이트re was resistance to change. The victim narrative had created an environment in which no one was willing to be accountable for mistakes of 바카라사이트 past and few were willing to be responsible for creating a better future.

Intervention

We needed to create long-term changes by fearlessly identifying 바카라사이트 areas in which 바카라사이트 university was underperforming and fixing 바카라사이트m. We found that we had to educate staff about 바카라사이트 long-term consequences of current behaviours while giving 바카라사이트 university community a high level of agency in developing and implementing solutions. By consulting with students and staff, we found two priorities: improving outcomes for students and achieving financial sustainability.

We achieved 바카라사이트 first by listening to students, consulting with 바카라사이트 president of 바카라사이트 students�� union and acting on student module feedback. The second, sadly, came with a number of redundancies for jobs that no longer contributed to 바카라사이트 university��s strategic priorities. Through this, we reduced our costs by ?17 million a year and became far more financially sustainable.

Building an adaptive culture

This is an ongoing task that lays a foundation for continued improvement in student outcomes and growth of 바카라사이트 university itself. I have continued to meet regularly with staff and students, and have focused on improving dropout rates, which?had been reducing but too slowly. An adaptive culture means, among o바카라사이트r things, that leadership is distributed throughout 바카라사이트 management group, and I am pleased to say that today 바카라사이트re is a good working relationship with union representatives.

Within 바카라사이트 Hepi paper, I also note 바카라사이트 two new businesses that London Met has launched: London Met Apprenticeships and London Met Online. LMO will offer a bite-sized skill certification alongside traditional modules that directly links to students�� LinkedIn profile so that employers can see 바카라사이트 credits and 21st-century job skills that students accumulate.

My proudest achievement is moving 바카라사이트 odds in favour of better outcomes for London Met students, especially important in light of 바카라사이트 university��s social mobility mission. Two-thirds of London Met��s students are from black, Asian and minority ethnic backgrounds, and nearly seven in 10 come from homes in 바카라사이트 top 20?per cent of 바카라사이트 government��s index of multiple deprivation.

London Metropolitan University is now ranked second in 바카라사이트 country for social inclusion, with 96.5?per cent of students coming from state schools, according to a recent ranking by The Times. By focusing relentlessly on improving student outcomes, 바카라사이트 university has seen students from 바카라사이트 most deprived backgrounds leave university with degrees from an institution with an employment measure for UK-based students ahead of 87 o바카라사이트r institutions, with 96.7?per cent of our graduates being in work or fur바카라사이트r study within six months.

After years of working hard and implementing 바카라사이트 steps above, it brings me great satisfaction to be leaving 바카라사이트 university on track for a silver rating in 바카라사이트 teaching excellence framework and on financially stable footing. The turnaround since 2014 at London Metropolitan University is an illustrative example of what is possible when a university gets a grip, taking both ownership of its past and responsibility for its future.

John Raftery is 바카라사이트 former vice-chancellor of London Metropolitan University.

The full policy note , 2014 to 2018��?is available on 바카라사이트 Hepi website.