SPECIAL CHRISTMAS EDITION 2018

BY

THE12 DAYS OF CANVAS THE 12 DAYS OF CANVAS

As 2018 draws to an end and the spirit of Christmas is upon us, at Saxton Bampfylde we have collated our own special series: ’The 12 Days of CANVAS’. This is a celebration of leadership from those we have had the honour of interviewing in 2018 for our insights publication, CANVAS.

The open and honest thoughts individual was emphasised through reflected in these selected pieces many of our discussions, particularly highlight the depth of insight, as we enter a world of automation reflection, dedication and hopefulness and Artificial Intelligence. With this that exists amongst the leadership emphasis on human behaviour, all of of those sectors we work with. The our leaders highlighted the need to themes have been varied as would work more closely together, express be expected from conversations diversity of thought, and collaborate spanning so many sectors. However, through partnership working. what has shown is how much synergy exists across public, private We first started CANVAS in 2016 and not-for-profit life in the UK and and since then have produced 20 beyond. Change is a constant; that editions. Our readership has reached is overwhelmingly acknowledged. thousands of executives and board Political, economic, technological, leaders in the UK and globally. We and social change is everywhere. hope these selected interviews from This ever-changing environment has the past 12 months inspire, provoke given rise to a widespread focus on thought, start conversations and spur innovation. action. We hope you enjoy ‘The 12 days of CANVAS’ and welcome any Our conversations with leaders comments and thoughts you may made it clear that this is evident and have on the themes raised. underway, but many urged caution in the approach to innovation. It cannot From everyone at Saxton Bampfylde, come at the expense of the human we wish you a very merry Christmas elements that make up the heart of and all best wishes for a prosperous an organisation. Preservation of the 2019!

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1. Richard Pennycook, British Retail Consortium (p.4) 2. Cathryn Ross, BT (p.8) 3. Clare Gough, Pitzhanger Manor House & Gallery (p.12) 4. Paola Barbarino, Alzheimer’s Disease International (p.16) 5. Bashir Makhoul, University of the Creative Arts (p.20) 6. Martin Bean, RMIT (p.24) 7. Catalina Schveninger, Vodafone (p.28) 8. John Kampfner, formerly Creative Industries Federation (p.30) 9. Amanda Spielman, Ofsted (p.34) 10. David Orr, formerly National Housing Federation (p.38) 11. Garret Emmerson, London Ambulance Service (p.42) 12. Lesley Franklin, George Heriot’s School (p.46) 1

RICHARD PENNYCOOK CHAIR OF FENWICK, CHAIR OF HOWDENS JOINERY, CHAIR OF THE HUT GROUP AND CHAIR OF THE BRITISH RETAIL CONSORTIUM

We were delighted to talk to Richard Pennycook, former CEO of the Co-operative Group, and now Chair of the British Retail Consortium and family-owned independent department store chain, Fenwick. As one of the UK’s seminal retail figures, our interview coincided with his announcement as Chair of the Retail Sector Council, a joint initiative between the Government and leading retailers. Richard shared his thoughts on his career and his choices since going ‘plural’. He talked openly about the retail revolution, what it will mean in the UK, the winners and losers, and why he is positive the sector can adapt for the future.

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t’s almost a year since as this had significantly very solid values and have you left your role as contributed to the difficulties in in them the sorts of people CEO of the Co-operative which it found itself. It was an I really want to work with. Group. What have been ossified governance structure Iyour reflections about your that didn’t work. It didn’t hold A very wise colleague gave me time with the Co-op and its management to account, wasn’t some advice when I was thinking performance since you left? transparent, and it certainly of going ‘plural’. This person I look back very fondly on the wasn’t representative of the told me that one of the things Co-op and my time there, as broad membership of the Co- you deserve at this point in the people are terrific. The op. It had to be reformed and I your career is to work with the team I brought together is the am pleased we achieved that. people you want to work with. team that is now leading it That is very much a key part of forward and I am so pleased The final area was about what drives my decisions. In my to see that it is continuing to resetting the purpose of the portfolio I have a plc, a family do very well. The food business company. We needed to look business and a company owned in particular has made some at what the Co-op stands for by private equity. That gives very interesting progress in the 21st century and really great variety and some very since I left. The changes that give it a chance to thrive again. interesting people to work with. have been implemented This began as part of the were in gestation when I was rebuild phase of which I was You became Chair of handing over to Steve Murrells in charge, but it will take many Fenwick when you left the and it is great to see that he years for that to fully bear Co-op. Founded in 1882, it has taken them forward. fruit. I am really pleased with has a history of reinvention where the organisation is now, and commitment to It is one of those situations but it still is work in progress. connoisseurship. In a very where I loved being there, I do believe it has certainly set different retail market but I also I look back and it off in the right direction. today how does it continue am thrilled to see it carrying to remain relevant? on and doing well. Credited with a The heritage is rich and the fact considerable number that it is a family business with You became CEO at a of retailer turnarounds so many connections gives it challenging point for the throughout your career, a longevity that I think really organisation. What would what is driving you in counts. The Fenwick brand you highlight as your your choices in your is really well known in the strategic priorities and non-executive roles? communities where it operates. your key achievements I am not sure there is a career during this time? link and I haven’t gone into In terms of the retail revolution I would say there were three my portfolio career just to that is going on at the moment, pretty obvious strategic do turnarounds. Throughout the department store model priorities. Each of these my career I have done other is under some threat. It is had their challenges, but things and seen companies certainly globally challenged, they absolutely needed grow very successfully. What I but this particularly applies to be actioned. want in my portfolio is a variety to department store chains of fascinating situations and which have high rents to pay The key priority was to make opportunities. I have been very and have a so-called long tail sure the Co-op survived the lucky to be able to put together of stores. Some of those stores crisis it faced with its bank as a portfolio with businesses that are now possibly now in wrong this could have brought the are quite diverse both in what locations and potentially a bit whole thing down. That was they do and also in terms of tired. Fenwick doesn’t have immediate and obvious. their ownership and governance that. We have nine stores, all The second area was to structures. While they are all of which are very well-located, completely overhaul the consumer related, the key and the family maintained the governance of the organisation common threads are that all freehold ownership so they of them are underpinned by don’t have big rents to pay. This

SAXTON BAMPFYLDE 5 makes them very flexible spaces are you looking for from that oversupplied world, there that we can do things with. leaders within the sector? will be a natural progression This is an area I am very towards consolidation; that is The challenge for us is to interested in and in my role a basic result of a supply and make department stores that as Chair of British Retail demand model over time. are relevant for the future Consortium I also have and ensure they are places exposure to a great deal of The retail sector has that people want to come to. retailers and their leaders. evolved considerably This will not just be to browse What is striking in terms of the over the past decade products, but also for great development of the sector is with greater introduction customer service especially that our retail leaders have of technology and in areas such as the beauty to be rather more rounded automation. Do you hall and with an excellent people than perhaps they believe that this brings food and drink offering. All the did when I was starting out. more opportunities for the sorts of things that customers The business environment is industry or presents further can’t get online are well suited much more complex and in a threats of consolidation? to the department store positive way it is much more I think it presents both experience, and that is where inclusive than it used to be. opportunities and threats, but we have to concentrate. The old style ‘command and I don’t think we have really control’ leadership structures seen anything yet in terms of Fenwick is a family no longer work in retail. Our the full impact. We are part business. Does this mean leaders need to be collegiate, way through a commercial a different approach is show strong values and they revolution. This is about required to deliver change must have the intellectual digital and intelligence, and and move the organisation horsepower which gives them undoubtedly about the way in forward compared to self-confidence to operate in which the world works. This will other business models? that new environment. It is have a direct impact on retail I think in this particular case actually more challenging for and I don’t think we are much it requires a very sensitive individuals to entrust their more than half way through and respectful approach. The colleagues to get on with that. It gives more opportunity family has entrusted ‘outsiders’ delivery than to take control of for really insightful retailers who to take their firm forward for it all, and that requires a degree want to embrace opportunities the first time in the forms of of resilience and self-assurance and change, but in addition it myself as Chair and Robbie that I like to see in our leaders. undoubtedly leads to further Feather who I brought in as consolidation and restructuring Chief Executive earlier this year. Competition is greater in relation to bricks and mortar. than ever in the retail The leadership has previously sector, from luxury right At the British Retail Consortium, always been within the Fenwick through to the discounter we produced a report in 2016 family, and that is something markets. Is this level of which said that we expect we need to handle with care, competition sustainable? between a quarter and a third making sure we bring family Competition is good for retail. It of retail jobs to go by 2025 members along with us and that has always has been intensely and that really is playing out they are fully approving of our competitive and I don’t see in front of us. There is a major plans. Robbie arrived as Chief that changing. The barriers to restructuring of retail going on Executive in January and as he entry are low in this sector and and we need to deal with that. finds his feetwe are making that is a very positive thing. It is not going to go away. sure that we talk a lot with the family about his plan. It is clear to me that The last commercial revolution fundamentally the markets on this scale was in the early As a Chair in well- are over supplied with ‘stuff’. part of the 20th century, which established retail and brand Consumers don’t have to no one alive today witnessed. organisations what skills, expend an awful lot of effort to This is both scary and attitudes and experience find what they are looking for. In invigorating in equal measure.

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Our track record of dealing well It is the first time that retail with the people caught up in the as a sector will have a formal RICHARD PENNYCOOK revolution isn’t great. Looking role with Government in BIOGRAPHY back to the weavers or the talking about the future. I agricultural workers displaced see this as very positive. centuries ago, reskilling, training More broadly, we have to work Richard Pennycook recently and life skills development closely with governments at stepped down as CEO of the will be very important. both a local and national level Co-operative Group in order as these new trends emerge. to pursue a portfolio career, Do you believe that In my experience, they are having joined in 2013 as part governments (local and acutely aware of the beneficial of a team that saved it from national) can be doing effect that retail, in terms near collapse. He has over more to support the retail of shops and employment, 25 years’ experience in retail, sector, particularly on has on local communities starting with the management the high street? Is there and want to support this. buyout of Allders in the late more that can be done in 1980s where he was the CFO terms of reskilling staff? What impact, if any, do you of European Duty Free and ran I think it is important to face believe Brexit will have on the North American operation up to that conversation: it is a the retail sector in the UK? for a time. reality. There will be a change Fundamentally I believe it in the nature of work in the will have little impact. The Over the years, he has been retail environment. Those that retail sector is extremely involved in the growth of will be most successful will be responsive and very flexible. J D Wetherspoon and the service-oriented companies, Whatever the Brexit outcome, turnarounds of Laura Ashley, which will definitely mean better we will respond to it. Welcome Break, Bulmers high-value jobs for people and Morrisons. Previously with the calibre to engage well There is some risk in the a non-executive director of with customers, as well as short- to medium-term as Richer Sounds, Richard is those undertaking analytic and consumers start tightening non-executive Chair of The insights-based jobs. It is not their belts while we remain all bad news, but it is certainly unsure what the impact is Hut Group, Chair of Howdens challenging. The current going to be, particularly with Joinery PLC, Chair of Fenwick, Government is much more uncertainty over tariffs for Chair of BRC and Co-chair of aware of this than previously. example. That could exacerbate the Retail Sector Council. He the challenge for retail, and is also lead non-executive The announcement of the the economy in general, but in Director of the Department of newly formed Retail Sector terms of dealing with whatever Education. Council, which is a joint the outcome is from an initiative between retailers operational perspective, I think and the Government, reflects the sector will adapt fine. C a commitment to the sector.

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CATHRYN ROSS DIRECTOR OF REGULATORY AFFAIRS, BT AND FORMER CHIEF EXECUTIVE OF OFWAT

We talked to Cathryn Ross just as she departed Ofwat after almost four years as CEO, heading for the private sector and a different regulatory market at BT. Cathryn reflects on the successes she has achieved and the challenges she has faced at Ofwat and outlines her belief that there is a bright future for the regulatory market in the UK.

s the CEO of Ofwat In terms of core skills, a leader ago when I came into post and for almost four needs to have a clear level I wouldn’t say it is completely years, you have of adaptability. To be able to finished today. The resilience been described as accept that where you end also requires a relentless aA ‘transformational leader’. up may not have been where approach, as without progress What would you say are the you first had in mind, and that change can start to go in the key skills that the leader ultimately that is okay. In fact, it opposite direction. of a regulator requires to is probably quite a good thing effect change? as it means that people have Nobody ever became a In any leadership role the key to influenced the process and regulator to be popular; it change effectiveness is always that the leader has learned and just isn’t one of those jobs. the people. You can’t deliver adapted on the way. However it does bring a great change in any organisation deal of satisfaction knowing that without getting people to come The other thing needed from regulated sectors are critical along on that journey with you. someone trying to bring about a to people’s lives and that you The ability to empower and major change is a considerable have the potential to make them inspire to deliver the change degree of personal resilience. better. Leaders in the regulation that you want to see is critical. Change doesn’t happen sector need to keep the courage That isn’t particular to regulators overnight. At Ofwat we started of their convictions and focus however, or any other sector. to make changes four years on the goal of making the world

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a better place. It does bring The other area I would growth and new technologies to criticism, there is no doubt, but highlight as an achievement manage networks and customer it also brings a great deal of is the relationship with our interface. If you are in a period satisfaction too. stakeholders. A few years ago of substantial change you are in Ofwat was characterised as the position where nobody has What would you describe as a closed organisation, and I the right answer. In that sort your biggest achievements think that maybe that came of environment that process during your time at Ofwat? from a lack of confidence, or of co-creation and quality of Cultural transformation is a as a response to criticism. The conversation amongst everyone significant achievement. Ofwat response was to close ranks who has some insight and feels like a very different place or be defensive. That does experience is absolutely critical. to work than it did four or five not create a dialogue with years ago. This comes through stakeholders that enables you Is there any unfinished in our people surveys and to pull in the best ideas, create business which you regret more general feedback and the debate and identify the having to leave behind? you can even just sense it in direction of travel that everyone I don’t think so. I don’t feel I am the daily office environment. It can buy into and deliver. I don’t looking back thinking I should is that culture that empowers think that is just about Ofwat. have nailed something and I people to make the best I was very fortunate when I didn’t. contribution they can possibly came in about four years ago make and understand what it that all of our stakeholders I am leaving at quite a is that we are trying to achieve. desired change in terms of the pivotal point for Ofwat. We We celebrate those who go relationship with the regulator. are currently delivering our outside the organisation, create Ofwat has been able to catalyse approach to the next price a debate, foster new ideas that, and it is an immensely review (December 2017) and and make better decisions or better environment. from September 2018 Ofwat will choices as a result of this. This be receiving company business culture gives people a feeling This greatly enhanced plans and that will set the price of having a genuine stake relationship is demonstrated for the customer package from in the organisation and its in Ofwat’s current work in 2020 to 2025 as well as detailing decision. It has been an amazing publishing the methodology for the incentive framework experience to be part of that the next price review which will companies will work within transformation. happen in 2019. This has been during that same period. developed through a genuine Linked very closely to that is process of co-creation with I shall be watching with more about the organisation of the sector we regulate, with appropriate detachment, but Ofwat itself, and how it has been government, environmental seriously keen interest, as to able to evolve with its people. It NGOs and consumer bodies. how the methodology which I has always had tremendously We haven’t gone away and am delivering at the moment high potential with incredibly worked it up in a vacuum is actually going to be put into bright people who are utterly and then visited it upon an place. It will govern the evolution passionate about what they do unsuspecting sector. of the sector right up until and a lot of what I have been 2025 which, given everything trying to do is to enable this When we put the consultation I have said about the extent to flourish. I don’t believe you out in July, most people felt it and profound nature of change can turn an organisation into was what they were expecting. going on in the sector, is going something that inherently it isn’t, That was actually very pleasing to be a really key period. but you can turn it into the best and people recognised the version of itself. I am very proud co-creative process. The water As you join BT you are to see that the culture and sector is going through a huge moving from the public to transformation work we have period of change just now. private sector. What do been undertaking is starting to The markets are opening up, you believe will be some deliver this at Ofwat. there are big challenges from of the key differences, climate change, population positive and challenging,

SAXTON BAMPFYLDE 9 that you might face in this However, I am going in with an about huge changes to how the transition? open mind and expect my few rural economy works To be honest I am genuinely months will very much be a not quite sure what to expect. learning phase in the job. One thing that is certain is I have been Chief Executive of that it will take years to think a regulator for four years and Do you think the regulatory through, so I am not sure I have worked in regulation for landscape, post-Brexit, will what immediate impact it is the past twenty years. I feel like diverge significantly from going to have on the economic now is the right time to try and its current approaches? regulatory regime. do something very different. Are there many areas of The very nature of that means I regulation due to return to How confident are you that am not entirely sure what I am the UK in this period? we are going to be able to getting into, but that is part of Sectors do differ massively in meet the demands for fresh the challenge and also a huge terms of the impact of European talent in the sector? part of the attraction too. law and policy on regulation. In As we look at this future One thing I would highlight and water, for example, there isn’t regulatory landscape in the one that very much impressed a single European market so it UK there is massive need for me about BT, was its very strong will not have much of an impact talent, far more than we have sense of social purpose. It is there. However, in aviation seen in the past. Partly because very important for me to try to there will be a big impact, and of all these changes that will make the world better for those in energy and telecoms where need to be thought through in it. I may not always succeed a substantial proponent of the by government and regulators but that is what I am trying to economic regulatory regime in a Brexit context, and also in do and I don’t think I could work comes from EU law. part due to the unprecedented anywhere that didn’t embody public scrutiny being faced in that. It is obviously a private As we begin the exit from the regulation at a time of immense company and shareholders EU I think it is only right to take a change. need to make an appropriate wider view and think about what return, but BT is trying to do opportunities we might have to We need fantastically bright, that by making the world a create frameworks for that are passionate and motivated better place. better suited to the UK’s needs. people to think through these I would be surprised if we don’t issues. The good news is that Obviously, they do have some do that and I would be surprised regulatory bodies are becoming very significant challenges if that doesn’t bring about a incredibly attractive places to in terms of their regulatory degree of change, however a work. They undertake work environment and I think it is very lot of the EU regulatory law was that matters, offer intellectually interesting to observe telecoms very heavily influenced by the challenging opportunities, and regulation grappling with the UK in the first place. increasingly offer much desired some of the challenges that flexible and agile working water has been contending with Considering the water market arrangements. for a longer period. The early more specifically, the biggest days of telecoms regulation was impact is going to be in relation Ofwat’s experience over the very much about regulating a to agricultural-environment past few years suggests that, network which already existed. policy. Coming out of the if you put your best foot Today it is about regulating common agricultural policy will forward as a regulator and to create an environment provide a huge opportunity to really articulate what you have which has to support massive change how stewards of the to offer, you don’t struggle to transformational investment in landscape are recompensed attract great people. 5G and fibre to the premises, for doing those things that for example. Water regulation benefit our natural capital. That What is the single most has been trying to create a is a very different way of talking effective initiative you favourable investment climate about payments into the rural have seen in action to for a long time, economy than the current farm build diversity within the subsidies and it could bring regulatory sector?

10 CANVAS CATHRYN ROSS

I think the single most important demonstrating the legitimacy of What impact does increased thing is to value diversity of the sectors we regulate. The fact public scepticism bring to CATHRYN ROSS thought. One of the biggest of the matter is that if a sector the regulatory sector? enemies of diversity in any has a regulator it is providing TheBIOGRAPHY market has shifted sector is a closed culture a really important public considerably in twenty years. and a tendency to consider service. This function makes If youIn January look back 2018 at Cathrynthe 1990s challenge as something to be them politically salient and they andjoined sector BT privatisation,as Director of much suppressed. To successfully matter to parliamentarians ofRegulatory that was undertaken Affairs. Prior with to that embrace diversity, organisations because they matter to attemptsshe was to the roll Chief out competitionExecutive should encourage a culture society. Therefore, I think it is andof deregulateOfwat, the independentand liberalise of openness and learning, entirely unsurprising and right markets.economic regulator for the where challenge and different that politically a lot is being water and waste water sector perspectives are seen as said about them. Any notion I thinkin England that public and Wales.mood has genuinely useful in helping to that independent economic shifted away from that to make better and more robust regulation was somehow ever someIn that degree role sheand wasit is really decisions every day. going to work in a political importantresponsible in that for contextensuring that vacuum was delusional. regulatorsthat Ofwat think held very a £120 carefully At Ofwat I think we really aboutbillion whether industry customers to account are managed to achieve that in How well do you think gettingin delivering what they against expect the from the past few years. We put in government is working theseexpectations markets. ofNot customers, only in terms place a new set of values and with regulators at a time of ofwider value societyfor money, and butthe how behaviours which was very unprecedented change? serviceenvironment. providers She are has behaving. seen much driven by our people. A A very positive step is the I thinkthrough if you the unpick delivery some of a of new the key part of that was a focus on initiative which has seen debate at the moment about strategy for Ofwat, focused learning which has encouraged government give regulators renationalisation and remove on a vision for the sector of and welcome the opportunity to strategic policy statements. The some of the ideological aspects trust and confidence in water challenge and debate, showing idea is that the government to that, the key issues are a and waste water services. respect and value in all different sets out what its strategic combination of value for money types of experience and priorities and objectives are for andThis the involves belief that a new the model delivery perspective. I don’t have a great the sector. It is not a shopping is ofnot regulation, seen as commensurate to better help deal of sympathy for a tick box list or instructions, but a high withthe essential sector deal public with service the approach to diversity. It is useful level strategic statement about characteristics.challenges of Thatthe future. then to look at observable indicators what the public wants from its raises issues of transparency, of where people come from, but regulators. It is a transparent accountabilityCathryn is an and experienced executive challenging outside the typical and consulted-upon vehicle pay.regulatory and competition sources, going beyond the that enables government to economist and has worked organisation when required and say clearly to a regulating body I thinkacross if regulatorsa number areof different really exposing yourself to different what matters to the country. goingsectors to look advising after onthe economic, legitimacy ways of thinking is a much It avoids less visible and less ofregulatory their sectors and they competition have to more effective approach in my consultative approaches which thinkissues. much Previously, more broadly Cathryn than was a experience. can undermine the operational narrowExecutive technocratic Director ofexercise Markets in independence of regulators and assessingand Economics value for at money the Office and How do you see regulators also destabilise the investment lookof Railat how Regulation service providers(ORR). She in adapting to a world of value of these sectors by theirwas sector Executive are behaving.Director of That proactive industrial creating political risk. goesMarkets much and further Economics beyond at price strategies and increasing controls,Ofwat between determinations 2008 and and public scepticism towards We have the potential for a licence2011. enforcement. She also served It is with about the value of markets? very constructive relationship thethe conversation Competition that Commission regulators I do think it is a very important between government and initiate to remind and reinforce (now Competition and Markets question. For me the key to regulators and I think these the importance of legitimacy. C Authority), and worked in this is not only focusing on the strategic policy statements are economic consultancy. legitimacy of regulation but also a very good example of that. C building on and maintaining the regulator’s role in

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CLARE GOUGH DIRECTOR, PITZHANGER MANOR HOUSE & GALLERY

With the restoration of the former home of Sir John Soane, Pitzhanger Manor, and its adjoining new Gallery, scheduled for late 2018, we were given an early glimpse of what we could expect from Director Clare Gough. She shared her perspective and passion about a project that has exceeded all her expectations, and looking ahead, why and how an arts venue can and must make connections locally and further afield.

12 CANVAS CLARE GOUGH

s we talk you one side and the response Soane himself was so are entering the from contemporary creatives contemporary and final stages of to his ideas and work on the inspirational to future completing the other. architects. His own collection restorationA of Pitzhanger was so varied, ranging from Manor & Gallery. With that At the far side of the house, in the ancient Greek through in mind can you give us a bit what was the kitchen garden, to contemporary items and of an overview of what we we are building a fabulous café works of Hogarth, who lived will be able to experience to revive our visitors after they around the same time. We are when it reopens in late have walked around the house continuing his legacy by doing 2018? and gallery. This will also what we believe he would have Our guiding principle for this provide an essential revenue been doing himself with these project has been to transport stream for us in the future. collections were he alive today. Pitzhanger Manor back to how it was when Sir John Soane The experience of Pitzhanger You took on the Director himself lived there between we hope will be wide and role in 2016. Can you outline 1800 and 1810. But that in varied beyond visitors to the what attracted you to itself has been quite tricky as house and gallery through a the role, and what it has Soane was certainly a man programme of private and involved since you have who changed his mind and ticketed events. This will allow taken up position. Has it adapted spaces regularly. us to open up Pitzhanger to evolved from what you wider audiences; be much imagined when you began? We believe it will be really more inclusive and accessible; Not many people are given exciting for visitors to and on a more practical note, the chance to set up an arts experience a beautiful manor will provide vital income. venue virtually from scratch, house, set in its estate, which and it was this hugely exciting Soane designed, built and lived What do you believe makes and immensely challenging in himself restored to how it Pitzhanger special? opportunity which appealed to was in his time. When you are What really stands out to me most. upstairs in this beautiful house, me is the combination of the as it was in 1800, it really is historic with the contemporary I was very attracted by the very hard to believe that you in an absolutely stunning opportunity to set up the are in London. The park is setting. It is a very exciting ethos of the team that would so pretty and surrounded example of a house that was be working here. I was by trees, it is remarkable to designed 200 years ago sitting keen to combine my varied conceive that this was once a in its original parkland, with previous roles to bring my country estate now sitting in a a new, contemporary gallery commercial background truly global city. sitting next to it to take the together with my experience opportunity and space to of working in the museum Immediately adjacent to reflect on what Soane means sector. The commercial side Pitzhanger Manor, in what to us today. is so important to making formerly was Ealing’s lending Pitzhanger successful to allow library, we are creating a We are planning to put us to do all the challenging stunning contemporary artworks in the house things we want to do and put exhibition gallery. Separate itself and are talking to on the exhibitions which we to the house, it offers us the contemporary artists about want to. This is really where opportunity to respond to pieces that respond very some arts organisations Soane and his inspirations specifically to individual rooms. struggle, finding a tension and ideas through works The separate gallery will between the commercial and from other artists, architects provide a space for reflection the creative. I was excited and contemporary designers. when visitors come out of the about the opportunity to We have conceived this house to see how Soane has create an ethos where both are conversation-style approach inspired other artists. recognised for the importance with Soane and his house on that they bring to the whole.

SAXTON BAMPFYLDE 13 Commercial creativity and workshop where they were The involvement of the entrepreneurialism are being produced by a team of Pitzhanger Manor & Gallery absolutely encouraged across really young stone carvers. The Trust at an earlier stage could the team, and our curator will excitement of seeing young have allowed more input into sit down with the commercial craftsmen being engaged in the project briefs that could director to discuss how they work that Soane himself would have helped some elements to can extend their respective have enthused about was so run more smoothly. That is not work into the other’s area to inspiring. I then saw them always easy, or even possible, get the very best from, and for, being delivered and installed to do but it is a learning to be Pitzhanger. on the façade and it was a truly taken from the project. special moment. I have to admit that I didn’t What would you highlight know about Pitzhanger Manor I had a similar moment inside as the key motivators before I was approached the Gallery with the removal for engaging audiences for the job. I really find it of the artificial roof which was – public, private, astonishing that there was this covering skylights built in the stakeholders – with a public home of Soane that I wasn’t 1930s in homage to Soane. The arts venue? aware of. They are so many day the scaffolding came down For me there are two very Soane lovers and most of them there was an almost magical important elements. Firstly, don’t realise that Pitzhanger flooding of the room with to deliver real and honest exists. It is so under the radar natural light. It was a really engagement with a diverse and has such potential. To exhilarating experience. public requires a very effective bring this real gem back to and well thought through life and into the heart of the I still also love watching how outreach programme. community just is such a people engage with the house, Secondly, and parallel to that, unique opportunity and one watching them get excited, is the quality of the offering at that I am so passionate and even with dust and diggers all the venue. excited about on a daily basis. around. There is so much this house can and will be, and that Obviously different emphasis With a project such as brings a wonderful feeling of comes from each of these this what have been the anticipation for me and many depending on the stakeholders highlights for you so far? others who have experienced with which one is engaging, Every day my job brings it so far. but it is important to get it absolute highs and crashing right, make it effective, and the lows. Joys of seeing new work On the flip side what have approach needs to be adapted being unveiled and lows when been the key challenges accordingly. We need to ensure you realise there are things you have faced and also we are really reaching the that you want to do but can’t. some of the learnings? people we want to reach, not Ultimately the key challenges just seeing communications The real excitement were operating on a tight and engagement as box-ticking undoubtedly comes from budget and a short timescale. exercises. revelations in the building. Our aspirations and ambitions One of the most vivid for me of what we could achieve go Looking more broadly at was the day they reinstalled far beyond the timeline we the sector, do you believe beautiful carved roundels into have, and the budget. there are opportunities to the façade of the building. This If considering it differently and engage a wider range of was the first time in 150 years identifying learnings, I would society in the arts overall? that the house was looking at it have reviewed the timing and Is enough being done to from the back view. the structure of the project, make cultural venues and What has really made this taking more time to consider destinations accessible? particular experience so the approach before we There are always opportunities transformational for me embarked upon it. to engage at a wider level. was the journey of these The sector itself has made roundels. I had gone to the huge strides in the past but

14 CANVAS CLARE GOUGH there is still a long way to go. Finally, what are your One of the key measures of hopes and aspirations for CLARE GOUGH an organisation’s outreach Pitzhanger Manor & Gallery BIOGRAPHY success is in who comes to in the next five years? visit it and its exhibitions, as I really hope and want Clare Gough is Director of opposed to what is taken Pitzhanger to be a destination Pitzhanger Manor & Gallery, out to schools and other that people know. I would like organisations. them to view it as an exciting, Sir John Soane’s country When one goes to most arts challenging and fun place to home in west London, venues it is still evident that visit. It would be fabulous if it currently undergoing a major typical visitors are mostly was up there on the ‘places to HLF and ACE-supported a small subset of society. visit at the weekend in London’ conservation and renewal Each organisation, and the list and to be recommended project: she is responsible for sector more broadly, needs to visitors. If we can achieve to make sure the outreach is this then it will be clear that we all aspects of the operation so effective that every area of have truly succeeded in our of Pitzhanger following its society chooses to come. aspirations to engage a diverse reopening to the public, from and expanding audience. its exhibition, education and With regards to physical access outreach programme to the I believe the sector has made However, to make this possible retail operations essential to strong advances in this area. there is another necessary goal support these activities. I am delighted to say that and that is to ensure financial Pitzhanger will be as physically stability. This would then offer accessible as possible. We can’t us the capacity to continue to Clare was Director of take people into the attics, experiment and broaden our Communications at the but all other areas will be outreach and pursue some of National Gallery, and prior accessible. the more exciting and slightly to that New Media Director more challenging programmes at National Gallery Co. Ltd, Fundamentally one of the we have already identified on before setting up her own main drivers for Pitzhanger is our wish list. C to create a thriving arts centre arts and media consultancy. in West London, which has In this role she pioneered traditionally been underserved taking arts exhibitions live to in the past. We have to really the cinema, including David focus on engaging local, Bowie is for the V&A and national and international audiences, and this is very Leonardo Live for the National much a driving force for what Gallery. Clare started her we are trying to do. career in the commercial sector as a management consultant.

SAXTON BAMPFYLDE 15 4

PAOLA BARBARINO CEO OF ALZHEIMER’S DISEASE INTERNATIONAL

Paola joined Alzheimer’s Disease International as CEO in 2017. We were delighted to speak to her as she completed her first year in the role and hear about her experiences, the challenges and opportunities, and ultimately her vision for the organisation to raise awareness and reduce stigma of dementia. Having worked across many geographies and sectors, Paola talks about the opportunity to deliver real global change at a fundamentally local level. As a member organisation she highlights the importance of an active participation model and her determination to really understand the members and how their own cultures and geographies impact their approach.

t is almost a year the international adoption of a about what success would look into you becoming global action plan for dementia. like. I had to shape this quite CEO of Alzheimer’s This is a very powerful tool, quickly. I wanted to take the Disease International but it was in development global action plan beyond a I(ADI). What are your key for a number of years before piece of paper. I want it to be reflections from this period. I joined and I had to write a adopted into the healthcare How has the organisation, statement about this piece of systems in every country to and your role within it, work as one of my first tasks. make it work better for people developed? The action plan got unanimous with dementia and their families. When you start a new job as approval, and a large part of a CEO you are trying to board my work initially was thinking From the outset one of the a train that is running, and about the challenges this poses, most important things for me you have to understand that translating what it will mean was to understand the narrative there are often many things in practically and what we can do of the organisation to date and motion of great importance. In to deliver it. what it had achieved. I had to my first week, ADI was at the understand the history of an apex of a piece of work lasting At this point I wasn’t just organisation that was founded several years, in which we had thinking about the very and funded by four members been advocating to the World immediate future. I wanted to before moving to undertake Health Organisation (WHO) for look ahead ten years and think advocacy at an UN level, before

16 CANVAS PAOLA BARBARINO becoming a real international international development and meetings with our members network and growing into the I have seen treaties signed and one of the first things I did when membership organisation co-signed and nothing happens I joined ADI was to commission that ADI is today. It is now a to take them forward. I really a survey of members to better major social and economic want us to make progress and understand their satisfaction content creator, compiling that is why I joined ADI as I feel I levels. Four months on, we have significant information about can make a difference. a great amount of data about the prevalence and incidence of the relationship with members, dementia used by organisations Your own leadership career including what they would like to to advocate governments all has traversed different see and what they think we can over the world. sectors and geographies. offer them. How do you believe this has Developing this narrative influenced your approach For me as an employer it is seemed to resonate with people at ADI? always important to see what and allowed me to work more My two previous roles to ADI kind of prospects outside closely with the team and were at LIFE, a membership sectoral experience might bring. individuals to understand what organisation gathering However, as I have not come was missing in our multi-lateral Lebanese financiers in the from healthcare I needed to and regional relationships and diaspora, and Cass Business ensure for ADI that there I had how we could look to address School where I looked after the right collaborators with these in years to come. individuals and institutional relevant healthcare experience relationships. I do firmly believe in my team. One of the of the most that these organisations shaped important decisions I made early the way I think. When you are Ultimately, when joining a on was trying to devolve some in a membership organisation new organisation, you need time to meet as many members you usually end up with one of to think strategically about as possible. This was challenging two different types of model - what you can do best to take as it meant a lot of travel but an active model where there is it forward. Whether it be new having run a membership a strong level of engagement partnerships, introducing new organisation before I knew and interaction with members; skills to the team, or cross- it was really important to or a passive model where the sectoral experience, you need understand who your members interaction is more minimal and to think about what strengths are; what aspirations they have; membership is more symbolic you have and what you can do. what their challenges are; and than functional. In a relatively small INGO you whether the agenda you are also don’t have the luxury to setting for yourself really reflects At ADI, the strength of our wait and see, you need to act the global priorities. We have to organisation lies in our relatively quickly to capitalise on very clearly understand whether wonderful network with which action effectively. these priorities resonate with we share information and the members or not and how learnings. This is not always the As a global umbrella can we translate them from an case with International Non- organisation, what international level to a regional Governmental Organisations would you highlight as and local perspective. In the (INGOs), some of which don’t the key opportunities first six months I spent quite a necessarily always reflect and challenges that you bit of my time visiting regional the views of an international face when delivering a conferences and events to meet network. consistent global approach as many members as possible. across local communities I would personally say our and organisations? That initial period of my journey active model is fundamental The cultural differences which is now almost complete and I to the success of ADI. I enjoy exist across our member am at the point where I am able that type of model, and when communities and organisations to finish my business plan. you are in a network of 90 are absolutely key to nations, you need to try and understanding and preparing I have worked previously in engage actively. As well as 1:1 how we deliver programmes

SAXTON BAMPFYLDE 17 and share learnings. We have demonstrate how advocacy can At our global conference in international initiatives and be effective can be challenging. Chicago in July this year we programmes that we run, but However, it is something that worked with all our members, we need to ensure that we are we are committed to doing as academics, researchers, people delivering these appropriately at we believe it will create real with dementia, carers and the a local level. value and provide actionable general public to showcase outcomes to help in reducing examples of excellence that may One of our key international stigma towards dementia. We be shared more widely. ADI’s programmes is the Alzheimer’s need to ensure that our thinking conference (www.adi2018.org) University. It is a wonderful is relevant and understandable is the oldest global dementia initiative where we help to our members and that conference in the world and still organisations, especially it provides them with the one of the largest. from lower or middle-income instruments to talk to their countries, who traditionally don’t communities, both clinical Can you outline briefly have experience of civil sector and political, as well as those how you facilitate and society. patients and families they are encourage knowledge supporting. sharing across your The programme is member organisations to comprehensive and covers a Across our organisations there share local knowledge to wide range of topics such as are countries of excellence. a global network. What charity effectiveness, good Costa Rica and Chile, for benefits does this bring governance, transparency and example, have been amazing to ADI and its member accounting, fundraising and at picking up certain areas organisations? communication. It is a complex of human rights policy and You have to start with the basic initiative, but it is aimed at embedding and enshrining it building blocks and recognise helping these organisations within their national approach. that while there are priorities, to grow. When they are bigger there are also limits to what you and more established, another Costa Rica has created can do with an organisation. programme is then offered to councils of senior citizens to Nevertheless, we firmly believe teach them about advocacy and help legislators differentiate that if there is an opportunity talking to their governments. on how policy should apply to make a greater impact you This creates a joined-up to them. Dementia education should always try. For me, one approach, and supports the is embedded in the hospital of the most exciting things wider international advocacy settings and is incorporated into about working for ADI is when work that ADI is doing with the curriculums within universities. I hear about projects that have UN, WHO and others. I went to visit the country’s long-lasting, complex impacts: President, Luis Guillermo Solis, that is when we need to think This is a very important to acknowledge the work he has about how, as an international part of the work that these done in this area and to invite organisation, we can make it local organisations do, but I him to be an ambassador for work both globally and locally. have realised that we need ADI, which we are delighted that to look at how this works he has accepted. Practically, at the local level in each country and make there need to be guidelines it relevant in the context of Other countries that are and people who go round and their own governmental and excelling in their approach to train others as well as raising cultural environments. We are dementia include Indonesia, awareness of the organisation considering ways of making this Netherlands, Finland, Sweden, and dementia more broadly. activity more localised in the Spain, Scotland and Kenya, next year, rather than running it which is a more recent member. Dementia is a global issue and solely as a global programme. All of these countries are has an impact on so many This is not without challenges doing a lot at both local and areas. It allows for discourse however. Trying to find trainers government level. and conversations across other to talk about political situations healthcare issues, palliative care in their own countries to being one example. We have the

18 CANVAS PAOLA BARBARINO chance to help each other on Secondly, I am focused common issues, but at the same on developing an active PAOLA BARBARINO time for ADI we always do need membership model, looking to think about how it will impact at how we can strengthen the BIOGRAPHY on the dementia agenda. membership and expand it. The targets from WHO are for Paola is the CEO of Alzheimer’s One very good example of all 198 countries in the world Disease International. Prior knowledge-sharing is a concept to be included and as ADI only to that, she was CEO of LIFE. that was developed a number has 90 members currently we Her previous senior positions of years ago in Japan: ‘dementia need to increase this. We will be include Cass Business School, friendly communities’. Japan looking at countries like India or Tate, British Library and IIED. is one of the most advanced China with large percentages of countries in the world where global population. It could make She is a Trustee of The Postal dementia is concerned, as they a massive difference just by Museum and Lauderdale acknowledged the problem the getting one country member like House. Previously she was earliest. The idea is to mobilise that on board to adopt a new a Trustee of Shelter, the UK wider communities around policy or initiative. housing and homelessness people, patients and families charity and of MLA London. who might need support. It Finally, but possibly the most She is also the Managing is a very local, simple way of important area, is raising Director of Opaline Limited, responding to an international awareness and reducing the a consultancy company crisis. stigma of dementia. We have specialising in strategy been doing a number of things and governance. The concept was shared at one in the past six months to of the ADI conferences and address this, such as increasing She holds a degree cum several of the ADI members communications and our social laude in Classics from the have taken it on board. Now media. One of the most exciting University of Napoli Federico this model is being promoted awareness raising projects we across the world. The power of will do this year is partnering II, an MA in Field and Analytical this network is incredible. It has with ITN Productions to make a Techniques in Archaeology been a great example of taking news and current affairs-style and an MA in Library and something that works in one programme exploring the risks, Information Science both from culture, picking it up and sharing growth and future response University College London. it with another culture. to dementia. ’Every Three Seconds’ premiered at the 33rd What would you highlight International Conference of ADI as your key areas of focus in Chicago on 26-29 July 2018. in the next two to three years to help deliver the As an INGO we have adopted strategic vision for ADI? a business-to-business style There are three very clear areas approach in the past, but more for me. Firstly, embedding the people are coming to us directly, dementia global action plan our website is one of the most at a national level with all that visited globally and we need that implies politically, including to have more specific targeted advocacy and implementation is engagement with members going to be a priority. of the public. This is a big challenge, but one that we need to tackle directly and as a clear priority. C

SAXTON BAMPFYLDE 19 5

PROFESSOR BASHIR MAKHOUL VICE-CHANCELLOR, UNIVERSITY FOR THE CREATIVE ARTS

Looking back at his formative years in Palestine, Professor Bashir Makhoul reflected on what experiences, attitudes and outside influences contributed to his remarkable journey from work on a building site aged 13 in Galilee to becoming Vice-Chancellor of a specialist arts institution in the UK. An artist and an academic, his joined-up vision of these two worlds is highlighted throughout this interview: particularly their importance in an international context to allow for greater collaboration and encourage a stronger spirit of entrepreneurialism, growth and understanding of other cultures.

ell us about your as such when I was growing up, but unfortunately without upbringing and how I was surrounded by people the financial means. I took it has influenced who valued creativity and a job working in a carpentry you as an artist were incredibly resourceful. shop, sweeping floors and Tand as an academic. My mum’s attitude and her tidying the workshop – later, I grew up in the tiny village of faith that tomorrow could my boss discovered I could Makhoul in Galilee, Palestine/ bring better things than today draw and started taking me Israel, and was one of ten influenced us all. She instilled along on jobs. Eventually, he children being raised in a work ethic and passion also discovered my passion a two-room home by a for creativity that I continue for carving and gave me the widowed mother. I was always to draw on to this day. opportunity to get involved instinctively drawn to making with the production process. things. Even in those early When I reached the age of Eighteen months after starting years, I would collect stones about 13, I took up paid work on out in the lowliest role, I was from the rubble of a bombed- a building site to supplement my made manager of the workshop. out village nearby and carve schooling. It was tough physical small figures using our family’s work, but I was determined to I was incredibly grateful for this knife – the only one we owned. educate myself. I left school opportunity, but the desire to with the academic credentials continue both my education While I didn’t know any artists needed to attend university, and my artistic practice never

20 CANVAS PROFESSOR BASHIR MAKHOUL left me. Working as an instructor As a successful practitioner UCA is as an institution united for a summer school on the and academic, why by its diversity with unique Sea of Galilee brought me choose academic creative and intellectual assets to the attention of a Scottish leadership as well? across each of its campuses. clergyman who invited me to I was fortunate enough to The substantial collective the Isle of Iona to design and benefit from highly personalised strength in the structure of install a public sculpture. support during my own the university is provided The kindness of the people education, which has led me to by the unique strengths of I met on Iona convinced me become a passionate advocate each campus. At the same that the UK could have a very for engaging with students on time, it is a structure which special role to play in my an individual level. Nowhere is ideally suited to flexible development as an artist. I was is this more important than and creative expansion both shocked at just how politically in specialist arts institutions regionally and internationally. aware the residents were, and where students should be at how much they knew about encouraged to develop their Essentially, UCA is a university the issues faced by Palestinian own unique practice. I intend to without borders that is villagers such as myself. make it my mission to ensure simultaneously able to that as many people as possible maintain strong regional I sold everything I had, and with benefit from a personalised identities and roots, provide the help of a scholarship was creative education. Wherever world class education to the able, aged 25, to commence they may be in the world, regions and attract world a BA at Liverpool Polytechnic. wherever their interests may lie, class students and research. The work ethic instilled in everyone has their own forms Our ambition is to establish me by my mother led me of expression. This should be strong international to achieve a first within two celebrated because it has the partnerships with long-term years, whilst simultaneously potential to enrich all our lives. sustainability, and we are studying English and holding already working collaboratively exhibitions of my work. Leading a university and with many countries to ensure having such an impact on a that students from a range of Further scholarships enabled new generation of creative different locations, cultures me to achieve an MA and professionals is a huge and backgrounds are able to then a PhD at Manchester responsibility and honour. As a access the world-class creative Metropolitan. I’ll be honest: I practicing artist, it seems only education provided by UCA. didn’t even know what a PhD natural to want to shape and The global UCA experience was before I came to Britain. But influence creativity in some means providing a diverse the support I received, the way way. Education opens so many curriculum that is based I was encouraged to explore doors for so many people on international creativity, my Palestinian heritage and and I want to ensure that it working collaboratively engage with issues of culture becomes increasingly accessible on research and other and identity, was revelatory. in a way that benefits creative projects with governments, generations of the future. industries and institutions, Mine was the first PhD to meld as well as enhancing student the practical and theoretical. I What attracted you mobility. The opportunities interviewed many Palestinian to UCA and what are and possibilities for an artists, and I was encouraged the opportunities for international, creative education to use my explicit knowledge it internationally? are incredibly exciting. of making and doing to further As a practicing artist, I was explore artistic responses to the of course attracted to an Where do UK universities, political context. It was a turning institution that values creativity and in particular point in my life – a moment and has such a strong track specialist institutions when I fully understood the record of nurturing creatives like UCA, lead? And what contribution universities who go on to be leading can they learn from its can make to furthering practitioners in their fields. peers internationally? understanding of our culture. For the last 150 years, UCA

SAXTON BAMPFYLDE 21 has been equipping students institutions have for delivering work, and the visibility it gains with the skills they need education that supports through global exhibitions, to thrive in the creative growth – through working with provides a strong platform industries. From architects international governments, as to instigate discussion on to animators, and fashion well as public and private sector such important topics. designers to artists, specialist organisations – is enormous. Using an aesthetic sensibility institutions such as UCA, equip that is attractive and engages students with a versatile set UCA has just launched its own people with these complex of skills and offer important Business School for the Creative issues is important. By connections to industry. Industries, which builds on our universalising location, my work UCA instils creative thinking long tradition of collaborating transcends language barriers. within their students, which with employers to cultivate The issues conveyed in the is a highly valuable asset that leadership, entrepreneurial art affect nearly everyone in is extremely sought after and problem-solving skills. some way, but the careful by businesses. UCA doesn’t There is growing recognition choice of where I hold these just offer a skills-based that creativity and innovation exhibitions seeks to personalise education, it encourages in businesses depends on the messaging and causes it to risk-taking within creativity. the skills and attitudes that resonate with different regions specialist universities such as and in different contexts. UK universities, while being UCA have taught for many years world-leading, can learn a lot as part of a creative education. What is your perspective from their peers internationally. These approaches to innovation, on the creative arts in Apart from research, British creativity, and ideas generation the UK, and what it needs universities are not open have been ignored by business to do to maintain and enough internationally. They education – but now they are develop its global status? have educational integrity, but increasingly seen as integral The UK is a leading force they aren’t agile enough and to growth and success. behind the global creative they don’t think like businesses. industries. In the UK, the The majority of UK institutions Tell us about your work creative industries are growing offer a very linear, traditional at the interface of at almost twice the rate of education and are risk-adverse, academia with other the wider UK economy and in which means that there is sectors internationally, particular, British contemporary plenty that can be learned and its benefits. art is world-leading. from overseas universities. My work has always centred around conflict. It is such a Maintaining our international The Australian approach to deeply personal issue that status goes hand-in-hand education is completely different transcends an array of academic with increasing accessibility to to the UK’s, for example, and fields and sectors. It resonates creative education. I am very there is tremendous focus on with so many people and aware that I benefitted from investment and collaboration. societies around the globe due a UK education during an Scandinavian universities, to the profound way that it era when overseas students meanwhile, give creative affects different communities. were greeted with open subjects an equal footing and arms. I will never cease to be contribute in a much greater Being able to communicate grateful for the kindness and extent towards design. important issues and raise opportunities extended to Specialist institutions in the questions through art gives me, and I’m all too aware of UK tend to be small in size people the opportunity to stop how different my life could and this can make them and think about their answers have been had I not received vulnerable, particularly when for a moment. I want to draw support at key moments. That’s there is constant changing and people in with the aesthetic of why I’ve been saddened to shifting in higher education the imagery and then confront witness the increasing barriers policy at government level. them with deeper issues, such implemented by successive as nationalism and religion. Governments in the UK. Today, The potential that these The international nature of my a driven Palestinian villager is

22 CANVAS PROFESSOR BASHIR MAKHOUL very unlikely to have the same status. The government must collaboration generates opportunities as I had – a state establish a sense of stability growth. Ensuring that the UK of affairs that I’m determined to in order for universities to get is enabling, rather than stifling, challenge as a Vice-Chancellor. on with the job of providing growth should be a top priority world-leading education. for the UK government. C A creative education can Maintaining an international help power the economy profile also means recognising by preparing generations and meeting the needs of of young people to enter businesses. We must listen PROFESSOR BASHIR today’s workplace. We have to the direct requirements MAKHOUL a responsibility to place of industries and match the BIOGRAPHY employability at the heart of all demands of the economy, programmes we deliver, both so that every person who Bashir Makhoul is Palestinian, at home and internationally, enters higher education born in Galilee. He is an artist which means we must to increase their skillset or and academic and has been create partnerships with develop their artistic practice based in the United Kingdom employers to ensure that we leaves with the ability to for the past 26 years. During are helping students develop contribute to the rapidly the skills needed to power growing creative industries, or this time, he has produced the economy of tomorrow. with the creative know-how to a body of work based on work innovatively in creative repeated motifs which can Making that distinctive and non-creative roles. be characterised by their connection between the creative power of aesthetic seduction. arts and industry is crucial to We need to appreciate that Economics, nationalism, war maintaining our international academic disciplines are never and torture are frequently position. Acknowledging fixed. Take design for instance. woven into the layers of the enormous value and In recent years we have seen Makhoul’s work. He has contributions the creative arts perceptions of design shift exhibited his work widely in make across the board, and dramatically. A generation ago Britain and internationally. In ensuring that we continue to ‘design’ referred to the creation April 2017 he became Vice- develop and shape a workforce of objects that could be touched Chancellor at the University capable of breaking boundaries, and felt. But with the advent of for the Creative Arts. Prior to solving problems and keeping the digital age the discipline is this he was the Deputy Vice- pace with industries as now being interpreted far more Chancellor at Birmingham City they transform and grow, is broadly, to encompass not just University and a professor paramount to maintaining our objects, but experiences. The in art and design. Previously global creative arts status. websites we view, the apps on he was Head of Department our phones – these have been of Art and Design and the crafted as diligently as any How would you describe the Director of the Research UK higher education sector sculpture or piece of textile art. Institute of Media, Art and at the moment and what do Disciplines and creative outputs Design at the University of we need to do to ensure its evolve all the time, but the Bedfordshire, where he was position as an international creative mind-set that powers also the founding Head of leader is protected? these changes is essentially Higher education in the UK is timeless – adding value that the School of Media Art and world-leading but maintaining transcends time and place. Design. He was also the Rector its position on the global of the Winchester Campus and stage requires the backing of The most important factor in Head of Winchester School politicians – keeping university maintaining our position as of Art. Additionally, he is the doors open should be a priority a global leader is ensuring founder and Co-Director of the for the UK government. that we aren’t closing doors Winchester Centre for Global Universities need to stop being to international students, Futures in Art Design and used for political games if they researchers, businesses Media. are to maintain their global or partners. Universal

SAXTON BAMPFYLDE 23 6

MARTIN BEAN CBE VICE-CHANCELLOR AND PRESIDENT, RMIT UNIVERSITY

In a career that has traversed three continents, with the intersection of technology and education at its heart, Martin Bean CBE really exemplifies international experience and perspective. A native Australian, we talked to him as he entered his third year as Vice-Chancellor at RMIT in Melbourne, looking ahead at the country’s continuously evolving higher education system and the opportunities afforded it through greater international and industry partnerships, as well as the eager adoption of technology for learning.

24 CANVAS MARTIN BEAN CBE

ell us what led you It was an amazing journey Vocational Education or VE to become a Vice- and I was working with some (Further Education in the UK) all Chancellor in the remarkable people. It was with the way up to PhD level, making UK and then return some surprise that The Open RMIT a very powerful institution Tto Australia to take up University in the UK approached for the future world of work. the leadership of another me to be their next Vice- university? Chancellor. I’d been working The challenge was fantastic, The focus of my working with them to explore how how could I help a 130-year-old life has always been about technology could power social institution, based on traditional the intersection between learning and I soon realised learning methodologies, technology and education and what a wonderful institution really embrace technological I have been lucky enough to it was. It remains one of the innovation to benefit students, work in this area across three great success stories of how staff, the Institution and the different continents. to open up education through communities they serve? A innovation. Starting in the very challenge too good to be true, My degree is in education, but I early 70s, the OU had embraced and I now find myself back in began working for IT companies every step change in technology my home city in the beautiful early in my career, looking and I couldn’t think of a better Australian sunshine. primarily at how technology place to put my strategy into can be used in learning. It’s action. Can you tell us what you been amazing to see how much learned moving from a has changed in such a short Fast forward to 2012 and the leadership role at Microsoft period of time. With the arrival Massive Open Online Course to the Open University? of the internet it was very clear (MOOC) phenomena took How did this influence your to me that at least one of the hold where some of the best approach to and vision for game changers had arrived for universities in the world began RMIT? education. giving away their courses for I was very lucky to have had free; another massive step the opportunity to work at At its inception the internet was change in the evolution of Microsoft, particularly in the largely about content, but that access to quality education. role I had. I worked alongside quickly morphed into a social the Foundation and had the platform, making it much more It was at this point that Simon opportunity to think about powerful for education, and Nelson and I, with the backing how technology could improve more recently it moved into the of The Open University, started education as a sector. The early days of personalisation FutureLearn - effectively the experience, perspective and analytics for learning. My UK’s response to the US MOOC and skills I developed made job with Microsoft spanned the phenomena. I’m so proud to the transition to the Open primary, secondary and tertiary see the way Simon and his University not as different or as spectrum and was focused on team have evolved FutureLearn, complicated as you might think. improving learning outcomes far exceeding our original for students everywhere in the ambition. Again, somewhat by The Open University is all about world, particularly those who surprise, I was invited back to helping people get access to needed it the most. Technology my home town of Melbourne high quality education at a was the common factor; it was to be considered for the role distance using technology. In opening up quality experiences of Vice-Chancellor at the many ways, an extension of to so many more people on the Royal Melbourne Institute of the work I had undertaken at planet and it was democratising Technology (RMIT), an institution Microsoft. Obviously, there are education. that is over 130 years old, and very big differences managing deeply committed to opening up people in the United States My work at Microsoft exposed education to those who may not versus the UK, but that’s one of me to open education have traditionally participated at the things I really enjoy about resources and the application a tertiary level. What was even being a global leader; how of technology to drive access more special was that RMIT is a you can embrace the different to almost unlimited content. dual sector institution offering cultures and ways of working

SAXTON BAMPFYLDE 25 and still be successful. be able to make the transition. create the best contemporary I think one of the biggest learning experiences possible. challenges moving from a A specific area of focus in The higher education sector technology firm to a university, your previous roles was the needs to act in a much more no matter how close you are to enhancement of learning agile way and move to be more the education sector, is the shift through technology. demand side in our thinking – from being an advisor to being Thinking about this focus more on students and a practitioner. It was no longer specifically in relation to employers needs rather than theory, best practice, or advice. higher education, how is what we want to deliver. I had to wake up every day and technology changing and think deeply about the success shaping the future of this With your knowledge of of our students. It is something sector? both the UK and Australian that I thoroughly enjoyed and I have always believed higher education sectors, have gone on to develop even that technology impacts what would you highlight further at my role at RMIT – industries most at the point as key similarities or helping our students get ready of consumption. When you differences between the for life and work. look specifically at higher two? Are there lessons that education there is an excellent could be learnt and adopted Are you able to give opportunity for technology by either to enhance their us examples of your to help transform the way we respective systems overall? experience recruiting teach, increase accessibility and Overwhelmingly I would say from outside the higher improve the overall experience. there are many more similarities education into university The rise of MOOCs and third than there are differences leadership roles? party organisations delivering between overall systems and I have tried to strike a healthy micro credentials has impacted approach. However, there are balance on my Executive expectations of students and certain areas that strike me Team at RMIT, with some employers considerably. as different. One of the key coming from higher education things I have reflected on since and others from a more More recently, personalisation, I arrived back in Melbourne is commercial world. Ultimately, machine learning, artificial the localised nature of higher early on in any conversation intelligence, and augmented and education in Australia versus the with a potential candidate I virtual reality have contributed UK. Students here tend to go to look at their motivations for to the modularisation of tertiary university in their home town, wanting to join us. I look for a education. In other words, the very few leave to go elsewhere common ingredient, no matter packages of learning which we and that lowers the overall where they come from – the call the degree or the diploma cost of participating in higher motivation to join a mission-led etc. are likely to be further education for students and their organisation. I look for people broken down and be much families. also believe there is a who truly believe in the power more flexible and increasingly larger appetite in Australia for of education and want to wake industry aligned in the future. the development of offshore up every day identifying with campuses. an organisation that makes a At RMIT we started investing in difference in the world. online education over 20 years A great example of this are ago and student demand for RMIT’s very successful campuses If you go looking for that drive online learning is soaring. In in Vietnam, where we have and attitude, rather than Australia online education is set been since the early 2000s. In having conversations around to be a $3.3 billion industry by Singapore, approximately 1% compensation, seniority, or job the end 2018, and expected to of the entire population has title you not only can attract continue to grow significantly studied at RMIT over the last 30 brilliant talent, but also ensure over the next five years. But it’s years. We have become part of they are really comfortable not a question of e-Learning the fabric of the Singapore and working inside a university. In versus face-to-face learning. We Vietnamese HE sector and we many ways, it eliminates the need to embrace the best that very much think and act as a concern that they may not fit or both can offer and ensure we global university.

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that be climate change; academic programmes. On the other hand, I believe sustainability; building vibrant At RMIT we are unashamedly the UK is leading Australia and contemporary sustainable committed to two key drivers – in their intense focus on the cities; or enriching communities getting our students ready for quality of the overall student through healthier lifestyles etc. life and work and making sure experience. This began in the our research has real world UK several years ago with the How important do impact. It’s a brilliant role being introduction of the National you consider to be the a Vice-Chancellor and I’m so Student Survey, a spotlight on connection between proud to be able to lead RMIT the overall student experience, business and commerce at this amazing and challenging and learning and teaching and the higher education time. C outcomes. I’m delighted to see sector? Should there be that we are more focused in a greater transference that area now and I look forward of skills, knowledge and MARTIN BEAN CBE to being part of the response. employees between these BIOGRAPHY two sectors? How important is the RMIT’s strategy has a clear international market statement to ensure that Martin Bean CBE was for the higher education ‘industry is embedded in appointed as Vice-Chancellor sector in Australia? What everything that we do’. and President of RMIT in are the key opportunities Without a doubt this is one January 2015. Prior to this, that you see from of the biggest challenges for he held the position of internationalisation in the universities like RMIT, but Vice-Chancellor at The Open next five to ten years? one that we have embraced University. He was previously The international student wholeheartedly. General Manager of the population is incredibly Microsoft Worldwide Education important in Australia and Industry is demanding different Products Group. In 2012 to RMIT. One of the great attributes from graduates - they he launched FutureLearn, characteristics of the city of don’t just want academic grades which was the first at-scale Melbourne is that it has always or discipline expertise, they are provider of Massive Open been, and will continue to be, increasingly looking for what is Online Courses (MOOCs) in one of the great cultural melting often described as ‘21st century the UK. Holding a Bachelor pots of the world. We have a competencies’. However, of Education from the vibrant international cohort and the collaboration between University of Technology we’re proud of the role those industry and universities can’t Sydney (UTS), Martin was students play in the life of the be just a default position of awarded an Honorary Doctor city and state. work placements, it has to of Laws from the University of be based on everything from London in 2013 and he was More widely, across the HE instructional design to practice officially named as a Business sector in Australia, international based teaching and real-world Ambassador by the UK Prime students allow us to be part research. This approach is of the growth phenomena in reflected in our partnerships Minister in 2014. Martin has the Asia-Pacific region. For a with Apple for example, to won numerous awards for smaller, geographically remote deliver app development his contribution to education, nation like Australia, to be part courses based on the tech including a Commander of the of this growth through our giant’s Swift curriculum. This Order of the British Empire learning and teaching, and also demonstrates how our vision (CBE) award for services to our research, brings amazing and strategy are coming to life. higher education in the 2015 opportunities. We can capitalise Delivering these programmes United Kingdom New Year’s on these opportunities to with industry partners provides Honours list. enhance our growth, but also, real and authentic experiences very importantly, we are tackling and gives students the some of the challenges which experience and credentials come with growth – whether they need to supplement their

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CATALINA SCHVENINGER GLOBAL HEAD OF LEARNING, VODAFONE

Artificial Intelligence (AI) is a topic that is permeating virtually every area of our lives, both personal and professional, and features regularly in the news. Whilst fans and sceptics abound, we asked Catalina Schveninger to tell us why she believes it presents such exciting opportunities for business, but also for society and environmental sustainability now and in the future. With extensive international HR experience Catalina talks openly and passionately about how AI, machine learning and data analytics are transforming the HR function within Vodafone.

ow long have you now becoming actual reality. It is all of the United Nation’s been interested science-fiction minus the fiction Sustainable Development in Artificial and it really excites me. Goals and this is truly exciting. Intelligence (AI)? Examples include accurate HDid this begin as a personal There is growing interest disease risk management, interest, or was it more and also some trepidation minimising and controlling professionally linked? around AI and machine addiction and preventing crop It has certainly been more learning. What would you disease and loss. heightened in the past couple highlight as the key areas of years, and this was through of excitement and concern At Vodafone our Foundation a combination of personal from business leaders has rolled out an app called and professional interests. about the potential of AI? DreamLab which is using Personally, I had always liked I really feel excited and positive untapped processing power ‘sci-fi’ or augmented reality about AI. I believe that there from phones when they are films like Minority Report and are so many opportunities to being charged overnight to help Blade Runner and I love to read leverage this technology to support vital cancer research. about technology too. Working achieve a far greater outcome The campaign #sleeplikeahero at Vodafone I am exposed to for society and the environment. is just one of the many ways innovation in technology and we Looking at it from a global that a variety of businesses are talk about AI and the Internet of perspective, there are so many using AI for good to address Things (IoT) very regularly. My AI companies and technology some of the world’s toughest passion for augmented reality is start-ups that are supporting challenges.

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One of the most influential augment life, deliver greater how technology fits into, and figures on AI is Peter Norvig, sustainability and preservation can enhance, the experience. Director of Research at Google. of our environment and This knowledge helps with the He believes that there is a improve efficiencies in so many credibility of the function too. In real need to democratise the areas. Vodafone we firmly believe that technology for the greater good, everybody can both learn the instead of a few lucky ones I would not deny that the media new digital skills. We are giving a having access to it. does have an important role lot of people in our HR function to play when something does exposure to technology, but It is quite a complex concept, go wrong, as highlighted very ultimately they are responsible and we do need to ensure recently with the Cambridge for their own learning. We that this increased complexity Analytica news, but I do think in have a lot of resources and does not make it more general a more balanced view opportunities available to them. difficult to access or scrutinise would benefit a wider segment what it does. This is where of society and allow far greater What key benefits has this concerns were raised by democratisation of technology. brought to organisational the late Professor Hawking leadership within the and these are views that are Within Vodafone AI is organisation? taken very seriously. Biases being used to enhance the We have a new function in can creep into the build of HR process and employee our global centre of expertise sophisticated algorithms. The experience. Can you give looking at enhancing employee example of Tay, the chatbot a brief overview of how journeys, many of which are introduced by Microsoft in you have approached the cross-functional and mostly 2016 on Twitter for 24 hours challenge of upskilling the underpinned by technologies until it was removed because it HR function to deliver this? like AI and automation. The was demonstrating racist and I think our functions have driver for this is quite simple: misogynistic bias, does show taken a massive shift in focus the better the experience that there is still a good way to and skills and areas. Looking they have at work, the more go in terms of understanding at the past the core skills likely they are to stay with the the speed and capabilities of of HR staff were focused company, be immersed in AI and that greater scrutiny on areas such as employee the brand and be motivated of its complexities need to be relations, union relations, to deliver great work for our undertaken. compensation and benefits customers. and organisational design. The How much influence do hard skills required now are More broadly, within the you believe the media much more blended between field of machine learning and wider commentators ‘pure’ HR and other functions and AI is there anyone you have in driving forward, or such as communications, digital particularly admire? limiting, the advancement marketing and technology. Google Deep Mind is one of of machine learning and AI? This means there has been a my favourites - their mantra The media plays a massive role massive modification in the type of solving intelligence through in influencing public opinion of experience and background research is very inspiring. They and stakeholders on AI, and that HR employees need to are based in London and hire there is a particular thirst in this have and greatly increases an intellectually diverse team to area at the moment. There is competition from other areas. focus on general AI research, a continuous stream of stories including UX designers to help about AI and related technology, For Vodafone there is a clear make research tools, and even particularly focused on when spotlight on both the customer ecologists, in addition to big it goes wrong. I believe this and employee experience data scientists and software sensationalist approach is and technology is the major engineers. IBM Watson is fuelled by a greater desire to enabler for this. In order to another one that I am very sell publications and content partner well with IT, the HR impressed by, and their tools and really should be balanced teams must, at a minimum, be for HR are among the best of with good news stories. AI can able to write a good brief about breed. C

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JOHN KAMPFNER FORMER CHIEF EXECUTIVE, CREATIVE INDUSTRIES FEDERATION

Ahead of his departure from the Creative Industries Federation in July, we spoke to John Kampfner about the evolution of the organisation, what is driving it and how it is making a difference for its members. John also discussed the challenges and opportunities the sector is facing and why its fearless approach is making an impact at home and internationally.

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ince the Creative our creatives to reach these members are not confident that Industries Federation new audiences faster and Britain will maintain its leading was over three years cheaper than ever before. But global reputation post-Brexit. ago, you have gained the UK government must not 21 per cent say a no-deal would S1,000 members. What have use this as an excuse to ignore make them consider moving been the key drivers for the the challenges faced by the part or all of their business direction of the Federation creative industries in the Brexit abroad. 40 per cent say a “no- and what have been your negotiations. Almost half of the deal” outcome would harm their biggest successes to date? UK’s creative exports - worth business’s ability to export. The direction of the Federation over £35bn - go to the EU. is guided by our three Our members’ most immediate founding principles, that we We need close alignment with concern is for clarity in the are independent, authoritative, EU rules and regulations, and Brexit negotiations, so they can and fearless. Set up as the also a government-industry plan for the future. Accessing umbrella organisation for the partnership on how to open talent from the EU, continued UK’s creative industries we work up access to priority markets frictionless movement of goods to ensure the creative industries outside the EU. While full for tours and exhibitions, and are central to political, economic trade agreements are likely to the protection of Intellectual and social decision-making. take some years to conclude, Property - are all major it should be possible to start concerns. Our greatest success is our making progress through members. Representing an international dialogue and Our red lines on Brexit remain industry worth £92bn, they cooperation in the short term. unchanged: any future deal have come together with the with the EU must include Federation to promote and Another opportunity for the continued membership of the protect the UK’s fastest growing creative industries in the UK is single market and the customs economic sector. We span the disruption to the job market union. The UK must retain free advertising to architecture, as robots and automation come movement of workers, those video games to publishing, from online. 87 per cent of creative in education and for touring, large multinationals to individual jobs are resistant to automation. exhibitions and shows. creatives, across cities, towns, Our future economy will be built and the rural economy on creativity and technology, Another major challenge facing nationwide. And, especially with with big opportunities for the country’s creative industries Brexit, the need and demand for people who combine creative, is the crisis of creative subjects the Federation is greater than technical and social skills. From in our schools. Last year, entries we could have imagined when 3D printers, allowing architects for GCSEs in creative subjects we set it up three years ago. to produce models in their fell by 46,000 and 2016 entry front rooms, to virtual reality rates to creative subjects at What would you say are the headsets allowing dancers Key Stage 4 fell to its lowest in top two opportunities for to perform live to truly global a decade. This drop-off comes the creative industries in audiences, creativity is essential just as robots and automation the UK in the next five-ten to address the challenges of the promise to take over many years? future. routine tasks and transform our working lives. The fast-growing emerging And looking at the other markets in China, South Korea, side of the coin, what are Yet, creative jobs are growing India, and others, are some the top two challenges faster than STEM jobs, with new of the most promising global facing the creative analysis we will be releasing in opportunities for the UK’s industries in the UK in the the next few months revealing creative industries. As these next five-ten years? there are big opportunities for economies grow, so too do The biggest challenge facing people who combine creative, their middle classes and the technical and social skills. demand for creative content. the UK’s creative industries is Brexit. Nearly 80 per cent of our To meet this challenge, Ofsted And digital consumption allows should limit ‘outstanding’ to

SAXTON BAMPFYLDE 31 schools that warrant it: a school forward for both the industry facing severe skills shortages. must teach creative subjects to and government. With increasing automation, an be eligible for an ‘outstanding’ ever-growing need for creativity rating. Government should back What is being done to in all lines of work, and easy an industry-led Creative Careers support and stimulate a access to new technologies, initiative, to include: a Creative greater level of diversity the demand for creative skills Careers Campaign to showcase within the creative and entrepreneurs will be even the richness and diversity of industries sector? higher in the future. creative careers; a Creative We are currently working on Careers Toolkit for teachers and a new piece of research to For the UK’s economy and its pupils; an online hub for existing examine diversity within the successful creative industries guidance and materials; and, creative industries sector, with to innovate, grow, and maintain opportunities to increase the a focus on fostering a more a global competitive edge, we encounters between creative accessible and enabling support need to meet existing skills businesses and young people. environment. shortages and prepare for future demand. As you have talked about This research will build on the Brexit can you provide Federation’s previous report The Creative Industries an overview of what you on diversity that put forward Federation’s ‘Creative Careers’ are doing to address this the case for why diversity is initiative will launch this year on behalf of and with the fundamental to creativity. to showcase the richness and sector? Diversity allows fresh ideas to diversity of creative careers, Following the Brexit result, circulate, new influences to signposting young people to the Federation has consulted stimulate, and financially it helps opportunities in this high growth with our members across the to understand foreign cultures sector. As the Federation’s core country, set out a series of red and markets to widen the focus for 2018-2019, our activity lines in the Brexit negotiations, creative industries’ audience. will include a public advertising and advocated on behalf of campaign to profile the range our members to influence Brexit and the possible end of creative careers, events to government policy. of freedom of movement bring together young people challenges the recent successes and creative businesses and a In particular, we have set up a made in diversity across the new publication on diversity and series of regular policy events, UK, and we welcome the inclusion. where our members can directly government’s decision to double meet and challenge government the number of exceptional Your membership ministers. We have convened talent visas, which allow us to represents a very broad a Brexit working group which bring in creatives from around spectrum of companies, meets regularly to discuss the the world. organisations and concerns of the sector and individual practitioners meets with civil servants from More needs to be done, from working in every part of across government to relay schools to the workplace, with the sector. Can you identify these concerns. Additionally, people given equal access to particular areas which are in March 15 we held our creative subjects and careers. performing best or appear Brexit Conference with leading to be embracing future figures from across the creative When considering the opportunities potentially industries and government. future growth of the better than others? creative industries, The Federation was set up We have also launched a series how is the CIF involved to support all members and of publications, including, our in supporting the all sectors of the creative Global Trade report, Global advancement in education industries, whether they are Talent report, and Brexit report, of creative subjects growing quickly or slowly. which include detailed surveys, to ensure its ongoing analysis, and recommendations strength? In a speech made at a on the most constructive The creative industries are Federation event, Sir

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Nicholas Serota defined Summit, following on from our successful International very clearly the role of JOHN KAMPFNER international engagement Conference held last summer. in the success of the Our International Summit is the BIOGRAPHY creative arts in the UK. place for thought leaders from What can and is being the UK and around the world John launched the Creative be done to ensure that to learn about and discuss Industries Federation in 2014. international work can key opportunities open to the He is also Chair of the Clore remain ‘part of the lifeblood creative industries. Social Leadership Programme of arts and cultural and was the founding Chair organisations’ in the UK? Looking at the national of Turner Contemporary, one One of our key messages, and global markets for the of the UK’s most successful especially post-Brexit, is that creative industries sector, cultural institutions. He was the UK must remain open and which area of our modern previously a member of the engaged with the world. It is lives do you think will Council of King’s College, fundamental that partnerships have the biggest impact London. we have built and established in its future progression across the creative industries – political, economic, He is a critically acclaimed with audiences and markets social or technological author, broadcaster across the world remain strong, developments? and commentator who with continued opportunities for Technological developments has worked for Reuters, collaboration. are already cutting through all Telegraph, FT and the BBC areas of our lives - economic, (international and UK). As At the heart of the Federation’s social, cultural, and political - editor of the New Statesman international work is our and upcoming technologies from 2005-2008, he took International Council, made of promise to disrupt our lives the magazine to a 30-year some of the leading thought even further. For example, in circulation high. In 2002, and business leaders from architecture, 3D-modelling he won two Foreign Press across creative industries and 3D-printing promise to Association awards for a worldwide. It was established automate many daily, routine two-part BBC film on the to bring a broader international tasks. But they cannot replace Israeli-Palestinian conflict. perspective to the Federation’s the creative process. And there He has been named one of work, with the aim of identifying are opportunities as well, as the 1,000 most influential and then sharing examples of digital disruption allows small Londoners by the London best practice and innovation businesses to reach bigger from around the world. audiences, faster and more Evening Standard. On October 9 2018 we will cheaply than ever before. C be hosting our International

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AMANDA SPIELMAN CHIEF INSPECTOR OF OFSTED

Amanda Spielman reflected on her first year in her role as Chief Inspector at Ofsted, what she had learned and the changes she brought to the organisation. In one of the most high profile regulatory positions in the UK, Amanda talked about how her trouble shooting tendencies benefited her in her role and why she believes a broader mix of backgrounds will enhance leadership within this sector in the future.

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t is almost a year into career has allowed you to I would also highlight the you taking on your role bring particular things to experience I gained chairing the at Ofsted. What are your the role? Regulatory Futures Review – a key reflections from this My previous career has been cross government review of Iperiod, and how has the regulators which was published more useful to me than I ever organisation, and your role suspected in this role. From in early 2017. We did some within it, developed? early on in my career I was the very interesting work looking One of the most fundamental one that seemed to be allocated at different regulatory models elements for me has been to the special investigations and and the context in which they establish a more sophisticated trouble shooting, and I have operate. Regulation is so understanding of inspection seen a great deal of synergy dependent on the industry and as an effective and strategic with this role. Often what we political context in each area. regulatory lever. Inspection is a are looking at with troubled We had about 35 regulators highly sophisticated approach educational institutions are in scope for the review and and to make it a success really issues that go wrong in many this gave a real sense of the depends on understanding organisations and require a differences and commonalities why it is being carried out. similar approach to sort them they faced. This helped me out. I have realised that as when coming here knowing We have encouraged many my career has progressed. which of the challenges we people both within and outside were facing were generic and Ofsted to stop and think about When I took on the role of Chair which were specific to Ofsted. why are we doing inspection of Ofqual, I came to understand and what we want to come out a great deal more about the When I took on this role there of it. We are reflecting much regulation landscape and were those who thought that, as more about what really makes how much of what I had done I hadn’t been a teacher, I didn’t a difference, what value we are in the past flowed into this. know enough about teaching obtaining from the judgements There is actually an awful lot and issues in education. being made and how they in common between different However, I have been in can help schools and other sectors and many things apply education virtually full time since regulated sectors to improve. At across them and that was 2001. I was one of the founding the end of the day if we are not quite a revelation to me. members of the Ark Schools a force for improvement then Academy chain and was deeply our existence isn’t justified. The other element from involved in that education model my previous experience is and sorting out some very In the past year I’ve been able in strategy. Regulation is a tough schools that we took on. to step-up Ofsted’s focus in deeply strategic, intelligent the way we think about these and focused function. It should The Victorian model that strategic issues. This has helped have the right impact with the believed that education is us to improve engagement with minimum resource, diversion basically just Heads and government and other parts and distraction. I spent a teachers doesn’t exist anymore. of the sector that we regulate couple of years as a strategy We have a lot more layers and to encourage everyone to be director for AT&T Capital in structures, and individual as thinking much more deeply the United States. That kind well as groups of schools. It is about the strategic and value- of strategic thinking translates a landscape that is changing at led approach. I feel very much very well into regulation. an unprecedented rate. There that we are moving in a really are a lot of things emerging positive and beneficial direction. I have revived the strategic focus and people are coming here at Ofsted and reinstated through from a whole range You are not a career a defunct strategy role in of backgrounds, and different regulator, having previously my top team. That has really career pathways which provides come from an investment paid off, complementing the a very interesting new layer of and management strengths of the existing COO leadership within the sector. consultancy background. Do and National Policy Director. you think that your former

SAXTON BAMPFYLDE 35 You have talked about your is interesting about this is how being independent and yet role as an enabling one. Can much each area cuts across working within government, you expand on what you the other. They don’t fall into and how different pressures mean by that, and how that mutually exclusive boxes. We manifest themselves. I had will help you to achieve tend to think about childcare a good training programme goals within your time at and early years rather differently to help me deal with the Ofsted? than we do about schools but challenges and I have a very When one considers the Chief this isn’t the case. Issues around good team which has been Inspector title it can appear to the curriculum cut across working in this environment for legitimise a conception that it is both early years and schools. a number of years. It is tough all about that person and that We focus on always putting but very rewarding because Ofsted exists as an organisation children’s issues first. we have to be extraordinarily to serve what that role desires. responsible and careful. That is not how I see it. At the moment there is quite a What we do reverberates lot of tension around religion through the sectors that we I think that the Chief Executive and religious observance. work in, disproportionately element of the role is very We are trying to address this to the resource that we important and where I see the issue which impacts across all have on the ground. power to act as an enabler. the areas we are working in. When I got here I found an This is a deeply sensitive and We have done some significant immense amount of human difficult area and always will be. work around curriculum this talent and knowledge that I There are no easy answers. year. One thing that has really didn’t believe was being utilised pleased me was when the to the full. I have reconceived Ofsted has one of the education director of one of my role here in a somewhat highest profiles of any the big academy chains told more corporate way, to think regulator, both politically me that there had been more about us as a team, creating and publicly. Does this good conversation about the a clear link between strategy create more challenges or substance of education and not through to implementation. more opportunities for the just data over the past year than This has empowered my senior organisation? in previous years. It struck me how much this demonstrated civil service group to give them It creates both challenges significantly more responsibility that we were using the clout and opportunities. It is one of we have in the right way. and provide more leeway and the most politically involved that is really paying off. People roles in the country which in the organisation are moving Being appointed as Chief isn’t carried out by a politician, Executive has challenges, up several gears, which is very and comes with a number of exciting and rewarding to see. but getting the positive sensitivities wrapped around it. reinforcement from the outside has helped give everyone Your role encompasses I am extremely lucky that education, children’s confidence that the direction we inadvertently I was prepared are going in, is the right one. services and skills. Looking for that. Having been involved at each of these areas, in the development of the Ark Do you believe that we what do you consider the Schools Academy chain, where are moving towards a greatest opportunities and we were taking on some of culture where schools challenges to be? the toughest schools, has also see inspection as Before I started various people mirrored some of the challenges a positive learning conjectured that children’s we face with Ofsted. The work experience rather than services would be the most I did as Ofqual Chair gave me something to be feared? challenging area after the exposure to further challenges I really do. There is a great scandals in Rotherham. I think around vocational education respect for Her Majesty’s that is no longer the case and and reforming apprenticeship, Inspectorate and has been there are a number of big as well as a greater awareness for a long time. One of the issues that we are trying to of government. It highlighted areas we are really trying to spread ourselves across. What to me the complexities of

36 CANVAS AMANDA SPIELMAN emphasise is the importance Absolutely there are. The of professional conversation inspectorates do talk to each AMANDA SPIELMAN at inspections, and highlight other a fair amount of the the value which comes from it. time. In fact, a great deal BIOGRAPHY We want to ensure that we are about the establishment and always thinking about how we development of the Care Amanda Spielman has been are providing the best advice Quality Commission is based Ofsted Chief Inspector and support, and generating on Ofsted practice. Much of since January 2017. the best value from the work we this was helped by the work Between 2011 and 2016, do. This is absolutely critical. of Regulatory Futures Review Amanda was Chair of providing an opportunity to Ofqual, the qualifications The other part that we share and develop best practice. regulator. From 2005 she aren’t in control of, are the We do also talk internationally. was a founding member of consequences of the outcomes There is a European Association the leadership team at the of inspection. We are somewhat of School Inspectorates academy chain Ark Schools, at the mercy of central, local covering most of the countries where she became Research government and governing in Europe and we attend and Policy Director and bodies and academy chains in conferences and seminars an education adviser to how they decide to respond together. This provides some Ark, the education charity. to inspection judgements. very interesting discussions She previously spent more about how inspection is than 15 years in strategy We do everything we can to conceived and implemented in consulting, finance and ensure that our inspection other countries, and what can investment at KPMG, reports are thorough, clear, be learnt from one another. Kleinwort Benson, Mercer nuanced and reflect strengths Management Consulting as well as weaknesses. At the Ofsted is one of the biggest and Nomura International. end of the day, however, it is inspectorates because other up to other people to decide countries typically make what to do with them and not inspection a regional or federal She is a council member Ofsted. Our role is to report function rather than a national at Brunel University without fear or favour. one. These provide fascinating London and has previously conversations and I very much served on the boards of a How much room is there want us to stay part of that, as number of organisations for the inspectorates of it really helps us look at what including the Institute the UK to learn from one we are doing objectively. C of Education, STEMNET another? Are there other and Wales Millennium jurisdictions which you Centre, and has been a look to for inspiration? Governor of two schools.

SAXTON BAMPFYLDE 37 10

DAVID ORR CBE FORMER CHIEF EXECUTIVE OF THE NATIONAL HOUSING FEDERATION

Looking back on a 35-year career working with and for housing organisations, David Orr is a passionate advocate for the industry. We spoke to him as his 13 years as Chief Executive of the National Housing Federation drew to a close ahead of his planned retirement in September 2018. He talked openly about the ways in which housing associations need to embrace open communication and more collaborative working to remain relevant and successful in the modern world. He also highlighted why he is positive that the sector faces a bright future despite the constant ebb and flow of the UK’s political and economic climate.

s your time as Chief have contributed levels of has kept everyone together. Executive of the investment to ensure that It is a narrative that everyone National Housing fragile neighbourhoods has bought into and believes Federation draws become stronger and more and understands. All our toA a close, what would you resilient, something that few members feel that they are describe as your biggest other people or organisations part of our story, from the achievements during have the ability, capacity or largest to the smallest. your period at the helm? wish to do. I think that now, Is there any unfinished broadly speaking, we are I think this is one of the great business you regret facing in the same direction success stories for our sector. having to leave behind? with government on housing There is a lot of diversity As I look ahead to my departure, policy and that we have real in terms of provision and I can honestly say that I believe opportunities for the future. approach, ways of working, housing associations continue More specifically, there have objectives and challenges. to be a force for good right been two central themes that But there is absolutely no across the UK. They do things have run throughout the work doubt that they are all still that no other organisations I have done here. The first is organisations that care about do in the same combination. that I have helped to construct housing for people on low There is a degree of depth a narrative about housing and incomes and that exist, not to behind what they now do. They housing associations, which enrich shareholders, but for

38 CANVAS DAVID ORR CBE the benefit of the community. introduced that it was the single Our current and future leaders worst piece of social policy since need to be bold, ambitious, The second theme is about the Second World War. I still and prepared to take some autonomy. Housing associations believe that, and I remain deeply risks. Their job is fundamentally are at their best when they upset that we have not been about owning the future and are able to make their own able to get rid of it. The reason not just inheriting something decisions and drive their own that I think it is so pernicious is from someone else. futures. This is something in that it asked people to do things which I have always believed. that were not reasonable and Establishing a management To me, that means that real it was specifically targeted on a culture that trusts people operational and decision- particular population of people to do the jobs they have making independence is critical. on very low incomes living in been given will ensure a Throughout my time here I perfectly ordinary homes. creative learning organisation have always argued that the where talent will flourish. more independence housing I completely understand that associations have the better governments are always faced For potential new leaders who they will be and I think that all with challenges about getting are coming either through of the evidence now supports the balance right, both in this sector or entering it from that contention. I think we have terms of the amount of money outside, what I would offer moved from a position where they spend and the legitimate is this: if you want to work housing associations were to all concerns about getting people somewhere that is incredibly intents and purposes captured trapped in the benefit cycle. exciting and provides all kinds clients of the state to where The bedroom tax, however, of challenges; somewhere that we are trusted partners. That was bad policy and should will turn your hair grey quicker is much healthier for us, for never have been introduced than anywhere else, but will government and for the nation. and I am frustrated that it is potentially be the most exciting still there. I am an incurable job you ever do, come to us. As to unfinished business, well optimist, and I frankly don’t see I am not finished yet, but there any immediate sign around the Is enough being done to are still areas that will not be removal of the bedroom tax. build diversity amongst completed by the time I do I think it will go because it is leadership within the leave at the end of September. bad policy, and eventually that housing sector? We still have a housing crisis always falls by the wayside. I think the housing sector is very and we are still building too good on some areas of diversity few homes. I do think that the As you look ahead to the compared to other sectors of way we are engaging with the future what advice would the economy, but we could, future alongside government you give to those current and want to be doing more. and others is much more and future leaders coming For example, we have definitely constructive now and there into or rising up through improved on gender diversity is a far greater probability the housing sector? and LGBT representation in of us being able to make a My request of current leaders recent years, but I don’t think significant increase in the is that they stay focused on we are as good as we could be volume of new house building leadership and avoid getting on racial or ethnic diversity. than for decades. We also side tracked, for whatever have a greater opportunity reason, in managing the day- I do think that the identification to engage in conversations to-day operations. I think it is of talent available in about regeneration and important that people who are communities right across economic renewal that are in these leadership positions the nation is one of the most equally important in different invest in and focus on that significant challenges that parts of the country. very challenge of leadership; existing leaders face in our of articulating a future that and other sectors. Only with There is one other area I would is better than the present; of a diverse and talented pool of highlight – the bedroom tax. having a clear picture of what staff will we crack the future I believed at the time it was good looks like in ten years. for our organisations.

SAXTON BAMPFYLDE 39 If the cost of debt the mission and the mechanism and combined offerings as increases significantly, will change as a result. Cost of housing associations in the how might this impact money will go up and down, regions and take this idea into housing associations and there will be an ebb and structured conversations with and the cross-subsidy flow of government offering newly established combined model? Are new models upfront investment, availability authorities to see how much required, and if so, how of land, and grant funding. This more can be delivered. well equipped are housing is the reality of how it is now associations to innovate and we need to hold fast to If we can develop proper and take risks on these? our mission as a result of it. strategic partnerships, we can Over the last few years, when combine the strength and range it comes to funding models, In what ways and to what of opportunities that housing housing associations have extent do you think/hope associations offer which are shown that they can think the sector’s relationship complementary to the strength creatively and are open to try with government, both and range of possibilities that different things. Ultimately, on a local and national local government provides. I think the challenge for any level, might evolve in We need to look beyond just organisation is to understand the years to come? grant funding and view it as a the relationship between What I profoundly hope is that strategic long-term relationship mission and mechanism. there will be a significant growth about sharing risk, and as a in structured partnerships result delivering more. I do think A mission, the thing that drives between housing associations there is real potential there. the whole organisation, must and government, particularly be held at the core of an at local level. The relationship How important do you organisation. It is the board’s between local authorities believe the role of housing job, more than anything else, and housing associations associations to be in to be the guarantor of this has been very good in some ensuring positive place- mission and to drive it forward. places and patchy in others. making and sustainable The mechanisms through community development at which the mission is delivered, This has been mainly about local and national levels? however, should be flexible. colleagues in local government Is this more challenging as I do see in some instances seeing housing associations some of these providers both in our sector and others, specifically as delivery agents. grow in size and geography? the tendency to believe that We need to get to a position I do believe that investing the ‘way we do things now’, where these two see each other in neighbourhoods and or the mechanism that is as long term strategic partners. community resilience is hugely currently being used, is the Local government and housing important. Housing associations same as the mission. It is not. associations are among the understand that there is a very few groups that invest in mission driven imperative as I think what our sector has places and communities for the well as a business imperative to understood in the last few long term. They are there at do this. If you are going to be years is that we have not been the beginning and remain once managing and owning assets able to deliver the volume of the communities are built. Both for 60-100 years, it makes social housing that we need are part of the fabric of place. sense for that place to be well in an environment where managed and looked after. there has been no money In England, devolution and the from government to support creation of combined authorities Some of the biggest it. What we have delivered have had a significant and housing associations are has been achieved through rapid impact on the behaviour refocusing on what their thinking creatively about the of housing associations. neighbourhood offering is. mechanisms of delivery. I think Organisations are recognising I was talking recently to one that is the key challenge that our that they can no longer survive of the largest organisations sector and others will face in the as isolated individuals. Instead, and they were saying that future. We need to hold on to they are developing strategic they are reintroducing

40 CANVAS DAVID ORR CBE patches where one member do before we can expect of staff is responsible for them to understand. Housing DAVID ORR CBE 185 tenancies. That is a big associations need to invest time investment to ensure a real and energy in telling their own BIOGRAPHY level of local engagement. story. This is not an optional I have always believed that extra, it really is business critical. David Orr is the current Chief the best organisations, no If we are to be the partners of Executive of the National matter how big they get, will choice for the future, it is much Housing Federation and a remain successful because easier to build partnerships with former President of Housing they understand properly organisations that are already Europe, the European that high quality service known, admired and trusted network for Social Housing. delivery is always small scale than to try and build them with He is the Chair of the board and local. If you become those that aren’t known at all. of Reall, previously known separated from that then as Homeless International. there are dangers inherent. Communications is also important in attracting talent. Previously, David has I have been around housing I really believe that housing been Chief Executive of associations since 1982, and associations offer an exciting the Scottish Federation of never in all that time have I seen range and variety of jobs Housing Associations and of research evidence that there is working with organisations that Newlon Housing Trust, having a causal relationship between make a real difference. This is also worked with Centrepoint. size and quality of service. There something that is appealing to are some stunningly good big the millennial workforce, but if In 2010 David was given an housing associations and some they don’t know anything about honorary membership of remarkable small institutions, housing associations how do the CIH, and in 2018 David and in both camps there are they know these great jobs exist. was awarded a CBE in the those that have some way to go. We are missing out on some Queen’s birthday honours. of the talented people that we Many housing associations don’t know are out there as exemplify the potential they don’t know who we are. for organisations to balance strong commercial And finally, can you performance with a social give us a glimpse into purpose: why in your view what is next for you? aren’t housing associations I have been involved with more widely understood? housing associations for almost I realised a few years ago 40 years and am not going that the answer to this is to leave it behind entirely. absolutely crystal clear: the I would not be surprised better people get to know if I popped up chairing a housing associations, the housing association board more they like them. Housing somewhere, but at present associations spend the majority there are no specific plans. of their turnover on community I would like to have more investment and no one knows flexibility in my life. With about it. It is important that two young granddaughters we communicate this clearly. and another one on the way I would like to spend Our members are brilliant at more time with them. what they do, but they are poor I am in the market for at telling their stories. This is an interesting projects and will area we have invested in. We take an opportunity to explore need to tell people about the other areas. I am most certainly good that housing associations not retiring from life. C

SAXTON BAMPFYLDE 41 11

GARRETT EMMERSON CHIEF EXECUTIVE, LONDON AMBULANCE SERVICE

As he took on his new role as Chief Executive of the UK’s busiest ambulance service, Garrett Emmerson talked to us about his transition from the transport to the health sector, how his skills and experience have helped him in making the change, and ultimately why London was his calling.

42 CANVAS GARRETT EMMERSON

ow would you at TfL when the attack at Coming as I did not only describe your Westminster happened and from outside the ambulance transition from the then, within four days of world, but also from outside transport sector to starting at LAS, here we were the health service, I had to Hhealth? Can you outline key dealing with London Bridge. be clear about what I could highlights and learnings? bring to the role and the I have been here now for The operational side of the organisation to make sure my over six months, and I business and its challenges skills and experience tied up. have to say that overall the feel more familiar, as well transition has been a smooth as some of the other things When you first join an and positive experience. we need to look at such as organisation it is often easier our estate, vehicle fleet, IT to see what it is already good I was at Transport for London and corporate governance. at delivering, and what needs (TfL) for nine years, eight in These are of course similar to improve. The care the LAS my previous role, and I really across many sectors, but provides is amazing, and the did feel it was time for a each individual organisation Care Quality Commission change. I knew I was looking has its own unique issues. verifies this with its classification for something different, but I What attracted you of the organisation as wanted a role which allowed most to the role? Was it ‘outstanding’ for care. The job me to use the skills and healthcare, or was it more for me is about making sure experience I had gained at TfL. specifically about this job the organisation as a whole is I was not actively looking to at London Ambulance? fit for purpose and can support join a specific sector, but knew I think it was about this specific the front line. This is why I wanted to stay in London. job, rather than the health we are bringing in a diverse When I was approached about sector itself. I wasn’t looking at range of skills and capabilities this role it seemed to have a a particular industry, but when into our workforce, which will number of synergies with my I was approached I thought make a real difference in the thinking for my next step. the role was very interesting, coming months and years. and I felt that my skills and As the recruitment process experience could transfer over. Working with our Chair, Heather progressed it became clear Lawrence, we have now finalised that the things that I wanted I did have previous knowledge our senior management team. to do (and thought I could of the London Ambulance This has been about getting be good at) were also similar Service having worked alongside the right balance of skills and to what London Ambulance the organisation on various not being constrained by Service (LAS) felt they needed areas in the past, including background or sector, but also from a new Chief Executive. major incident response ensuring we maintain the core Throughout this time I was given activity and resilience. I knew health sector organisational a big opportunity to understand some of the challenges from knowledge we need. the challenges the organisation a transport and logistics faced and, as a result there perspective, but the healthcare The challenges at the LAS are were no surprises when I joined. side was obviously new. not particularly different to many of those faced by other It has been an interesting mix Before I joined, I knew that public service organisations of the very familiar and the the service did amazing in London. Growing demand, less familiar, which is what I work. Seeing the LAS growing population and growing expected. The terrorist attack from the inside has only economic success - challenges at London Bridge was a very increased my admiration. that most cities would love to immediate challenge coming have. These have manifested into the job, unfortunately How you would you themselves slightly differently an aspect of the job that is say your skills have in the health sector than they becoming familiar territory transferred to the have in the transport sector, to many of us in the public NHS? Are the pressures but essentially we need to sector. I had been involved similar or different? look at how we build a London

SAXTON BAMPFYLDE 43 that can address the needs they existed, or that we could environment and operating and expectations of a city recruit to ensure the future in a way which is appropriate with a successful economy team would be successful. It for the sector as a whole. and a growing population was hugely important to ensure to continue to deliver a strong and collaborative How do you interpret the better health outcomes. relationship with the Chair, emphasis on partnership board and the executive working within the NHS? How have you been team from the beginning. Has this changed your received in your new approach - and if so, how? role, coming from These areas were of Historically, ambulance services outside the sector? fundamental importance to have perhaps been seen to be This was something I was very me as part of my move, and on the periphery of the wider conscious of, taking on this role, the whole process was very NHS system and not at the but the reception has been so thorough to ensure that both heart of it, aligning themselves welcoming. You only have to LAS and I were comfortable as much to the emergency look at what LAS has done in that it was going to work. services world as to the NHS. the past two years (by bringing It really highlighted to me We are very clear that we want in a raft of new clinical talent the absolute importance of to evolve that. We want to be from overseas to tackle the getting that initial recruitment at the centre of developments shortages it had in the UK) to phase right in a way I had not in the urgent and emergency see that the organisation as a recognised as keenly before. care agenda in London and, whole welcomes new people. to do that, we need to work This very much reflects the Comparing the NHS closely with the Sustainability character of London these days to TfL, which do you and Transformation by embracing diversity. The think is the more Partnerships (STPs). whole organisation has made political environment? my transition very smooth, and Is bureaucracy more Looking at the NHS overall, for that I am incredibly grateful. apparent in one or the it feels like we are still at an other, or just different? early stage in the evolution of What advice would you I would say they are different. STPs, so we are not playing give to someone thinking The transport sector as a catch-up or trying to change about moving to a role in whole is substantially different established partnerships. It feels health from another sector? in London as compared to like there is a set of new and My first piece of advice would any other part of the country, dynamic opportunities to grow be to do your homework and in the way it is set up as partnership working, both with ensure that the organisation a part public, part private the public and private sectors. is right for you, and vice versa. industry. The health sector That is very important. With my in general is more regulated It is quite interesting the way move it was vital for me and than the transport sector. the five STPs are developing. the team here that I had the They are actually not very appropriate skills and some What I have observed is that the different to sub regional existing knowledge of the wider regulatory machine around the transport partnership areas in London landscape, for example operation of the health sector London. Putting these two areas knowing the broader public is stronger but the political (transport and health) in touch and political environments and scrutiny perhaps less complex. with one other can potentially having managed an organisation Within transport in London open up benefits to both, for at scale in the city. This is there is a very complex set of example, in terms of road safety important and ensures there political scrutiny arrangements, and air quality. I am utilising my are no surprises for either party. however these also provide an networks to join people across effective system of regulating different organisations, and this For the additional skills that and holding the service has opened up access points were needed at executive providers to account, just in a and moved forward some work level, it was also important different way. For me, it has more quickly than might have for me to feel confident that been about adjusting to a new been possible previously. My

44 CANVAS GARRETT EMMERSON ability to do this may wain as I greater awareness amongst aspirations. It does also have move more into the healthcare our stakeholders about how we huge expectations of its public space, but that is one of the operate and challenges we face. services. People in London nice things about stepping Today we operate much more demand the best, expect across sectors as it does enable like a modern private hire or things to be done yesterday, you to do “joining up” that may mini cab company, on every and to be more efficient and be harder to do otherwise. street, responding on a job-by- with better outcomes. You job basis, rather than waiting just know that second best is Considering your transition in ambulance stations until not good enough. That excites into healthcare, what we’re needed, as the public and motivates me hugely! would you highlight as often think. We need to change the most exciting and the these perceptions to help It is such a vibrant place to most challenging elements people understand how we work and you are surrounded about the sector? need to evolve in the future. by so many capable people, The growth agenda is the not only here at LAS but across key challenge for the London One other area of challenge lots of other organisations and Ambulance Service; more is political and media scrutiny. sectors. The ‘can do’ attitude is specifically, the city’s growth This is a challenge across all real and exists across the city. and the demand this is placing emergency services or public It is not just specific to health, on the health and emergency provision, but in London you but endemic to the culture of services. For me this is a very are right under the nose of both London and the people who exciting element about London regional and national decision live and work here. When I and public provision in general. makers. When you get it right, first moved into London to and when you get it wrong, start working, I really noticed Due to the nature of these it is there for all to see. This that people have a mind set challenges however, I believe is the challenge of working in to change things and I believe it needs a long term approach London, but it’s also a great that is why so much happens to deliver the required scale of opportunity for the organisation here first, in London. change. In the transport sector, to shine on a national as which is heavily infrastructure well as regional stage. The city faces a time of change focused, we are used to things with Brexit, but so does the taking longer to deliver, and In your most recent whole country. Only time will we are used to looking 15-20 career you have been in tell what the actual impacts years ahead. This is less typical London-wide leadership will be. In terms of the health in healthcare and something I roles and therefore have sector it could impact on our am focusing on at LAS. I want to a very broad view across ability to recruit and retain encourage big system thinking, many elements of the city key staff, but we just don’t and how we can quantify and and surrounding areas. know for sure. At LAS we have effect organisational change What would you choose to never been constrained by and deliver greater benefits. highlight that excites you looking solely within the EU for about London’s future? staff. We will continue to look Playing a more active part in globally and I believe London the wider city planning role is I was brought up in London will too, more generally. In the something I have encouraged and the South East. I have greater scheme of London’s the organisation to do as a had a career which has history, this is just one more priority, working with other taken me all around the adaptation for us to make. C sectors and the Mayor of country and provided me London’s office. It is not an area with amazing experiences. LAS has played an active role However ultimately, I wanted in before, but it is going to be to live and work in London important to us in the future. more than anywhere else. It is There is help and support one of the great cities of the out there that we can use to world. It is a city which has our benefit and help to raise huge capabilities and great

SAXTON BAMPFYLDE 45 12

LESLEY FRANKLIN PRINCIPAL, GEORGE HERIOT’S SCHOOL

We spoke to Lesley Franklin as she looked to her future role as Principal at one of Scotland’s leading independent secondary instituions, George Heriot’s School. Based in the heart of the Scottish capital, where nearly 25 per cent of secondary pupils attend an independent school versus the national average of 4.1 per cent.

What do you believe are between the independent The exams being delivered the key challenges and and state sectors in terms of through SQA also continue opportunities for head attainment and achievement. to be a challenge. There have teachers and senior staff in The report has highlighted a been, and continue to be, many Scotland over the next five real problem in state sector changes. In England and Wales to ten years? schools, a quarter of which there is a greater number of From an education perspective were judged to be either weak exam bodies, and therefore the the challenge across Scotland is or satisfactory. In contrast, in competition there may be good raising attainment. It has been independent schools, learners for creating high quality exams. widely reported that attainment are ‘generally highly motivated The model with SQA may be less in Scottish schools has declined. and responsible, with a positive complex as they are in charge of In the latest PISA survey attitude to learning’. Therefore, all exams, but it does also give (Programme for International these reports have produced them, in essence, a monopoly. Student Assessment), Scotland the evidence, and what senior This makes it harder to garner is at its lowest position since the education staff in Scotland need change. survey began in 2000. Also, in to do now is work together to the recently published report address these issues in schools Some of the real challenges ‘Quality and Improvement in which are not providing high for head teachers are in the Scottish Education (QuISE) quality education for children in areas of health and well-being 2012-2016, the Chief Inspector Scotland. of pupils and staff. More so of Education reports a divide than ever, gaining a sustainable

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work life balance for staff has This is an area of continual However, as well as inspection, become hugely important. change in Scotland, and Education Scotland is also There has been a real increase across the UK. When Deputy in charge of policy creation, in awareness of mental health First Minister, John Swinney, and with a responsibility to issues, which is good. In this was made Cabinet Secretary create policy for schools and area head teachers have a for Education in 2016 he then inspect them, this means responsibility to both staff and responded very quickly to there is very little outside or pupils. requests being made by independent scrutiny of the teachers to review SQA unit system and how it is working National funding cuts in child assessments and other systems. overall. and adolescent mental health His rapid action showed that services, coupled with increased he was really listening to those Regardless of what is going pressures in terms of exams in education and from my on politically what we are and social media, means that we perspective that was welcome. absolutely focused on is have the potential for significant However, there is a great deal ensuring our pupils are happy challenges in this area. The more that needs to be done. and that our education is of top desire and pressure for quality. We want to give pupils teenagers to portray a perfect The question of independence the opportunity to go on to lifestyle is a real and present does create a challenge, and any chosen higher education problem. also potentially an opportunity. institution and this must be an If there is a successful important part of our role as As a school we are looking at independence referendum at educators. psychology services that we can some point in the future it may use to support pupils. It is not make a city like Edinburgh more With increased regulation always the more extreme and or less attractive for businesses, across the sector is obvious cases that can prove which would obviously impact more expected of school difficult to support. Often it is positively or negatively on the Governors in their role, and those on the margins. Schools maintenance of a steady intake if so, what benefits and have such a responsibility in this of pupils for the independent challenges will this bring area as we are typically the first sector. Similarly, Scotland for schools? to notice behaviour changes in remaining in the UK could make Yes, I think there is more pupils. It can also bring with it Edinburgh more prosperous expected from Governors these significant liability challenges. and attractive. There are so days, particularly in terms of many unknowns in this area - it legal responsibilities, liability, Finally, we have to recognise makes it a challenge to plan for complaints, data protection that social media presents a the future development of the and information sharing. There challenge in how it impacts independent schools’ sector. is also far greater awareness pupils and staff but on the of and focus on accessibility, converse, it also provides Education Scotland has a discrimination and safeguarding. opportunity as an interesting positive impact in some ways. These are areas in which and adaptable platform for For example, in Scotland both Governors may not have had communication and interaction. independent and state schools much knowledge in the past, but We just need to ensure that we are inspected by Education now there is a far greater level are using it well and expanding Scotland and I do believe of responsibility that comes with our capabilities to evolve with it. this model works better in the role. the creation of a consistent Do you see that changes in approach to inspection. We really do need Governors the political landscape will There has been a lot of work who have the expertise to impact on the education undertaken by the inspectorate scrutinise what schools are sector in Scotland? If so to understand the independent doing and be able to challenge how could this impact school sector and how the and provide advice and to on independent schools different school models leadership teams. It would be compared to state schools? compare. This allows for more a very positive move to have accurate inspection. younger and more diverse

SAXTON BAMPFYLDE 47 backgrounds represented on was announced as Principal of to far greater overcrowding in governing boards right across Heriot’s that, even in 2017, the the state sector. Independent Scotland. This could mean a fact that I am a woman is one of school parents pay taxes and big shift in culture for a lot of the key headlines in the media. also pay school fees. Therefore, schools. they help by contributing to Is charitable status a state schools and removing Will this create a smaller sustainable reality for their own children from a pool of Governor candidates independent schools in crowded system. for schools? Would it be Scotland? What challenges helpful if Governors could does it bring for the school Ensuring that independent be remunerated? and board of Governors? schools remain viable is going I think we need to look at what I do think it is sustainable and to be a key challenge in the we can do differently to attract I believe it really should be. We future. We need to be thinking Governors across both the have charitable status to make individually as schools, as well independent and state sectors sure that the more financially as collectively in the sector, in Scotland. I don’t believe more disadvantaged pupils can come about how we can maximise regulation or responsibility to schools like George Heriot’s. the opportunity to generate a needs to lead to a smaller pool That was the founding principle greater level of partnerships to of potential Governors, just a of the school in 17th century. allow independent schools to different approach. We provide an enormous thrive. amount of money to pupils As far as remuneration goes, I though the Heriot’s Foundation Is this status really do not think this is realistic, even and through bursarial aid and compatible with an for the independent sector. these families’ input to the increasing need for When you start introducing school is vital. That is why we commercialisation in the remuneration or a salary it have charitable status, but we schools’ sector? becomes an employed job and do need to be clear in proving Yes I believe it is. Independent that is not what the role of a that we are making a difference schools are not run for governor is. It would also be to the children and making it profit. We are continually impossible for most schools to financially worthwhile for all of looking at new ways to make pay Governors as schools in these families. the model work better and Scotland are not run for profit. harder. More sponsorship or I think that we could do more partnership opportunities are Is there a need for greater to support the principles being explored all the time. diversity at a senior of charitable status and, in That is a positive move for leadership and governor turn, address the poverty the independent sector to level (not just gender related attainment gap across ensure the maintenance of top specific) in the sector in Scotland. Targeted philanthropic quality facilities, education and Scotland? donations to independent personal development of all Yes, absolutely. It is a very slow schools, for example, could pupils and, most importantly, area of change across the really help to drive even more to increase the number sector, and not just in Scotland. access for many a large number from disadvantaged financial I think that there are only two of pupils who otherwise could backgrounds who can attend. other female principals of mixed not access such education independent schools in Scotland because of the fees. Are schools and universities and nobody from other ethnic working as well together in groups represented that I am In a city such as Edinburgh, Scotland as they could be aware of. This is in particularly where there is a very high to support young people as stark contrast to the very high percentage of pupils attending they move from secondary numbers of female teaching independent schools, without into Higher Education? How staff across the sector at both charitable status many of can universities learn from independent and state schools. these institutions would not schools and vice versa? be sustainable. The loss of I definitely think there is more It seems strange that when I independent schools would lead we could do. Higher Education

48 CANVAS LESLEY FRANKLIN institutions are looking for a encourage pupils to look at, attainment levels to where they greater degree of independence for example, how to construct could (and should) be. And from young people. evidence based essays. This hopefully be as good as we used There is some evidence that is something that is perhaps to be. pupils who have been to not done enough at school. independent schools are not This small example shows that Looking ahead to your always well equipped to cope greater communication between role as Principal at one with living away from home, as schools and universities would of Scotland’s leading they have possibly had more lead to better support of pupils independent schools what specific attention and input as they transition into first year do you see as your key from parents and teachers at university. goals in the next five years? throughout their school careers. For me there are some However, the balance is that Do you believe we look to absolutely fundamental goals. the input has enabled them to other education systems I want to continue to have achieve the necessary grades enough to develop our a fully occupied school with to gain access to the top own in Scotland? Should consistently high academic universities. we be looking more at how results. This will, I hope, education is delivered in generate ongoing demand One way we address this at other parts of UK or beyond for places across many areas Heriot’s is by asking Senior 6 to enhance our own model? of the city and beyond. A key pupils to manage their own It is always good to look part of this is also ensuring timetables. This encourages elsewhere. I personally think that we continue to drive the them to think about studying, this is really important in early opportunity for disadvantaged planning and managing years education. We look at the children to attend George workloads at university. We Emilio Regio and Montessori Heriot’s and remain true to our have found this is a very good education systems at an early charitable founding principles. experience for them. We age, but less as we progress encourage parents to let the up the school. There is a huge I want to maintain close links puils make decisions and take amount of evidence which with our alumni and engage responsibility. shows that by the age of seven, with the wider business, cultural a child’s future is mapped, and and philanthropic communities I think both the secondary we need to ensure that we are to generate charitable funds and higher education sectors doing as much in the early years and ensure we sustain a would benefit from talking to as we do in secondary stage and financially viable and truly each other more. I think that if higher education. charitable institution. universities spent time speaking more regularly to senior pupils In Scotland we have such a If we manage to drive these and school staff, sharing strong educational history, but operational and charitable more information about what in truth, we are not doing well areas, the ultimate proof of they expect at university and at the moment. We cannot rest success will be in the ongoing discussing opportunities beyond on our laurels and look to past development of happy, education, that would be a very glory days. We need to look confident, independent and positive move. There needs to forward and work out how we caring students who will have be more talking and sharing in address our current issues and bright and opportunity-filled general. Universities need to failings. I think we do need to futures ahead of them. C look at the level of support and look elsewhere as it might help guidance provided to first year us to understand how we can students. Are the courses and do better. We have the capacity expectations appropriate and to change, but we need to have realistic? an open, positive mindset. We need to listen, be receptive to Schools need to learn more those who are in the sector about how course work is and work out together how to undertaken at universities and raise Scotland’s educational

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