The Open University has twelve regional centres that are located throughout the United Kingdom. After the closure of a regional office in East Grinstead, which served the South East of England, the university embarked on a review of its regional centres. On Tuesday 15 September 2015, the university announced that a locations analysis project, as it is called, was to recommend the closure of seven out of the nine centres in England.
This blog post is, essentially, my own personal response to the recommendation. One thing that I will say is that I do work in a regional centre: in the London office. I should also say that I’m not a manager (in the sense of what happens in a regional office), but my perspective is informed by having seen a lot of the great work that happens in London.
The university review states that the closures are primarily motivated by a noble desire to enhance the student experience and the closures are not related to money. As someone who is on the ground, I find it very difficult to see how students experience will not be affected.
What follows is a set of views about what the regional centres actually do. These points are, of course, my own opinions. What I could also do is write loads more about the concept of student support teams (SSTs), activities that relate to associate lecturer alignment with SSTs (and these also directly relate to the closure of regional centres), but I’m keen to keep this all pretty simple: I don’t want to slip into baffling OU jargon.
So, here goes. Here are my points and observations.
The London office is a busy place
I’ve heard it said that the regional centres are underutilised. From the London perspective, this is just not true. There is always stuff going on, and the vice chancellor would see it if he took the time to come down and have a chat with some of his staff who work there.
Granted, some of the desks for the faculty people are sometimes lightly used, and this is because they’re either travelling to and from Milton Keynes (the OU’s head office), or have got their head down at home writing module materials at home.
But, if you look a little bit closer, they are there and they do come in, especially to work with their academic assistants in associate lecturer services to sort out a whole range of different issues, such as associate lecturer recruitment, interviews, appraisals, timetables, tutor-student allocation actions, emergency and illness cover for tutors… There’s a whole long list of these things.
There are three floors in London. On the ground floor: there are a bunch of meeting rooms. These are often occupied by central academics from Milton Keynes who run meetings and projects. On the day of the locations analysis announcement, there was actually a music conference that was running in the next room. Plus, the rooms are heavily used as tutorial rooms. The meeting rooms (on all levels) are so heavily used, you are encouraged to book very early. Sometimes, there just isn’t the space.
On the first floor, we have the advisors and learner support people for the student support team. You have people sorting out examination arrangements. You have people sorting out disability issues. You have people sorting out examinations for people who are held in secure units or prisons. You have people offering careers advice. You also have a number of faculty staff.
On the second floor, there are the associate lecturer support staff: these are the really important people (who should be celebrated and cherished) who actually do the job of putting students in groups. There are also people who book venues and sort out timetables. There are people who help to organise interviews (as mentioned earlier) and reassure students and tutors.
Associate lecturer (AL) services are a really important aspect to the university for the simple reason that associate lecturers are fundamental to the university’s success. The AL services people also play a valuable role in helping to support associate lecturer development activities, but that is something that I’ll come onto later.
There are two other things worth mentioning: there are two projects that are hosted in the London region: a literary magazine, and a music research project. These seem to be forgotten about.
In essence, the Camden office is buzzing. It always has been. It serves the most populous part of the United Kingdom. To consider its complete closure (which is what has been announced) is, in my view, madness.
Supporting disabled students
The Open University has a social mission: its slogan is that it is open to people, places, and ideas. If it loses a substantial link with place, it will lose its link with people too. One really important dimension is the importance of supporting disabled students. Supporting disabled students is, of course, a legislative imperative.
Here’s an interesting fact. The university has nineteen thousand students who have declared a disability, and this number is increasing (SeGA project). A disability can mean anything from a temporary condition or illness (where a student can become temporarily disabled), a chronic condition (such as diabetes), a physical impairment or mental health issues.
And here’s an example. On a number of occasions students have visited me at the London regional centre to have a chat (and I’m sure they drop in to chat to advisors and learner support people too!) In these instances, I’m able to offer reassurance and think about which tutor might be best able to support the needs of an individual student. I would then be able to facilitate the development of a tutor-student relationship.
Would I be able to do that if a student couldn’t visit me? No. Does the suggested changes help to enhance the student experience? No. Would I be able to head over to the specialist disability advisor who works in the region for some advice about how to approach a particular student? Again, the answer is no. Would everything become a whole lot more difficult if I had to do everything by phone: yes. Plus, some students might not wish to use the phone, or have a disability that prevents them from using the phone effectively. This isn’t just an argument that I’ve just slotted in here: I used to be one of those people.
There are lots of different issues that link to the issue of students with disabilities, such as the importance of associate lecturer staff development and the accessibility of rooms. Another really important role that the region performs is planning home exams for students who have disabilities. The staff in the region work hard to match local invigilators with local students. Regional staff also need to consider personalities: sometimes a student may be more comfortable with a known invigilator than a stranger. Knowing this depends on local knowledge: knowing the students, knowing the invigilators, and knowing where everyone lives.
There is something else that the London office does: disability assessments. If a student applies for the disabled student’s allowance, they will be invited to be a part of a disability assessment. This is where a professional assessor helps a student to choose a set of assistive technologies and tools that can best suit the study needs. If the London office closes, this facility will also have to close. This will, without a doubt, affect students. I’ll again emphasise a really important point: there is a legislative imperative that the university needs to adhere to.
A final thought on this section is that the project teams has been asked for a document called an equality analysis. This is a document that is to describe what the university will do to mitigate against the impact that the changes will have to students who have disabilities. Key points will be: how can associate lecturers run special sessions (more of this point later), and how can the university best guarantee the accessibility of rooms where venues can be hundreds of miles away from centres? I’ve also heard it said that any closure of a regional centre will affect more women than it will men, due to the number of women who work in these centres.
Offender learners and students in secure units
I’ll go back university to the mission: people, places and ideas. A really important aspect of the university’s provision is the ability (in some situations) to offer distance education to people who are located in secure units or prisons. The distinction between the two are important: secure units might be psychiatric hospitals, for instance.
I hold the liberal (and human) view that education is a right and we should strive to offer it to all. From what I understand from colleagues within the university, the regions do a huge amount of work to help education in different kinds of institutions happen. A point is that secure units, whatever they may be, have to be located somewhere. Also, the relationships between an institution, their education officers and the university have been built up over a considerable period of time. Plus, when people move on, new relationships need to be built, and the best way to do this, and to understand the challenges is to have opportunities to visit institutions and meet staff. HMP Swaleside in Kent is a very long way from Milton Keynes or Nottingham.
I’ll make the point again: local knowledge about tutors, institutions, education officers and individual students are important. This is knowledge that has been built up over considerable time. Destroying it by dismantling the regional structure is a profound risk to the good work that the university does.
I’m not directly involved with tutoring students who are held in secure units, but a really important aspect of my job is connecting people together. One thing I do is keep a rough list of tutors who might be prepared to work with students who are located in different types of institutions. Although I haven’t had many opportunities of tutoring these students, this is something that I would certainly do. I would do it because it’s important. Plus, I feel supported by the regional structure, and by colleagues who know the ins and outs of different institutions.
I’ve hinted at the issue of exams here again, so let’s tackle this issue head on (bearing in mind that I only know a little of what happens in this part of the region).
Exams has been mentioned earlier. It is something that is so important, that it deserves its own heading. In the university, you cannot meddle with exams, and for a very good reason: if you do, you mess around with academic integrity. As mentioned earlier, the regions play a fundamental role in getting exams sorted out.
Will someone drive all the way from Manchester to check out an exam centre in Cornwall? Will there be someone who will travel from Milton Keynes to Hastings to make sure that an exam centre is accessible and is appropriate according to academic guidelines? How will the university go about organising and recruiting invigilators? Will the university outsource invigilation to some other organisation? (I admit to not knowing how this exam stuff happens: it just happens, and it seems to happen very well) My point is the devil is in the detail, and the university has said that the detail was out of scope.
Here’s an interesting example of how the London regional centre (and presumably other regional centres) are used. At a number of different points of the year the London region hosts exams (again, expect that other regional centres do this too). Why? I guess there a couple of reasons: but two reasons are to cater for people who have additional requirements (disabilities), or people who have been unable to take an exam in another location, perhaps due to licence restrictions, having been released from a prison. A regional centre is a really good place to run these exams, since there is support, it’s a controlled environment, and the university can be confident that the examinations are well run. As every academic (and administrator) worth their salt knows: you don’t mess with exams.
Here’s something else that I’ve learnt. I’ve heard that following the closure of the South East Region in East Grinstead, the London region has had to take control over a huge amount of exams for a part of the country that I’ve mentioned has a pretty big population. In terms of administration, this has been a big challenge, but the staff have done the best job they can.
As suggested earlier, the regions also organise and run home exams, where students have to be matched with invigilators. In fact, when we’re talking about invigilators, we’re not talking about, say, sixty or so. We’re talking about six hundred invigilation contracts, and to set up each contract requires an experienced administrator to complete a whole bunch of different forms. Also, these really important exam arrangements are managed by a very small group of people in every region. I’ve heard it say that you need to go through at least two administration cycles (or, two years), to get a handle on what needs to be done.
The point to this section is that the regions play a fundamental role in the management of exams for all students. These also include students who have disabilities, students who have been in institutions, vulnerable adults, and students who have had to contend with illness.
Associate lecturer recruitment, induction and appraisal
I’ve already mentioned that associate lecturers are really important to the university’s success. There are a couple of elephants in the room, and one of these are: in a world where everything is virtual, how do you go about interviewing associate lecturers?
I do quite a lot of interviewing, and nothing beats seeing the whites of their eyes: if an AL comes across as being friendly, personable and knowledgeable, then there’s a good chance that they’ll be the same with our students. Plus, how do we check their degree certificates and passports? Due to government worries about immigration, we’ve got to scrutinise AL documents really carefully – and I can’t emphasise how important this is.
I’ve heard it said that perhaps the post office or solicitors could authenticate documents on our behalf, but I think that is a nonsense solution. Our associate lecturer services people see a lot of degree certificates and can spot a fake a mile off. Do we expect some operative in a post office to see fakes? I don’t think so.
My point is: we need physical space to interview people, and we need people to check documents. If someone is considered to be appointable, will they have to send off their documents to one of the two remaining regions? Will there be a new role where someone has the job of eyeballing passports and degree certificates all day? I would personally feel very uncomfortable sending my passports and certificates in the post. Invariably the worst will happen: things will get lost. In fact, I have personally not accepted a consultancy contract for the simple reason that I didn’t want to be separated from my passport, and I expect many tutors will feel the same.
Another point is the importance of induction of new associate lecturers. It takes time to get up to speed and nothing beats a face to face chat. The last induction sessions I have personally run have taken place in the London centre, and I’m sure they take place across the country. Inductions are also an opportunity for a staff tutor (their line manager) to get to know their associate lecturer: it’s an opportunity to create the important ‘social glue’ that makes everything work. It’s our opportunity to learn more about their skills, motivations and experiences, and when we do this, we’re able to help more. An induction session cannot take place over the phone or on-line. If you did this, personal line management relationships would be significantly impoverished.
A final point in this section is about appraisals, or CDSAs. Now, it is true that most of my appraisals take place over the phone, but I understand it that tutors can also request to have a face to face appraisal. In fact, if an associate lecturer has a disability, there is no reason why this can’t be requested as a reasonable adjustment. I remember that two of the most useful appraisals I have conducted have been face to face. It’s easy to say, ‘we can all go virtual’, but if this happens, we will lose those important moments of human connection which makes doing the job so important. A corollary of this is that many of us choose to teach or tutor precisely because there is such a human aspect to our role.
Associate lecturer development
One of my roles is to help on a committee that run these associate lecturer development events. These are great opportunities to get tutors together in the same place to share war stories and teaching practice. It’s also a great opportunity to reconnect with our tutors, for tutors to reconnect with each other, and to share updates about the university.
To date, all the associate lecturer development conferences that I have been to have been connected to individual regions, and this remains to this day. If the regional structures go (as invariably they will), I fear for the continuing level of staff development that we can offer our tutors. I learnt to teach through the AL development conferences; I learnt how to run face to face tutorials, and how to provide effective correspondence tuition. I have also learnt through stories that other tutors have shared with me. Face to face associate lecturer development is of fundamental importance.
Like so many of these comments, my point here is simple: removing all but two English regional centres runs the risk of significantly impoverishing the training and development opportunities that we offer our essential associate lecturers. In turn, this will invariably have an effect on the quality of teaching that is offered by our tutors.
I can anticipate a counter argument along the lines of: ‘we have no plans to stop AL development’, but this answer just isn’t good enough. There has been no comment about any alternatives about how to arrange or plan for an alternative. A decision that is not based on any consideration of implementation issues is a decision that is foolish.
Implementation of the group tuition policy (GTP)
The group tuition policy is a plan to enable students to have access to a wider range of learning events. These might be on-line events or off-line events. I’m one of the fans of the policy. In fact, in the London region we’ve been running a version of it for some of the high population computing modules.
Planning for the GTP is especially important, since staff tutors (along with module teams) need to figure out a programme of events that will be delivered throughout the presentation of a module. Some tutors might have specialisms in aspects of a module; the GTP allows tutors to play to their strengths, which can (in theory) help with student learning and student experience.
There is one thing that we need to do to plan effectively: and that is to have discussions; to learn about each other’s strengths and weaknesses, and our personal timetables and abilities. In the current world, we can all have meetings in the regional centre, but I would have no idea what would happen in the new world. Again, a huge amount of detail is lacking, and this isn’t good enough.
Tutorial venue booking and management
I don’t know as much about this subject as some of the others (since it’s not my role), but I’m willing to take a punt on the importance of place when it comes to booking tutorial venues. Plus, I’ve also heard the VC talking about the face to face tutorial provision is going to remain important, which is something that I’m very relieved about.
I’m going to go on a slight diversion: I’m a great believer in face to face tutorials for a number of different reasons. I’ve heard people saying that the attendance can be quite low for some sessions, and I’ve witnessed this first hand. Some tutorials can have very few students, but others (if they are planned properly), can have very good numbers. Even before the planning of something called the Group Tuition Policy, the London region have been running tuition events that have attracted good amounts of students (of course, each region is different: in terms of geography, London is very different to, say, Wales or Scotland).
Here’s a point that I would like to make (and I’m making it to pre-empt any potential management decision to say ‘we can do everything on line’). Face to face tutorials are important for all students, whether they come along or not. When a tutor delivers a tutorial, they have to know their stuff. Also, those students who attend tutorials are likely to be highly motivated, which means that they are likely to ask difficult questions. Face to face is important because it forces tutors to be at the top of their game.
So, on to the point of the venues. Successful events are created through successful relationships. In London, we know the chap who runs the London School of Economics Centre. He’s a really nice guy, and will do whatever we can to help, and he is really responsive to all the requests that come his way. Can we build same relationships between the venue manager and those mysterious ‘venue booking people’ who may end up working in Milton Keynes, Manchester or Nottingham? I can’t answer this question. Plus, it will fundamentally hinder our ability to respond to one off requests to cater for people who have additional requirements. As mentioned above, this isn’t just a nice to have: it’s a legislative imperative.
As suggested earlier, the devil is in the detail, and we haven’t see any detail.
Special tutorial sessions
Sometimes, students need a bit of extra help. What tutors can do sometimes is have a chat with a student over the phone, offering something that is known as a ‘special session’. Sometimes, this just isn’t enough, especially if a student is suffering from anxiety or has a disability, for instance. In London, tutors can contact their staff tutor and asked to book a meeting room to hold a one to one tutorial session. The London centre is, of course, a safe space for both students and tutors alike: there are always staff milling around, and the area may well be familiar to both students and tutors alike.
Will we be able to have the same kind of flexibility to support students if the regional centres close? I suggest not. It could be the case that we might be able to rent temporary office space somewhere to run special sessions, but can we guarantee that they are safe, or guarantee that they are accessible? This necessitates a whole new set of administrative procedures, protocols and processes: venues would be need to be scrutinised, and venues may well change – and it may not be possible to guarantee both privacy and security in office space that is rented by the hour.
I’ll come back to my earlier point: the devil is in the detail. All I can see is problems and issues.
Twice a year I help out at the London graduation ceremony, which takes place at the Barbican centre. These are always great events, and it’s a pleasure to be there. London regional staff always play an essential and important role in these events. Before the day, staff accept registrations and answer questions that are asked by students. On the day, regional staff man the registration desks and work closely with qualifications and ceremonies team to make sure that everything run smoothly.
If the regions were to close, there would be an obvious knock on effect: colleagues at Milton Keynes would have to take up a lot of the slack. They would have to find people to man the registration desks, find graduate presenters, and hall ushers, and have extra people who help to make the day what it is.
The point here is simple: a lot of work would have to be moved and transferred, and there is no indication about how this would be done. There has only been a nebulous statement that everything has to be done within a year.
Outreach and widening participation
During a faculty committee meeting, I spoke up and said: ‘we are a national university, we’re not just a university that is based in Milton Keynes’ (which, of course, connects back to the ‘places’ bit of the university mission). My point is that reducing our national coverage would also reduce our reach.
Widening Participation is something that I have to confess that I don’t know too much about, but it is something I personally believe is really important. I don’t come from a well off background, and I’m thankful of the opportunities that have come my way.
I have a colleague in the London regional centre who runs these events for students who are interested in study. She recruits experienced tutors to go and have a chat to potential students about what it means to become an Open University student. She has press ganged me into participating into these events too! I have even ended up tutoring one of the students that I have spoken to.
The regions are brilliant bases for co-ordinating outreach activities into the local community. A point that I would like to raise on this issue is that we could be using our regional centres a whole lot better when it comes to this subject. In the last four years I’ve been subjected to perpetual change in my role. I also feel that outreach activities (which should be a much more important aspect in the OU’s current work activities) are not valued as much as they could be. I would personally like to do more of this kind of work, and to do this, my first port of call would, of course, be my colleagues in the regional centre.
With fear of sounding like a broken record: dismantling the regional structure in its entirety would damage our collective ability to do outreach work that is fundamental to the university’s mission.
Walk-in enquiries and regional reputation
I mentioned earlier that the London regional centre is busy. It’s not just busy with staff, it’s also busy with students too. There isn’t a day that goes by when I don’t see a student in the reception area, using a telephone to speak with someone in Milton Keynes. Sometimes, regional colleagues come down stairs to chat with students, to offer them impromptu advice.
This is something that I’ve done too: I’ve spoken about various computing modules, and I’ve taken them to the regional library to show them the module materials. (I understand that other regions have a library too). A counter argument is, of course: ‘oh, but there are not very many people who come in to the offices’. This is a fair point, but a response to that is: ‘should we really aspire to go with the lowest common denominator?’
Regional centres are advertisements in their own right: they mark the presence of the institution, but these are locations that also have functions that can’t be relocated with lots of extensive thought and planning. They have taken decades to put together, and we won’t know for certain about the impact of their loss until they are gone.
London is now the home of the remnants of the East Grinstead office. I’ve heard it said that there have been very few people who have transferred from one office to the other. One colleague has told me that over half of the academic staff have left, and ninety percent of the administrative support staff have gone. Decades of experience has, quite literally, walked out of the door, and it’s impossible to put a price on the loss of this expertise.
As yet, we are not yet fully aware of the impacts on the student experience that this closure has had because of the timing of the recommendations. It is also arguable that it could take a couple of years of the true impacts of the closure to be felt.
From my own perspective, I know that my regional colleagues are under extreme pressure due to the constant changes they have had to work through. If people are put under pressure, mistakes will inevitably happen, and everyone will make sure that everything is put right to the best of our abilities to ensure that students are not affected.
Here’s another personal reflection: I’m a pretty young guy. I can deal with stuff. I’ve got a pretty high tolerance for stress, but I’m beginning to suffer from change fatigue. I’m beginning to get tired and have started to think ‘what have I got to do now?’ and ‘when will thing settle down to a steady state?’ The issue of change fatigue was something that was mentioned by another colleague. I’m feeling the strain, and I’m getting tired. But what keeps me going is the knowledge that I’m doing a good and important job.
I’m really worried that people are going to break; that people are going to get sick, and that people will be confused by complex IT systems. Plus, all the timescales to make all the changes are extraordinarily extreme.
I’m no management consultant, but from my position ‘in the trenches’, I’m shaking my head partly out of desperation, but also out of fear for the forthcoming administrative apocalypse if the current recommendations are ever implemented.
Here’s my most important reflection, and one that is directly related to the student experience: I can see that this proposed reconfiguration is going to push people to their limits; people will leave; there will be endless mistakes; there will be confusion, and the net effect is that the students will be substantially affected.
Some fundamental concerns
I’ve read somewhere that the locations analysis project has seen no alternative visions for the regions. I do know that there has been a period of formal consultation about the project, but I’ll like to give a personal opinion about this.
For me, the locations analysis has been just one of very many initiatives that have been thrown my way. By and large, I’m doing what I can to keep up. I’ll put it like this: I have been too busy with day to day admin and issues to have a moment to consider how things are run differently, and perhaps other people have the same views.
Have I been invited to a workshop to consider the different ways in which the university might imagine a regional structure that would serve the university in, say 2020? No. Would I go if there was one? Yes.
There is one main concern that I’ve mentioned before that I do find astonishing. It is this: how can a recommendation be suggested without any thought about how it could be achieved?
Although all of these thoughts, opinions and comments relate to my own experience of a staff tutor in the London region, there may well be lots in common with many of the other regions: Oxford, Cambridge, Gateshead, Bristol, Birmingham and Leeds. (Not to mention also Nottingham and Manchester regions, which would be irrevocably changed if these proposals do go ahead).
Here’s an important concluding message: I personally challenge senior management to come up with some more sensible thinking. I also urge management to dispense with the current plan. In my opinion, the current proposals are an uncomfortable combination of folly and vandalism. Plus, they don't seem to take into account many of the essential functions that take place in the regional centres.
We’re not just talking about what is good for the university, we’re talking about bigger issues: we’re talking about reducing the extent to which we collectively fight and work for social justice. The current recommendation suggests that we’re talking about reducing the mission of the university, which has always been about open to people, places and ideas. Let’s not have an idea that attacks places in such an outrageous way. This idea, of course, will directly affect people. And the people I’m talking about are, of course, our students.
Acknowledgements: many thanks to two colleagues who took the time to quickly proof read this blog post during what is the busiest and most intense time of the year – I really appreciate it! Also, any remaining grammatical mistakes, operational misunderstandings or tryping mistakes are entirely my own.