Author Archives: Rebekah

Supporting transition and success: On Track and BBK Chat

Ali Sheldrick, an Access Officer in the Access and Engagement team shares some of the initiatives that students can access to ensure a smooth transition into higher education.

A person sitting in a chair talking to another person on a laptop screen

University life has always taken some getting used to. And this is especially true in an age of rapid and unpredictable changes to the delivery of higher education brought on by the onset of COVID-19.

With the continued success of students from under-represented backgrounds a key aim for the Access and Engagement (A&E) Department, we have been busy expanding our support for offer holders and new students over the past two years.

In addition to our support around specific scholarships and bursaries, this transition work has focussed on two programmes – BBK Chat, our student mentoring scheme, and On Track, our new transition support programme.

BBK Chat

“My first session was excellent because my Mentor explained how to do well at University regarding time management, where I can find help on my studies skills, essays and exam deadlines.” – BBK Chat Mentee feedback

BBK Chat is a peer mentoring scheme that offers first-year students from under-represented backgrounds an opportunity to meet with an experienced Birkbeck student. These informal, regular chats take place three times a year (autumn, winter, and spring) and give new students the chance to ask questions and speak with someone who can provide support and guidance from a student’s perspective.

Last year, meetings shifted from taking place over a tea or coffee in and around Birkbeck’s campuses to online only meetings. The 80 students who are meeting this year were given the choice of meeting online or in-person and paired up accordingly. This took place alongside a renewed emphasis on pairing according to common subject area, lived experience, and background wherever possible.

With this, we’re now able to sustain BBK Chat’s unique offer of tailored one-to-one guidance from people who have recent lived experience of successfully navigating their first year at Birkbeck.

On Track

“It was more than my expectations. I have learnt so much about others’ experience….”On Track attendee feedback

On Track is a subject-specific programme that supports students from non-traditional entry routes (non-A-level) through the pre-entry and transition stages of their studies at Birkbeck.

First piloted in 2020 with two cohorts of Biomedicine and Law offer holders, it was expanded to include Arts Foundation Year and Business and Management subject areas for the 2021-22 intake: going from a total of 21 to 35 participants.

On Track provides academic guidance on what students can expect from their course, resources to support preparation and ongoing success with their studies, and a chance for them to get to know fellow students and staff before their first term at Birkbeck.

All offer holders who applied without A-Levels were invited to participate in the programme which was based around three subject-specific workshops, taking place over Summer and into the start of term. These were delivered by an A&E Access Officer, course teaching staff, and current students; whilst participants also benefitted from access to an On Track Moodle page and the option of one-to-one catch-up meetings in the first term.

Plans are being made to improve and expand On Track to reach more new students in 2022!

“…it really answered the questions, that were running through my mind regarding October…” – On Track attendee feedback

The Access and Engagement Department will be running a programme of outreach activity with both current and prospective students across the academic year, with Is University for Me? events planned for January and May 2022 and taster courses in Law (February) and Psychology in Education (May), plus much more!

For more information about our work and how to get involved, colleagues can email the  team or explore our webpage.

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Birkbeck beyond the boundaries

In 2023, Birkbeck celebrates its 200th anniversary. In this blog, Richard Clarke, a researcher, discusses how the College developed its extra-mural provision from the end of the Second World War to the beginning of the 21st century. 

One hugely significant event in the post-1945 history of Birkbeck College was its amalgamation with the (federal) University of London Department of Extra-Mural Studies (DEMS, or, simply ‘Extra-Mural) in 1988.  Then, almost all of the (pre-1992) British universities had some form of ‘outreach’ unit, charged with delivering their scholarship to a wider audience, and these tended to fall into one of two categories, both funded directly by the state under the 1944 Education Act.

A flyer advertising University Extension courses, featuring a drawing of Senate House One was the (Cambridge) ‘university extension’ model which typically involved academics travelling to deliver their expertise some distance from their university base.  Launched in 1873 and focused first on northern manufacturing cities, it reached London with the establishment of the London Society for the Extension of University Teaching (LSEUT) in 1876.  The other, beginning in 1878, was derived from a parallel (Oxford) ’tutorial classes’ model in which tutors (not ‘lecturers’) were provided by the university but the syllabus was negotiated with students themselves.  Courses were typically delivered in collaboration with other organisations including the Workers’ Educational Association (WEA, founded in 1903).  This provided two distinct traditions in tertiary level adult education, manifest variously in different university extra-mural departments.

London University DEMS was unique in that it consisted of two ‘Responsible Bodies’, each separately funded under the 1926 University of London Act which established its governing University Extension and Tutorial Classes Council (UETCC).  Both grew rapidly in the decades following the end of the Second World War.  The ‘Extension Section’ delivered a programme comprised mainly of accredited Certificates and Diplomas – everything from archaeology to religious studies, and it included several relatively autonomous vocational units, notably in nursing, in social work and in transport studies.  The other, the ‘Tutorial Classes Section’, focussed principally on non-accredited classes, covering if anything an even wider range of subjects, mostly delivered in conjunction with what was then a strong network of local WEA branches as well as with trades unions, local community organisations and third-sector organisations.  Together with their programme – in terms both of subjects, student numbers and of full-time equivalent (FTE) grant was significantly bigger than that of the College to which the amalgamation brought important additional funding.

By the time of the London ‘Extra-Mural’ centenary in 1976, Birkbeck College had itself survived more than one crisis.  This included a proposal in the 1960s “to change the character of the College from an institution for part-timers and evening students to a college for full-time undergraduate school-leavers, on some green-field site outside central London.” (1). While this was defeated by determined opposition on the part of Birkbeck’s staff and supporters, the consequence was that the College and the federal University’s Extra-Mural department continued their development along parallel, but largely separate paths – the College focussing on high-quality research and part-time degree teaching, and the Department developing an extraordinary diversity of activities beyond its traditional ‘liberal’ core.

By the mid-1980s, however, the anomalies had become a major challenge.  The independence of ‘extra-mural’ had been an advantage in the early post-War period when degree-level study was restricted to a few; but with the growth of the university sector the lack of connection between extra-mural ‘outreach’ and teaching and research within the University’s walls had become increasingly apparent.

Many of those taking extra-mural certificates and diplomas wished to progress to degrees and postgraduate work but found it easier to do so at universities outside of London.  A major growth in the numbers of young – and not-so-young – people going ‘to’ university, reduced the demand for degree-level certificates and diplomas.  The success of the Open University had shown that universities do not need to have walls at all; there was a growing demand “to study with and through the University of London but not necessarily at it.”(2)  And the establishment of new universities (Essex, Surrey, Kent and later Brunel) all involved a contraction of the London extra-mural area.  This nevertheless by the mid-1980s still stretched “north to south from Chorleywood to Croydon and east to west from Southend to Uxbridge.”)(3)

At the same time, the distinction between what went on ‘inside’ and ‘outside’ the walls had become an encumbrance.  Staff within the Extra-Mural Department were increasingly developing their own research specialisms and reputations and making, or wishing to make, links with cognate departments within Colleges and Schools.  It happened also that the then Master of Birkbeck, George Overend, was also Chair of the Senate Committee of Extra-Mural Studies.  In the session 1985-6, a Working Group was established, chaired by Overend, to consider future options for the London DEMS.  The Group had only met on a few occasions (its deliberations inclining towards some kind of merger with Birkbeck) when Birkbeck itself suffered a major financial crisis.  This led to another committee, chaired by Sir Barney Hayhoe MP, charged specifically with restructuring the College to meet the challenge.  The Hayhoe Committee, amongst its other recommendations, endorsed the proposal that DEMS should become part of Birkbeck as one of its new resource centres. The proposal also began to interest the University which had recently appointed Dorothy Wedderburn, the Principal of Royal Holloway and Bedford New College, as its first Pro-Vice Chancellor for Continuing Education, as part of a policy to develop a coherent federal policy in this area.  Wedderburn in turn endorsed the proposal for incorporation, and established a formal University Working Party, chaired by Tim Brinton, a lay member of the University Court, to take this forward.

A key proposal of the Brinton report was for ‘complementary development’ of Extra-Mural Certificates and Birkbeck degree programmes.  Where cognate provision existed in both institutions, Brinton argued, it should be linked; subjects offered only ‘extramurally’ might stimulate the development of new degree programmes (acting, inter alia, as progression routes for certificate students) or offered as options within existing degrees, and elements of Birkbeck degree programmes not already matched by certificates and diplomas could be offered ‘extra-murally’.  In practice, integration did not go nearly as quickly as Brinton envisaged, partly as a consequence of the size of the extra-mural programme and fears of College staff that they might be ‘swamped’; perhaps because of reciprocal fears of ‘absorption’ and ‘dilution’ which had prevented any progress towards a merger in 1976, but also because of the significant organisational barriers to collaboration produced by the new College ‘resource centres’ that arose from the implementation of the Hayhoe Report.

Initially, DEMS was simply incorporated within Birkbeck in 1988 as a semi-autonomous Centre for Extra-Mural Studies (CEMS).  Subsequently, when the resource centre structure (introduced by Tessa Blackstone upon her appointment as Master in 1987) was replaced by academic faculties in 1999, it was renamed the Faculty of Continuing Education (FCE) and then in 2007, the Faculty of Lifelong Learning (FLL), throughout still occupying the two buildings; 26-28 Russell Square and 32 Tavistock Square (which hosted the WEA’s regional office on its top floor) to which it had moved in 1975 from its earlier home in Ridgemount Street.

At the end of the 2008-9 academic session — after two decades of semi-autonomous existence (and little more than a year after its change of name from ‘continuing education’ to ‘lifelong learning’) Birkbeck’s FLL, its staff, their teaching and research were finally assimilated into four new ‘super-schools’ alongside colleagues in cognate subjects ‘across the car park’ from their base in Russell Square.

Writing in 1988 on the eve of the incorporation of the ‘Extra-Mural’ Department within Birkbeck, its then Director, Brian Groombridge, had described the incorporation as “one of the most profound structural changes in the Department’s history.”(2).  The incorporation reflected the start of much broader changes in the structure of part-time higher education.

One factor was a rise in credentialism – both a demand for certification and an insistence on it by the DES as a condition of funding.  ‘Mainstreaming’ – the requirement for formal assessment of learning outcomes for all funded students meant a loss of flexibility in the Tutorial Classes curriculum.  This was followed in 2008 by the introduction of the European Qualifications Framework (EQF), implemented in Britain as the National Qualifications Framework (NQF) whereby all awards were referenced to a series of levels and carry a credit rating in the Credit Accumulation and Transfer Scheme (CATS).  NQF was accompanied by ‘ELQ’ – the withdrawal in 2007 of funding from students already in possession of a qualification at equivalent (or higher) level than that at which they wished to study.  ELQ anticipated the subsequent abandonment of all state funding for liberal adult education by an increasingly instrumentalist neoliberal government.  In combination, their consequences (and the end of one of the last remaining university departments of adult and continuing education) may be seen also as the final stage in inexorable erosion of the ‘liberal ethic’ (and of partnership provision) within the university sector.

Paradoxically, the final assimilation of FLL within the new College structure made possible the realisation of some of the possibilities envisaged over two decades previously in the Brinton Report.  One of the DES funded innovatory projects already in progress as the 1988 incorporation of DEMS within Birkbeck was underway (and cited in the Brinton Report as potentially beneficial to the outreach capacity of Birkbeck) was an ‘East London Project’, aimed at exploring ways in which the University, through its extra-mural department, might contribute to the social and economic regeneration of the area.  Then the collaboration envisaged was with Queen Mary College and the London Docklands Development Corporation; today it is with the (‘new’) University of East London, the London Borough of Newham, and other organisations in the region of the London Olympics and the Thames Gateway, but Stratford East represents in many ways the fulfilment of the opportunities identified in the Brinton Report and by the 1988 incorporation of ‘Extra-Mural’ within Birkbeck.

Other recommendations of the Brinton committee were manifest in different ways.  For example, complementary development and integration of certificate and degree programmes were limited in practice to the Certificate in Ecology and Conservation which, in 1988, became a key ‘vertical’ slice through Birkbeck environment degrees, providing an ‘outreach’ element to students who might not otherwise have considered a full degree as well as an exit route for those who had done so but who found the time commitment of three evenings per week too demanding.  Other attempts to develop new integrated degrees and certificates by means of newly created joint (extra-intra mural) posts (for example in archaeology, development studies and in science & society) placed an enormous strain on the colleagues appointed, who were not only expected to do far more than their notional fractional allocation to each ‘home’ but had to operate dual incompatible assessment and administrative systems.

At the same time however new awards were developed within the new Centre, in part as a response to – or a defence against – a perception within ‘main College’ that much of its work was of ‘sub-degree’ standard.  Several of these new awards were at postgraduate level.  Examples included postgraduate diplomas in Environmental Management and in Counselling.  Partly because of a concern within the Centre that progressing approval through the College’s academic board might meet with opposition, these were taken through the Council for National Academic Awards (CNAA) route in 1992 – just before the CNAA was itself set up as part of the process of transferring degree awarding powers to the ‘post ‘92’ universities.  The CNAA confirmed their rating as postgraduate, and they became the core of new Masters’ awards (the first in the Centre) in 1995.

A leaflet that says 'Certificate in Earth Science'

The Masters in Environmental Management (Countryside and Protected Area Management) and another MSc in Environmental and Heritage Interpretation were particularly significant in that, being taught at weekends (coupled with week-long residential modules elsewhere) they attracted students from well beyond the London area, including Scotland, Switzerland and the USA.  Moreover, being ‘national’ in appeal, they attracted sponsorship, so that for a number of years both the then Countryside Commission and The National Trust each funded six scholarships – the former for local authority countryside staff and the latter for the Trust’s own employees.

Today few universities retain a significant level of extra-mural provision – part of the generalA leaflet saying 'Environmental Training collapse of liberal, non-vocational adult education.(4)  Exceptions include Oxford University’s Department for Continuing Education and Cambridge University’s Institute of Continuing Education.  Within Birkbeck, while little of the 1988 ‘outreach’ provision survives today, legacies of the incorporation can be found in the College’s research and teaching, for example in London studies, in links with significant institutions in working-class education such as Toynbee Hall and the Bishopsgate Institute, and in other, now mainstream areas of university provision which were pioneered with DEMS/ FLL.  For example, DEMS and – by inheritance, Birkbeck – was the first university institution to recognise women’s studies as a legitimate field of scholarship and teaching, manifest in the appointment of Britain’s first lectureship (Mary Kennedy) in the subject.  Extra-mural traditions of radical history and critical science complemented those that had already been pioneered within the College by such prominent individuals as Eric Hobsbawm and J D Bernal.  Another legacy is the relatively large number of hourly-paid associated fixed-term ‘teaching and scholarship’ staff which remains a feature of Birkbeck today.

  1. Hobsbawm EJ. ‘Birkbeck and the Left; Concluding address to the 175th Anniversary Appeal Lectures at Birkbeck’. Times Change 2001:14-17.
  2. Groombridge B. Extra-mural Futures: The Prospects for London. London: University of London Department of Extra-Mural Studies; 1998.
  3. Brinton Report 1986, unpublished
  4. Clarke R. ‘‘Really useful’ knowledge and 19th century adult worker education – what lessons for today?’. Theory & Struggle 2016;117:67-74: https://online.liverpooluniversitypress.co.uk/doi/abs/10.3828/ts.2016.17.

Further information:

  • Read more of our 200th anniversary blogs
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Meet Astrea: Anna Phillips, Deputy Director of Estates Resources

In the first in a series of interviews with members of Astrea, we talk to Anna Phillips, the Deputy Director of Estates Resources at Birkbeck about how she pivoted from being an air hostess to her current role, what inspires her, and how she unwinds.

Anna Phillips on some scaffolding net to her colleague Can you tell us a bit about your career journey so far?

I never had a career plan until I came to Birkbeck. It was frustrating as most of my friends had some kind of idea of what they were good at and what they “wanted to be”! I knew I was always good at being practical, organised, and “building and fixing things” but I went to a school very focussed on academia and so didn’t quite fit into their ideals of Doctor, Lawyer, Politician etc.  Had there been more emphasis and support for alternatives I would probably have accessed Estates and Project Management much earlier on, rather than via a combination of circuitous routes and happy accidents!

I ended up doing German Language and Literature at the University of Kent purely because I liked languages and literature but with no intention of using it in any of the career paths that usually follow. Four years later, armed with a degree I had no idea what to do with, and none the wiser as to what to do next, I saw a job advert for London-based but German-speaking Lufthansa flight attendants. It was the perfect first job for me – languages, travel, organisation, responsibility, accountability, teamwork and self-confidence. Two years later, after 9/11, there were a huge number of redundancies, and I was again jobless and unsure what to do next. I intended to temp or find something short-term in order to return to flying when the dust settled, but the job and the industry were never the same after that and recruitment never returned to pre 9/11 levels.

And so, I ended up at Deutsche Bank (DB) as a contracted worker, again by chance really, having got an interview on a recommendation from a friend who already worked there. Whilst I was grateful to only have been out of work for a couple of weeks, I couldn’t stand the corporate atmosphere, which made for a stifling work environment. I don’t even know how I got stuck there for so long – I worked my way up from Reception to Room Bookings Co-ordinator, arranging meetings, conferences, and events and managing a weekly rolling team of six out of a full 40. The saving grace was that I liked the job itself, managing teams, and organising the use of rooms and the Estate. I didn’t even realise that “Room Bookings” was an actual job title until the sister of a colleague who had just graduated from Birkbeck sent her a job role listed as Room Bookings Team Leader – a job advert she then sent on to me as it described almost word for word the job, I’d been doing for 10 years! Two weeks later I had the interview at Birkbeck and an hour after that I’d been offered, and accepted, what would become a life-changing role.

And so, where my previous role had broken me, left me with no confidence in my abilities and no vision to excel or succeed, Birkbeck stepped in, picked me up, dusted me off and built me back up. I was enormously lucky to have a line manager who encouraged me to take on more and more responsibility, who trusted me and saw the career path that had eluded me, and so fortunate that Birkbeck gives the support, training and encouragement to those who want it. I took on various different aspects of Estates and learnt the integration needed specific to higher education and the different requirements and demands an Estate needs to provide for that setting. I became Commercial Services/Room Bookings manager in 2014 taking on the financial management for both Commercial Hire and External venue contracting along with more input in to the use and upkeep of space as well as the potential for future estate expansion. Because I finally found my career and niche, I was able to keep expanding into Estates and areas I found interesting and took on more of an Estates role within the wider college, resulting in becoming Deputy Director of Estates Resources in 2019. So, there we are – I took the long way round to the place I should have started if only I’d known, but it was all worth it to have a career I love, in a company whose ethos I agree with and support, and to be part of and help lead the most fantastic department.

What are some tips for success?

Be confident in your abilities, if there is something you want to do, or think can be done more efficiently just say so, you’ll be surprised at what you can achieve if you take ownership of something, no matter how small. Don’t limit yourself, look ahead to what you really want to do or where you want to be, and aim for that. Find the things you like and are good at even within something challenging or unknown, and take advice and support from colleagues in other departments to round out your knowledge and ability outside of your comfort zone.

What advice would you give to someone starting your career/field?

You need to experience all the facets of Estates – room bookings and events is a good place to start as you get a huge amount of knowledge about all different areas, demands and expectations that you need to know about going forward. Estates is weird, because the implications and use apply to absolutely everyone, it’s not an area specific to one person, group, department or faculty – it has repercussions for every single person coming through the doors, so the broader your knowledge the better.

What was the last thing you read/heard/saw that inspired you?

I’ve just read Shoe Dog by Phil Knight, the founder of Nike. The man went from selling shoes from the boot of his car to an annual sales return of 30 billion dollars – but mostly he writes about how much he loves shoes, which is perfect – Do what you love!

What do you do to unwind after work?

When my workload is steady, I go out with friends from work or home, see family, potter round the house “fixing” things, wonder why my cooking doesn’t look like it does on MasterChef, binge watch TV…the usual 😊

At “peak” times of the Estates year, I sit in a dark room with a bucket of wine and a straw.

Astrea is a grassroots network for women, transgender and non-binary people in professional and support roles. Find out more on the Birkbeck website.

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In their own words: Tips from our Cheveners (references)

We’ve asked our 2020 Cheveners to share their experience applying for the prestigious UK government scholarship. In this blog, we highlight their tips and advice about obtaining references as part of the selection process.

“My advice to the Chevening future applicants is to be realistic and genuine to select referees that (you) know very well and have engaged with on professional levels, be it in academia, at work, or people you have collaborated with on certain projects. Select people who know your capabilities and believe that you have the potential. People who inspire you to inspire others, encourage and motivate you to be successful, and make a difference in your community.”
Menessia Diergaardt, Namibia

“I would advise future applicants to choose people with whom they have a strong professional and/or academic relationship. Someone whom you can trust to speak on your behalf confidently and with objectivity.”
Bongani Njalo, South Africa

“Since I have been working for 10 years and my work was related to the course of my studies, I chose two of my supervisors as referees. They were an important influence in my career, and they watched me grow from a young inexperienced student to a confident young professional and I appreciate their evaluation of my journey. I would advise applicants to choose people that really know them and have worked with them closely so they can give you a thoughtful opinion of your character rather than a general note. And it’s also a nice letter to read while you apply for the scholarship that you may be anxious about.”
Eva Shimaj, Albania

“My mentor and my MSc dissertation supervisor were my referees. Both knew of my aspiration at the early stages of the Chevening application and supported the application idea. I approached my mentor because they were aware of my personal strengths and career aspirations and my supervisor because they knew of my academic strengths and zeal to learn.

My advice for applicants is to be strategic in their referee selection. Pick people who have seen your strengths and have had experience with you professionally and academically, preferably also someone in a senior role.”
Nozipho Nomzana Mziyako, Eswatini

“I knew my referees in a professional capacity however, we had engaged in several academic activities before as part of our professional relationship. I selected them because I maintained a close relationship with them at the moment, also they are both entrepreneurs developing their businesses in a non-ideal environment, so they are driven, motivated and capable people whose opinions and experience I respect and value. Also, I had the chance to work closely with them while they were making significant progress in their businesses, so they know my abilities and qualities as a collaborator and employee.

Future applicants can make better use of their references if they choose people that are close to them and somehow share their interests or vision in life. I considered my references as a guide for what I wanted to achieve in the future because of their attitudes, capabilities and motivations.”
Yoandra Rodriguez Betancourt, Cuba

“You may want to include a brief description of your motivation to apply, what you wish to achieve with the degree and how it relates to your common interests, and most importantly why you think she/he would be a great fit to comment on your suitability. It is about engaging your referee.

You may want to get in touch with more than one referee to make sure that by February you can at least get the formal approval of two referees.”
Zina Diari, Tunisia

You have submitted your Chevening application, what’s next?
“I stayed in touch with the referees, still through our networking, email, phone calls and sometimes meeting up over a cup of coffee to update them about my Chevening journey and asking them advice on different aspects, professional, personal, and self-development. My referees have been very supportive and encouraging, hence we are still in contact, they check up on me and my academic progression.”
Menessia Diergaardt, Namibia

“Keep in contact after submitting the application. As soon as required, I let them know, when I had received the email from Chevening and let them know that they needed to send the reference. Later on, I would call from time to time to ensure that they send it on time.”
Randolphe Severin N’Guessan, Cote d’Ivoire

“When I got selected for an interview, I followed up with a detailed email where I listed the responsibilities I carried out under (my referee’s) supervision, that she could draw upon to develop my reference letter. Keep in mind that referees are generally academics or managers who come across several similar requests to act as a referee. It is important to highlight the period of time in which you have collaborated.

I also shared the Chevening guidelines for writing a reference letter and kept on active communication with my referee during the process.”
Zina Diari, Tunisia

“I stayed in touch with my referees through social media and phone calls. Since they formed part of my network of professionals, it was easier to reach out to them.

Future applicants should create a network of professionals who understand their ambitions, character, and ethics. This ensures that you are easily referenced and supported objectively.” Freemen Pasurai, Zimbabwe.

Further information:

Blog post by Catherine Charpentier, International Marketing and Recruitment Officer (Africa)

 

 

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Birkbeck and the dubious dealings of Francis H. Fowler

In this blog, Ciarán O’Donohue an MPhil/PhD student in the Department of History, Classics and Archaeology, shares the story of the development of a new Birkbeck building in the nineteenth century. This blog is part of our 200th anniversary series.

New building of Birkbeck Institute 1800s

New building of the Birkbeck Institute. ‘Bream’s building, Chancery Lane’

Once the decision had finally been made in 1879 for the Birkbeck Literary and Scientific Institution to fly the nest and leave its original home in Southampton Buildings, Chancery Lane, it took years for the necessary funds to be raised. Rather than move to another existing building and “make do”, Birkbeck’s executive committee was dead set on commissioning a new one. Fund raising was slow. Scarred by the struggles of the mid-nineteenth century, where mounting debts had threatened the Institution with collapse, the Committee set about taking public subscriptions to reduce the costs.

Nevertheless, the risk had to be taken. Birkbeck could remain in its home no longer. A new building, the Committee asserted, was essential to ‘the prosperity and development of the Institution.’ The revival of its fortunes under the leadership of George Norris was such that, by 1879, new applicants were having to be turned down. There simply was not enough room.

Perhaps this explains the expediency with which an architect was selected to build Norris’s dreams. Intriguingly, the Committee decided not to request tenders from architects. Birkbeck’s future was entrusted to one man, Francis Hayman Fowler. Fowler was an internationally famous and reputable theatre architect. Hailed as a “pillar” of the Metropolitan Board of Works (MBW), the forerunner to the London County Council, he had been an important figure in London politics for twenty years.

With his reputation taken into consideration, his selection out of the blue seems above board. It then merely seems incongruous that the Committee asked eighteen different vendors to tender for the job of constructing Fowler’s edifice. Besides, they could not take any risks. After taking into consideration the various pros and cons of each – and making especial note that they were selecting a builder based on a number of factors, not merely who was cheapest – a Mr. Cates was awarded the contract.

During the Committee’s next meeting, the contract was suddenly and inexplicably presented to Messrs. Nightingale. No clarification was forthcoming. A solitary clue remained, however. Amidst the notes of the meeting, a special note was made thanking Fowler ‘for his attendance and explanations.’ These breadcrumbs seemingly amount to nothing, until we look deeper into Francis Hayman Fowler’s conduct.

As Breams Buildings, the Institution’s new home, was being designed and built, the Royal Institute of British Architects was starting to doubt the legitimacy of the Board’s conduct. Three presidents used their inaugural addresses to cast doubt on the legitimacy of the MBW’s processes, in 1879, 1881, and again in 1883. Singled out for particular admonishment were the Building Acts Committee and the theatre subcommittee, of which Fowler was one of only five members. Specifically, other architects suspected Fowler and other members of the MBW of abusing their position in order to gain contracts, or exact payment for advice and services which would then guarantee that projects met final approval with the Board.

Three years after Breams Buildings was completed in 1885, the rumours surrounding Fowler and a number of other architects on the MBW reached a fever pitch. The Financial Times interviewed a number of disgruntled London architects, and boldly declared that the “facts are no secret.” A scandal erupted off the back of the article. Parliament took up the issue. Almost immediately, a Royal Commission was set up to investigate the Board for corruption, and Lord Herschell was appointed its chairman.

What it found was a shock to a great many people. Fowler’s reputation was such ‘that the Commission was genuinely surprised’ that the allegations were true. Fowler certainly was using his positions to exact payments in expectation of serving external interests on the board. Fowler was forced to resign but refused to ‘admit that he had behaved reprehensibly.’

How does all this relate to Birkbeck, you might be asking? Let’s go further down the rabbit hole. Another member of the Board, John Rüntz was also implicated. Only because he was not an architect, the Commission did not find him to be corrupt per se. Nevertheless, Rüntz and Fowler, the Commission asserted, were part of an ‘inner ring’ which exerted control over the affairs of the MBW.

Rüntz had extremely close ties to Birkbeck, spanning several decades. Originally a cabinet maker, he started attending the institution in the 1840s.  By 1848, he had been appointed Master of the Birkbeck school. By 1852, Francis Ravenscroft had co-opted Rüntz onto the board of the Birkbeck Bank. This relationship with Ravenscroft would have brought him in very close range of the Executive Committee, of which Ravenscroft was a dedicated, important (and honest) member. By 1860, Rüntz was a trustee of the Bank. 1868 saw Fowler elected to the Board of Works, and Rüntz became Chairman of the bank’s board.

The close relationship between the two men, and Rüntz’s extensive connections with Birkbeck, may have set the scene for Fowler’s introduction to the Committee at the very least. In such situations, both men would profit, as Fowler would pay for other MBW members for introductions. This is one course of events that may explain the peculiar decision to award Fowler the commission, with no prior interaction and no alternative tenders by other architects. Alternatively, it could all be entirely speculative, creating false links between the dots.

Either way, it is also important to consider the historical context even of dubious dealings. As historian David Owen conceded, architects were one of a number of occupations that were undergoing a gradual process of professionalisation in the Victorian era. An important yet fractious facet of this transformation was the establishment of agreed standards of ethics. Fowler’s case is evidence of this process. Debates were still ongoing concerning what was permissible in obtaining commissions, how to distinguish a justifiable use of connexions, and precisely what constituted a corrupt use of special influence. This is a potent reason for why Fowler might have refused to concede any wrongdoing: he sincerely felt he had acted reasonably. If architects themselves had differing opinions of the basic standards of fairness, furthermore, how were those commissioning work to decide what was honest or not?

Seemingly, although this scandal put an end to Fowler’s political career, it did not put an end to his scheming. Theatre magnate Sefton Parry commissioned Fowler to build the Avenue Theatre in 1882. With inside knowledge from the MBW, who owned the land, Parry financed the theatre with the express intention of having it requisitioned by the South Eastern Railway. Subsequently, he would receive a payout for the value of the theatre; that is, more than he spent on construction. His plan came to nothing. Then, in 1905, something suspicious occurred. Allegedly, the Avenue needed renovation. Parry commissioned Fowler once more. Before the opening night, part of Charing Cross Station collapsed onto the theatre, leaving only its original façade! Parry got his payday after all.

 

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Meet the Open Library of Humanities team

The six members of the Open Library of Humanities Team in different squares on Microsoft Teams

The Open Library of Humanities team

Tell us who you are, and where you sit in the Birkbeck, University of London departmental structure?

The Open Library of Humanities (OLH) is an award-winning, academic-led, gold open-access publisher with no author-facing charges. OLH was launched in 2015 and has been operating as an independent charity until May 2021, which is when the platform merged with Birkbeck, University of London.

We are based in the College’s Department of English, Theatre and Creative Writing, and it’s Centre for Technology and Publishing. We’re proud to hold a Coko Foundation Open Publishing Award, an AOP Digital Publishing Award, and to have been Highly Commended at the ALPSP Awards for Innovation in Publishing.

How many staff are in the team?
The OLH has a team of five — soon to be six — full-time members of staff.

The team in detail:

  • Dr Rose Harris-Birtill is the Acting Director and Managing Editor of the Open Library of Humanities, and is head of editorial at OLH. She is also the Editor of our flagship journal, OLH.
  • Paula Clemente Vega is the Marketing Officer for the Open Library of Humanities where she is in charge of memberships and of increasing the visibility of the OLH through outreach, marketing and advocacy.
  • Dr Eleanor Careless is the Editorial Officer for the Open Library of Humanities where she oversees editorial processes and production.
  • Andy Byers is a Senior Publishing Technology Developer at the Birkbeck’s Centre for Technology and Publishing. He leads development of the Janeway journal management system project.
  • Mauro Sanchez is a Senior Publishing Technology Developer at Birkbeck’s Centre for Technology and Publishing. He is in charge of managing development processes and operations for the Janeway project.
  • The OLH was co-founded by Professor Martin Paul Eve and Dr Caroline Edwards from Birkbeck’s Department of English, Theatre and Creative Writing.

What are the key functions of the team?
Our mission at the OLH is to support and extend open access to scholarship in the humanities – for free, for everyone, forever. Our small but hardworking team each oversee different facets of the organisation to make this mission a reality, supporting the editors across our platform of 28 open access journals, developing and maintaining our own field-leading open-source publishing platform, and securing the funding that allows our journals to remain completely free to read and free to publish in.

The OLH operates using a consortial funding model, which means that over 300 institutions pool their resources to collectively fund our open access publishing activities, allowing us to publish scholarship without the need to charge authors or readers. Our idea is that research organisations and libraries make a relatively small voluntary contribution – often less than a single article processing charge – that, when combined, covers the costs of running a publication platform on which peer-reviewed scholarly journals can then be published as fully open access. Our dedicated Marketing Officer is in charge of working with member universities, securing the vital member support that allows us to keep running.

One of the goals of the OLH has been to flip subscription journals to open access, making previously paid-for scholarly journals completely free to read and publish in. With this model we are proud to say that the OLH has been able to expand from 7 journals in 2015 to 28 journals in 2021. A huge milestone was the development and launch of Janeway in 2017, our own field-leading innovative open-source publishing platform developed fully in-house by our talented Senior Publishing Technology Developers, which is used both by our published and funded journals, as well as by a growing number of external partner university presses. The editorial team is in charge of coordinating the academic journals published by the Open Library of Humanities, and our Director oversees the day-to-day running of the organisation.

How have you been keeping each other afloat during the pandemic?
The OLH is fully set up for remote working, which allows us to keep overheads low. As such, we worked from home before the pandemic, so in that respect, not much has changed! However, we’ve continued to work closely to support each other through a challenging year. Organising online parties and games has been what has helped cheer up our days and keep us motivated during lockdown, as well as sharing funny gifs, anecdotes, photos and pet updates!

What are your current key activities?
We recently merged with Birkbeck, University of London, which has been a huge milestone for securing the future of the organisation, and now have a new Director, Dr Rose Harris-Birtill. She stepped in to replace Professor Martin Paul Eve, who is currently on research leave until Autumn 2022.

Universities continue to join us on a weekly basis, and our Marketing Officer is always busy dealing with member universities, sending invoices and doing outreach.

With a strong supporter base, we are now in the process of expanding our team. We recently hired a talented new Editorial Officer, Dr Eleanor Careless, and are in the process of hiring a third Publishing Technology Developer to help with journal migrations to our in-house publishing platform Janeway.

What are the plans for the year ahead?
Our developers, with the help of our editorial team, are in the process of migrating most of our journals to Janeway, a sizable project due to be complete by the end of the year, and which means that these will all be published using our own in-house publishing software.

We have recently been awarded a grant of £200,000 from Arcadia, a charitable fund of Dr Lisbet Rausing and Professor Peter Baldwin, to support the innovative research and work of the Open Library of Humanities. This grant will be used to help OLH to expand and diversify its revenue sources. While the pandemic has put strain on library budgets worldwide, OLH has achieved financial stability using its innovative collective funding model. This funding will allow the Centre for Technology and Publishing to expand its Janeway services, thereby providing a second, secure, and stable revenue source for the years to come.

We also recently launched our new Jisc Collections OLH offer for UK institutions. Under this new agreement, UK universities are given the opportunity to voluntarily support us at a higher membership rate. In the coming year, this will allow us to re-open our journal flipping programme to grow our portfolio of open access journals, and make even more world-leading scholarship freely available to all.

When libraries choose to support us at the higher tiers, we will invite applications from scholarly journals currently at for-profit, subscription, and hybrid publishers to apply to join OLH, once we have suitable revenue levels. This flipping will yield benefits not only for the titles that choose to join us and convert to open access, but will also escalate pressure on other publishers to adopt models for equitable open access that allow greater knowledge sharing worldwide.

Who do you most closely work with?
We work closely with our authors, journal editors, partner presses, platform users and university presses that use Janeway to publish their journals, as well as with our 300+ member institutions, and the library open access community more generally.

Janeway is currently used by many publishers and libraries including Michigan Publishing Services, UCL Press, the Open Library of Humanities, Huddersfield University Press, Iowa State Digital Press, the University of Essex, the University of West London, and California Digital Library, which uses Janeway to host its recently launched Preprint service Eartharxiv.

Tell us something interesting about the team.
We love playing games together, and our past online parties have included virtual bomb defusal and the retro real-time strategy game Red Alert (in its open-source version, of course). During the lockdown, two of our team members completed an all-night online gaming session to raise money for charity, and one member of the team even repurposed an old TV to build their own virtual truck-driving rig, complete with steering wheel and cup holder (we’ll leave it to you to figure out who!)

Further information:

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Rainbow washing: what should we think when every brand seems to support Pride Month?

With Pride Month becoming increasingly commercialised, Dr Olivier Sibai, Lecturer in Marketing at Birkbeck, University of London, Dr Mimoun, Lecturer in Marketing at the Business School (formerly Cass), and Dr Achilleas Boukis, Lecturer in Marketing at the University of Sussex discuss how brands are engaging with the month of celebration.

A close-up of the rainbow pride-flag

It’s June again, the first heatwave has arrived, flowers are blooming, and more and more rainbow avatars appear on your social media feeds! Yes, it’s Pride Month again and brands won’t let you forget it! As everyone celebrates Pride, brands won’t stop showing their surface-level love and support to position themselves as socially progressive and increase their resonance with their younger audience.  From brands’ rainbow LinkedIn profile picture to Google Doodles, every brand and its neighbor are jumping on the occasion to demonstrate their virtue. Yet, people are not so easily fooled and criticism abounds! Between accusations of rainbow-washing, blog posts wondering whether we can escape the commercialisation of Pride, and lists of brand’s “Pride fails,” consumers show their disapproval vocally.

Our research recently published in Psychology and Marketing uncovers how consumers interpret brands’ LGBTQ+-related support and decide on whether to condemn or to approve them. We show that consumers are more likely to condemn brands as ‘woke-washers’ if they are unable to prove morally competent. Specifically, media and consumers make up their minds on the biggest corporates by assessing such performative acts of allyship through three moral criteria: sensitivity, vision, and integration.

Moral sensitivity — a brand must recognize the moral content of a situation as failure to do so is likely to damage customer satisfaction, customer-brand relations, and brand equity. For example, by posting straight characters walking over the rainbow flag, Disney has proved morally insensitive to the stigma and discrimination that LGBTQ+ individuals are still experiencing in many instances.

Moral vision — a brand must show a clear moral vision when outlining challenges to free speech that help solve problems for markets and society as failure to do so results in brands being dubbed as ‘conformists’ — those who reproduce the dominant moral judgments about what is acceptable to say publicly. While Mattel still shows a lack of moral vision by mostly reproducing mainstream discourses around gender and diversity, it at least shows some moral integration with the launch of gender-neutral Barbie dolls in 2019 followed by the launch of the UNO Play with Pride edition this year (alongside $50,000 donated to the It Gets Better Project).

Moral integration — a brand must have the ability to pursue their moral beliefs in all situations as failure to do so results in brands being dubbed as ‘opportunists’ and ‘fame-seekers’ — manipulating the boundaries of free speech to serve personal interest rather than reform morality. For example, despite sharing the positive experience of its LGBTQ+ staff members, Pfizer demonstrates a lack of moral integration by simultaneously funding anti-gay politicians.

But let’s not despair, some brands have understood the point of Pride Month and, in doing so, further the fight for LGBTQ equity and inclusivity. For example, over the last few year (moral integration), Skittles celebrates Pride Month with a limited-edition Skittles Pride Packs (gray packaging and all gray candies) to emphasize the rainbow visual as a symbol of the LGBTQ+ community (moral sensitivity), alongside donation of $1 from each pack to GLAAD.

So has Pride Month just become another branded holiday? Well, it’s not for us to settle. But what we can tell you is how to judge the genuineness of branded communication: evaluate the brand’s moral sensitivity, vision, and integration. While we can condemn the over-commercialisation of Pride Month, the good news is that these branded discourses, whatever their values and intent, still raise awareness of the LGBTQ+ cause and normalize and legitimize its presence in public discourse.

Want to know more? ‘Authenticating Brand Activism: Negotiating the Boundaries of Free Speech to Make a Change’ by Dr Olivier Sibai, Lecturer in Marketing at Birkbeck, University of London, Dr Mimoun, Lecturer in Marketing at the Business School (formerly Cass), and Dr Achilleas Boukis, Lecturer in Marketing at the University of Sussex, is published in Psychology & Marketing.

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Prepare your Chevening application

With less than two months until the opening of Chevening, the fully-funded scholarship for postgraduate students offered by the UK government, Catherine Charpentier, from Birkbeck’s International Marketing and Recruitment team, advises on how to prepare for the scholarship application.

A collage of six past Chevening students holding a sign saying 'I can't keep calm. I've been chosen for Chevening'

Some of the 2020 Chevening scholars

It’s official, applications for Chevening for 2022/23 open on Tuesday 3 August 2021!

You’ve underlined the date in red on your calendar. So what now? Is the only thing left for you to do is crossing off the days off on your diary?

Well, no. Now isn’t the time to rest. There is plenty to do ahead of the application opening date. Here are four things you need to do to prepare.

  1. Check that you meet the eligibility criteria

You need to have at least two years work experience (equivalent to 2,800 hours) in order to apply. This can be in part-time or full-time employment, voluntary work or paid or unpaid internship; and this can be submitted in up to 15 employment periods on the application form.

Get your calculator out. Your entries will be calculated automatically by multiplying the number of weeks worked by the number of hours worked per week. For this calculation, a working week comprises 35-60 hours and a working year comprises 40-50 weeks.

Don’t have 2,800 hours of experience yet? Why not apply for an internship, or offer your services to a volunteer organisation to make up the total? You should meet the requirements by the time you submit the application, which should be no later than 2 November 2021.

  1. Gain meaningful experience

It’s not only about quantity but also quality. You might have reached two years of work/voluntary experience but feel that your CV could do with improving. Don’t forget, you will also have to demonstrate leadership qualities in your application.

Can you take on extra responsibility at work? Could you offer to manage on a project for an organisation you are involved with? Can you organise an event for a charity?

The Chevening students outside Birkbeck entrance holding up a blue relay stick

Birkbeck’s 2019 Chevening scholars complete a relay

  1. Develop your network

In your application, you will be required to demonstrate your networking skills. Spend the next few months working on your network. You can reactivate old links and build new relations. This can be in person at work, at events you attend, or online via social media or LinkedIn for example.

You can refer to Birkbeck Futures The Importance of Networking for tips and advice to develop a networking strategy.

  1. Select your referees

You will have to give the name of two referees in your application. Use the next few months to select who you think could provide positive and meaningful references for you. Get in touch now, keep the relation going and remind them all the reasons why you will be deserving of this glorious reference when the time comes.

For further information on the scholarship visit the Chevening website.

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Law, pandemic and crisis

Professor Adam Gearey is a Professor of Law at Birkbeck’s Department of Law. In this blog, Professor Gearey previews Law on Trial, the School of Law’s annual week of free, public events around a particular theme, which this year is ‘Law, Pandemic and Crisis’.

A surgical mask on some grass next to some daisies

Photo by Niamh Gearey

The correct response to the ongoing Covid crisis should be: “enough, this won’t do anymore.” In putting law on trial, this series of workshops seeks to put the whole viral/ military/ technical/ capitalist/inhuman/ racist complex on trial.

Legal thinking needs to catch up with the crisis. This is not a re-tread of the self-satisfied cosmopolitanism of the 90s, or a false choice between identity politics and the politics of anti-capitalism. It is a less-deceived, pessimistic and realistic engagement with the depth of the crisis and the possibilities of transformation: a framing of new paradigms of legitimacy and new ways of thinking. The Black Lives Matter Movement, global concerns with racist policing, climate protest and insurrection in Colombia draw attention to different aspects of this international problem. A morally bankrupt order hangs on through power and promises of bread and circus.

The global health crisis, and the fixation on technical solutions, an obsession that clearly extends beyond health care, also starkly shows that ‘market solutions’ are anything but. Like Leonard Nimoy’s character in the film Assault on the Wayne, we are being fed pills by a bogus doctor that, instead of making us better, makes us much worse.

If we are stuck with markets, then they need to be extensively regulated. Markets should serve social ends, rather than the interests of an ‘elite’ whose wealth insulates them from the effects of the markets they recommend as the only possible form of social and economic organisation. At the very least we need to approach markets with an understanding of how their immanent and radical dysfunctions can be controlled in the interests of the common good.

So, although the global epidemic should provoke a massive realignment of how we do things, it’s unlikely that the new normal will be much different from the ongoing crises of the old normal. We will be stuck with fragile constitutions, dysfunctional markets, populist politics and ongoing social and environmental crises.

Thus, to put the law on trial is to ask, how can we see the big picture? How can we be the less deceived?

Further information 

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Supporting parents, carers and educators during the pandemic

Over the past year, Birkbeck’s Access and Engagement Department has teamed up with the Psychology for Education BA: reaching out to parents, carers, and educators in the pandemic. In this blog they outline how they are supporting those who face barriers entering higher education in a virtual world. People in a classroom with a person speaking Social interaction and peer support are invaluable to all of us, and for children and young people isolated from their friends and usual routines, it has been an especially tough year. Parents, carers and educators have also been hit hard, having to adjust to online learning and struggling to find time for their own needs while juggling online learning, work and caring responsibilities.

Recognising these increasing pressures and following the launch of Birkbeck Inspires last year, Ana Da Cunha Lewin, Senior Lecturer and Course Director for the Psychology for Education BA contributed a series of online lectures for parents and carers. These covered coping with anxiety during lockdown, exercise for wellbeing, and nurturing resilience. At Access and Engagement, we were delighted when Ana agreed to work with us to deliver a five-week taster programme on the subject of Psychology for Education with a focus on children’s learning, wellbeing and resilience.

The Access and Engagement Department aims to support those who face barriers to Higher Education to take a step into formal education. This taster programme provided a space where people could come and learn more about the subject and apply it to their life as parents, carers or at work. It also gave participants a chance to explore what university learning is like using Moodle, seminars on MS Teams and pre-recorded video content.

We had 30 people without a first degree join us, with ages ranging from 20 to into the 60s, and an array of different life experiences. Working with our Trade Union partners, a third of our attendees heard about the course via Unison or the Public and Commercial Services Union. Participants shared their experiences of their own schooling and parenting, or their work in schools or youth work.

Ana da Cunha Lewin said: “It’s been a pleasure to work on the Psychology for Education Taster Course with the Access and Engagement team; planning was really well-supported and the team made the preparation very straightforward. It was also an absolute pleasure to teach a really interested, engaged and enthusiastic group who made the sessions lively with many interesting discussions. A really positive experience and I would be very happy to take part in the programme again.”

Feedback from participants was positive with one person commenting: “Ana and Vanna were magnificent educators and their passion and enthusiasm for the subject has been infectious!”

We’re looking forward to running a similar programme with Mike Berlin and Tim Reynolds from the History and Archaeology Certificate of Higher Education later this year. For more information about our Taster Programmes and Access and Engagement’s other work take a look at our newly revamped web page.

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