sUBMITTED STATEMENT:
Beyond the symbolic and the ceremonial, Oxford’s new Chancellor needs to be a leader who understands and respects its history, whilst championing Oxford’s role as a modern institution which leads higher education on a global stage.
I am an Oxford graduate, and honorary Fellow of Somerville College. I have lived and loved Oxford University as a student and a graduate. In the near millennium Oxford has been teaching, it has not yet appointed a female or Chancellor of colour and that should change starting now. I don’t think my gender or racial background should give me a free pass. I believe my leadership roles speak for themselves.
Now, more than ever, strong and dynamic leadership is needed not only just for Oxford University, but for the higher education sector globally. Oxford is synonymous with the university as a concept, and the space it occupies within the public consciousness. As I have been Chancellor of Coventry Universityfor the last seven years, I have an appreciation of that intellectual weight and understand the diplomacy and responsibility which comes with the position.
Through my time at Coventry and as former Chair of both Shakespeare’s Globe,and ActionAid UK, and a director of the Co-op Group, and John Lewis Partnership I have relevant leadership experience of structures in which diverse stakeholder perspectives need to be engaged, heard and considered. I understand the importance of supportive and consensual leadership.
Beyond the symbolism of the new Chancellor’s characteristics should be the vision and mission for the University; continual recognition of the delicate balance of others’ rights (and obligations) and demonstrable evidence of critical skills needed for the role, as I have:
- Ambassadorship: Proven skills from my roles at the helm of global organisations like ActionAidUK., Shakespeare’s Globe, and Coventry University, include an ability to network and put important issues across diplomatically, sensitive to the audiences which receive them.
- Soft Power: Oxford University’s enviable reach and influence is to be cherished: and further promoted through Government, and industry partnerships and with individuals, locally and worldwide. During the pandemic it demonstrated domestic importance, global partnerships, agility and impressive collaborative responses to future and current needs. I would emphatically support and promote its continued political credibility, academic excellence and commercial relevance during my tenure. The UK Government often leans on Oxford for advice and leadership throughout crisis and growth. I would promote relationships with Government beneficial not just for Oxford but for the sector as a whole, consolidating Oxford’s position as a leader of higher education.
- Nurture the alumni network: Loyalty is sustained by a Chancellor whose love and passion extol its mission from benefit they themselves gained, thereby enabling its network and asset-base to thrive. A University benefits from a Chancellor who commands respect from those within and those who feel they similarly benefitted. Somerville and Oxford gave me incredible opportunity and helped shape me. I therefore feel compelled to support the University and want to inspire others from diverse backgrounds both socially and economically to apply, attend and graduate from our great university.
- Brand advocate: Given my leadership roles and as a lawyer of over 30 years standing, I am articulate, politically astute and have established policy-influencing, high-level government relations. Respect for the individuality and proud distinction of each of the colleges, from the University is critical, whilst understanding the importance of the unity that binds and underpins the strength of the global brand, that is Oxford University
- Ceremonial office holder: I carried out my role as Chancellor of Coventry University proudly and effectively for seven years.
- Champion of fairness, equity and excellence: I received peer-group awards and a CBE for services to charity and diversity.
- Advocate for the professors, lecturers, researchers, and academic Fellows Encouraged cross-departmental collaborations and brokered commercial partnership, encouraging knowledge transfer and fostering an environment where best practices areshared and enacted.
- Governance: Known for my keenness for good governance, a member of Lord McNicol’s commission creating a Governance Code for the Institute of Directors; formerly Director of Legal, John Lewis Partnership and an Advisor to the Institute of Business Ethics
- Cohesion and collaboration within a federal structure:Collaborating and dealing with sensitivities of federations is well within my experience as a Co-op Group director, and from chairing ActionAid following its sensitive devolution of power within its federation of 42 countries
- Support the Vice Chancellor and Executive Leadership:I balance common-sense with humour, support systemic improvement and promote avoidance of cronyism.
It would be an honour and privilege to be Oxford University Chancellor.
Oxford University Chancellorship candidacy:
Ten-point statement of commitments
1)The Chancellorship is symbolic, and ceremonial so there needs to be an understanding of the historic and legacy elements that are to be cherished.
Each College and Hall has a voice and identity, so whilst accepting and recognising each of those, the unifying nature of the University, its role and global reputation should be celebrated, advocated and championed.
2) In addition to celebrating the iconic role of Oxford as an ancient university, there’s a fantastic and urgent opportunity for the Chancellor to use her position and influence to help promote it as a modern institution having- as it does, a respected status in research and innovation, which also pushes boundaries and continues to test norms for the betterment of society, academia, rights of individuals and of the environment.
3) Despite the turbulent times in which we live, Oxford University has remained a scholarly community committed to the pursuit of academic and research excellence and advancement of our society for the collective good. However, I recognise that academic leaders are facing difficulties and challenges they could not have easily predicted even five years ago. As Chancellor I would listen actively better to understand the issues on the ground, from the perspective of Colleges, Halls and the University, embracing everything from climate change and net zero ambitions to College and University governance; and to understand how best to support the Vice Chancellor.
4) As the HE sector faces huge challenges the role of Oxford Chancellor can be helpful in communicating the benefits of the sector, the importance of its wide accessibility and marrying that with the need to stabilise its income.
5) The success and longevity of the University can be strengthened and emboldened by widening access and increasing diversity amongst the academic community at all levels. To widen access effectively, conversations are required about how students can be sustainably supported financially to give them space and time to learn most effectively, whether that be through grants, bursaries or loans.
6) The HE sector as a whole needs strong leadership and advocacy. The Chancellor of Oxford is well placed to help promote that.
7) International soft power links need to be restored and maintained and the Oxford University Chancellor’s role in this can be greatly influential. I would particularly use my passion and love for the University to nurture and strengthen the alumni network.
8) I would also not lose sight of the imperative to nurture fundraising support for the University.
9) The young are the future, and it is all too easy to forget that it’s important to listen to them. I would want to hear about the issues that are considered pressing for them and to promote these as might be appropriate, necessary and helpful.
10) Oxford’s innovation and excellence in research has always come from pushing boundaries and testing norms; and that means academic freedom should be fostered. A university is a place of learning. Learning comes from listening, and that means allowing free speech, whilst having regard to the need for legal compliance.