Collaboration: Making Mergers Happen A case study Professor Elaine Thomas Emeritus Professor and former Vice-Chancellor University for the Creative Arts

Merger - a brief case study Professor Elaine Thomas CBE 17 th November 2011

Purpose Purpose To use creation of UCA and lessons learned to prompt discussion about collaboration, alliances and merger.

Merger - a brief case study History and context Formal steps Governance arrangements Leadership arrangements Why? Drivers Process – Questions for Governors Key issues Current context

History and Context Art Schools – 1850 Polytechnics – 1960’s Kent – Canterbury, Maidstone & Medway remaining 1987 – Kent Institute of Art & Design (CNAA) 1992 – University of Kent Accreditation Surrey – Guildford & Farnham 1969 – West Surrey College of Art & Design 1992 – Taught Degree Awarding Powers 1994 – Merger with Epsom School of Art Surrey Institute of Art & Design 1999 – Privy Council “University College”

History and Context 2000 – CADISE Regional Collaboration HEFCE Interest 2003 – White Paper – “The Future of Higher Education” University title criteria Specialism and scale A lunch / A Proposal

Formal Steps to Merger Proposal March 2004 March Business Case November 2004 November Business Plan - Due Diligence - Heads of Terms April 2005 April Merger Agreement August 1st 2005 August 1st UCCA created September 1st 2008 September 1st UCA created

Governance Arrangements 2003 – – 2005 – Joint Governors Group August 2005 August 2005 – SIAD Chair of New Board (SIAD Legal Entity) KIAD Chair Deputy 50/50 Membership 2005 – Present 2005 – Present – Incremental introduction of New Governors – New Chair (External) appointed

Leadership Arrangements August 2005 – Transitional period 18 months August 2005 – Transitional period 18 months 2 Leaders, 2 Deputies January 2007 – 1 Leader, 2 Deputies August 2008 – 1 Leader, 1 Deputy September 2011 – New VC Appointed

Kent Institute of Art & Design 3000 studentsCampuses: Canterbury, Maidstone, Rochester Foundation, National Diploma BA Honours, MA, MPhil, PhD Architecture, Design, Fashion, Fine Art, Photography, Media Arts & Communication Design Alumni Tracy Emin, Tony Hart, Zandra Rhodes, Karen Millen, Martin Lambie Nairn The Surrey Institute of Art & Design, University College 3500 StudentsCampuses: Epsom, Farnham Foundation Diploma BA Honours, MA, MPil, PhD Arts, Communication, Design, Fashion, MediaAlumni Owen Gaster, Gharani Strok, Daniel Greaves, Michael Dudok de Wit, Linda Barker Why? Compatibility/Complementarity

Compatibility / Complementarity Institutional Cultural Academic Stronger Together National, Regional, Local Enhancement / Critical Mass Shared Commitment & Vision Creating Something

Vision By 2010, we will be the leading University of the Arts, serving the needs of the Creative Industries in the South East. We will play a leading role in championing the development of Higher and Further Education in the Arts at national and international levels, enhancing the status of our subjects.

New Vision for UCA UCA will be recognised internationally for nurturing world-class talent and advancing the role of the creative arts in society.

Drivers Strong academic purpose Position in marketplace / brand Survival Financial gain – efficiencies Creation

Process – Questions for Governors Rigour of questioning / judgement “Merger of Equals” – management of perception Compromise vs. long term gain Neutrality / objectivity Leadership Real commitment of merger vs. freedom of alternatives Loyalties and baggage

Key Issues Resilience Consultation Communication Sharing the vision Culture New brand / existing brand Long term – review and adapt

Current Context Less pots of money to support or drive Institutional ownership / initiative more important Volatility / uncertainty – risk or opportunity Positioning in marketplace Survival