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When one thinks of the cult of managerialism, one name that comes to mind is Howard Newby. During his time at HEFCE, research funding became enormously concentrated, rather than being spent on good work wherever it occurred. But Newby is not a scientist, so I suppose he just doesn’t understand how it’s done. Some recent developments in his career seemed worth noting. I make no comment on the changes that left staff at the University of the West of England (UWE) so demoralised, because I don’t know enough about them.

In Nature (December 2001), Newby was quoted as saying

“The improvements in performance since the last RAE are a direct result of institutions managing their research strategically,”

Anybody who thinks that is totally out of touch with how science works. What actually happened, of course, is that universities learned out to fiddle their submissions better. It is just another example of Goodhart’s law.

But what about the following facts?

In the Guardian, Stephen Bates writes thus.

“Sir Howard Newby is continuing his progress through the groves of academe like a ballbearing in a pinball machine, with the announcement yesterday that he is to become the next vice-chancellor of Liverpool University, barely a year since he took up the same post at the University of the West of England [UWE] in Bristol. Sir Howard is gathering such titles – he was previously vice-chancellor at Southampton, before becoming chief executive of the Higher Education Funding Council for England and president of Uni versities UK.”

The Guardian in “Will the Newby broom sweep clean?” shows the quality if the argument.

“”Steven West, the university’s deputy vice-chancellor, who officially takes over
as acting vice-chancellor on September 1, said that the plans set in place by
Sir Howard would be taken forward and delivered.

“The strategy is right and many
other universities are now going down this road. That’s testimony to the fact
we have got it right,”

Everyone is doing it so it must be right? Ahem, just one problem there surely. Everyone is doing it, but nobody has bothered to try to discover if it has done any good, West’s argument is only too typical of the circular, and data-free, argument so beloved of the management-speak folks, It seems that fashion, rather than results, guide what happens in the world of management bollocks.

The Guardian continues

” . . . university officials said staff were consulted, academics
felt decisions had been made ahead of any conclusions, particularly regarding
the reconfiguring of faculties and a controversial new policy on intellectual
property.”

Uhuh. Decisions made before the consultation? Sounds familiar?

But it gets worse,

“The use of management consultancy firms linked to both Sir Howard and his wife, assistant vice-chancellor Lady Sheila Newby, also caused concern.

“They were private companies with no idea about university or academe telling us how to do things and what to do. People got upset because he was running the university life a little fiefdom and giving very big contracts to his mates,”

said one academic, who preferred not to be named.”

And. from Wikipedia, we learn this.

“He was appointed as the vice chancellor of the University of the West of England , starting in March 2006. In May 2007 Private Eye (Eye 1185) reported that Sir Howard has used his position at the University to secure a highly paid job for his wife and to contract services to a company, Carter and Carter, of which Sir Howard is a non-executive director.
Following these revelations it was announced in July 2007 that he will be taking up the post of Vice-Chancellor of the University of Liverpool from September 2008. “

The Bristol Blogger puts it rather more bluntly.

“UWE Vice-Chancellor Sir Howard Newby is quitting the university, less than two years in to the job, after becoming embroiled in a major conflict of interest scandal between the university and his private education business Carter and Carter. The episode is said to have caused “disquiet” among many on the university’s governing body.”

“Serious concerns were raised about Newby when it was revealed recently he had concluded a deal on UWE’s behalf with a private sector training company, Carter and Carter. Newby, however is a director of the company and was therefore effectively awarding himself a lucrative public sector contract! Questions have also been asked about his relationship to the university’s Deputy Vice-Chancellor. Her name is Lady Sheila Newby!”

“As for Newby’s big idea to turn UWE into a piece of jargon called a “knowledge exchange” that lies well and truly in tatters. The only exchange that’s gone on at UWE recently seems to be public cash into Newby’s private hands.”

Well, at least the UWE’s “knowledge exchange” doesn’t extend to promoting anti-scientific quackery. But it seems that they may be working on that omission.

More on Newby can be found at Eco-Logic, from someone with first hand experience.

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