Life – Terror. Ecstasy. Fight. Denial. Flight. Failure. PAIN. Forgiveness. Reconciliation. Hope. Love. Peace – Death.
On the eve of the Liverpool Institute for Performing Arts [LIPA] 30year Anniversary celebrations so many memories of my time as a student then as a lecturer at LIPA come flooding back. This past week or so my social media has been crammed with flashbacks & memories. So many reminders of my time at LIPA some happy some not but all significant in shaping my life.
As a potential student I applied for LIPA, at least, 3 times before getting in. I was, eventually, accepted age 39. I was ecstatic to discover I was not the oldest student of the BA (Hons) Performing Arts, Enterprise Management Programme. 1999 the dawn of the millennium. Only two previous cohorts had come and gone before me. At the time of applying I was a partner in a (Liverpool) city centre recording studio. I had previously been a musician and song writer, now a sound engineer technician/producer and business owner. At 39 I thought it was time I got a proper job.
1999 – 2001 3 years learning at LIPA that changed my life
I had reached a stage in my life where I felt I needed a career change. Most of my previous life (13-39) was spent in relentless pursuit of fame and fortune as a member of a couple of bands writing, recording and performing live, original songs. I had given my wildest dreams literally everything. For more or less my whole adult life I had been self employed, with only limited, often uncertain, irregular income. Now, aged 39, the notion of a regular salary seemed appealing.
For a few years I had been considering some kind of teaching as a viable second career. I had been unofficially ‘teaching’ (and had become quite good at it) within my role as a recording studio owner/sound engineer. I enjoyed the customer interaction, the passing on of my 35 years musical experience to ambitious, often young, musicians passing thru my recording studio.
I new I would require a Degree qualification in order to teach, but, where from? Which University and what degree? LIPA was brand new, revolutionary in many aspects, the first of its kind in the UK, a dedicated, performing arts university backed by a musical legend, Paul McCartney and, already, within less than 3 short years, full of kudos.
I had no desire to apply for a music degree (having already had a 35 year career as a working musician/guitarist/song writer). However, the LIPA Sound Technology programme felt more relevant in terms of my new business. I applied unsuccessfully, twice. I was now a businessman, a business owner, I was learning new, relevant skills in order to develop the business. The LIPA Enterprise Management Programme also felt like a good fit. It was the second least popular course (behind Community Arts) at LIPA. Making it less difficult to get in? I knew somebody who was already studying on the management course who could give me a heads up, so I went with that.
In those days applying to LIPA, even for a non performance programme, involved a compulsory interview/audition. If short listed, via a UCAS application, an invitation followed to attend a full day of group activities “to allow applicants to see if LIPA was for them and LIPA to decide if they were for LIPA”.
An intense full day, a taster of the actual courses with plenty of group activities and some individual written English and Maths tests/exams. I had left it late in applying, I learnt afterwards I (we), a small group of just 5 were the last group interviewed for cohort 1999 and I got in by the skin of my teeth. Little did I know that I would, eventually, fore-fill an ambition and become a Senior Lecturer at LIPA (2008–2023). My, combined, LIPA student/lecturer experience would amount close to 25 years. Literally a lifetime!
My LIPA Audition
I contacted Ged Ryan. A first year, soon to be second year, Enterprise Management student. Ged coached me for my audition. At least now I had a good idea of what to expect. I was, self-conscious about my age and my lack of educational background/qualifications (I had not completed any A levels, leaving school aged 16 with only two, low grade, CSE qualifications in Art and History.
We were interviewed by the Enterprise Management Programme Leader, Susanne Burns. We got to lunch time. So far so good. I thought I had given a decent account of myself. I felt my Interview had been going quite well.
Retrospectively, if anything I had over sold myself? Susanne was perplexed as to my reasoning for wanting to enrol on the course? My already having a successful, creative industries, business and what not? I made it clear it was ‘teaching’ I was interested in (at the time I was thinking secondary school). A degree was essential to achieve that and The LIPA Management course would be a perfect fit.
I discovered afterwards, Susanne had sought Ged out, during our lunch break, to gain further insight as to my authenticity and motivation. LIPA insisted on only dedicated students. Those with a genuine rationale for their chosen specialism/discipline, i.e. management, music, acting etc. LIPA did not want aspiring musicians applying for the management programme, for example, as a side-ways entry to LIPA after an unsuccessful, music programme application. The slightest hint of such and you were shown the door!
Some courses were more popular than others. Management, on average, received 100-125 applications per intake (capped at 18-20 places), others, Acting and Music were massively over subscribed. At its peak it was normal to have 3,000+ applications (for 20-25 places) for the LIPA Musical Theatre (Acting) programme.
Team work, was considered a vital factor of LIPA learning and teaching as was age/gender balance. A couple of mature applicants per cohort was preferred to support the younger students. After lunch we had an afternoon session, a group workshop designed to see how we worked together, as a team? We were given a scenario – “To create an event (including a budget) for World Aids day”, at the time a contemporary, controversial, hot, topic. We were given some time alone together, about 30 minutes, then Susanne rejoined us to observe our interacting.
We were a small group which made it possible to be heard and impossible to hide. I suggested we hold the event in New York, Greenwich Village. One of the team, Jan Rung, a German applicant, protested vehemently. He took massive um-bridge to my suggestion. I was shocked by the level of his objections. No matter how hard I tried to calm the situation he became more and more objectional. I can only guess that he was deeply upset by what he considered as stereotyping of HIV with the Gay community of Greenwich Village. To be honest I wasn’t really bothered as to why I had upset him I was more concerned that his refusing to let it go might be detrimental to both our selection to the programme.
Susanne continued to observe, walking around our table in silence. We took a short break, she left us alone. I pulled Jan to one side. I apologised if I had offended him and implored him to “just let it go”, I told him, “please, just shut the fuck up, you are potentially ruining the chances for both of us”? Maybe he realised, maybe not but he did back off. We were both successful. We never talked about our interview afterwards. I liked Jan and we became friends (on the course). We never kept in touch afterwards and I really hope I get to meet him this weekend.
My First Day as a LIPA student
I felt completely out of my depth, totally overwhelmed. I wasn’t sure I would last a week never mind 3 years! Most of the management programme teaching took place on the 5th floor, a row of 3 teaching rooms and a couple of student ‘Management Suits’. Our dedicated management space to commune, to complete research towards our demanding coursework and to meet other second and third year management students which we were encouraged to do (after all they had just completed the work we would be tasked with completing)?
Day 1 Room 5.08 the largest of the 3 teaching rooms. Susanne, Dave, Phil and Mandy (management lecturers) in attendance, our welcome, induction session,“What’s your name, where do you come from and why are you at LIPA”? Led by Senior Lecturer Phil Saxe, the ‘legendary’ Head of A&R of Factory Records, x manager of the Happy Mondays. Phil was 100% old school music industry. He always dressed to impress. The proud owner of an expansive range of expensive, tailored made MOD suits. A Charismatic, confident figure.
We all sat, behind tables, around the circumference of the room taking turns to answer. Unintentionally, I was last. When it was my turn, I, nervously, stood up looked Phil straight in the eye and said, “I am John, from Liverpool and I want your job”! It was completely spontaneous, totally unrehearsed, it just came out? I think in the back of my mind, subconsciously, I thought that I needed to make an impression (good or bad), to ‘get myself on the map’.
Phil was visibly taken aback, replying, “you are welcome to it you cheeky git”! Most of the students laughed, and most importantly, Susanne seemed impressed, mission accomplished. I was definitely on the map! The ‘I want you job incident’ came up several times in my 3 student years. When I became a LIPA lecturer (2008), when I actually achieved my ‘ambition’ it came up again. I was now a colleague, on face value, an equal? It felt surreal and even more so as I would eventually become Phil’s friend. On my appointment I received an email from Susanne saying congratulations, “you did it”?
The LIPA Enterprise Management programme was a trail blazer. The name alone was streaks ahead of anything else out there. I’m not sure anyone truly understood what it actually even meant? The management course (like all LIPA courses) was extremely demanding far more demanding than equivalent management courses at other universities. For example Business Studies at JMU required 4-8 contact hours (teaching) compared with LIPA, a minimum of 16, often 20 hours per week. We had to attend every day and if we missed two lectures within a module it was an automatic fail.
I had discovered this incredible new world, education! I was blown away by it all, like a sponge soaking everything up. I totally emersed myself within my course and I was determined to do the best I could. I quickly set my sights on ‘A First’ (a first class honours degree). My fellow students, several Germans, Norwegian, British, Welsh, American, Catalan etc. were kind to me and me to them. I quickly made friends, some dear friendships that would last a lifetime.
The full-time ‘teachers’ were impressive. The Master Classes were beyond impressive. The Paul McCartney name is an irresistible pull. Each year our Founding Principle, Mark Featherstone-Witty (MFW) would forward a list of super star names to Paul, he would contact them inviting them to LIPA. Lets face it if Paul McCartney comes knocking, you don’t say no?
Susanne had largely created, written the groundbreaking course. A BA (Hons) Enterprise Management incorporated multiple aspects, the commercial (private) sector compromising profit-driven businesses, ranging from local tradespeople to multinational corporations. In contrast, the third sector encompassing non-governmental, not-for-profit organisations—such as charities, social enterprises, and voluntary groups—that exist to reinvest their surpluses into social, environmental, or cultural objectives. She was a fierce woman and programme leader, feared and respected in equal measure by students (and staff) alike.
Students were often sceptical. Each would have their own specialism in mind, music, theatre even film (although LIPA then did not offer film as an option. Some would wonder what the relevance of ‘some’ modules was. LIPA graduates are often asked back to help current students with contemporary advice on achieving employment. Often a graduate would recall a specific module which, at the time seemed pointless for them only to find, often several years later, that the module helped them within their sphere of work. It gave them an edge, allowed them to consider problem solving, sometimes differently which gave them an edge and even made them more employable.
I became the module leader for the 3rd year Placement Module. An extended work placement within the industry sector of their choice. Part of my role was visiting, in person, the various placement vendors even, as many of our students were international (non British), abroad. This was a vital component in nurturing the placement hosts into continuing their, priceless, placement opportunities for future students. Almost 100% of placements were successful. Most extremely so. Hosts might comment, “LIPA students are not like other university students, they are ready, able and prepared for work.” It was the clever design of the programme that certainly allowed this, for students to become thinkers, to be able to think, problem solve for themselves.
Coming from a teaching background Susanne’s teaching style was authoritative, strict, rigid. She expected, demanded a lot. There was no room to hide in her lectures. She could be, bordering upon, cruel at times for example if students had not completed any required pre-lecture preparation, i.e. specific reading around a topic. She seemed to like me, recognising my educational naivety whilst commending, encouraging my obvious enthusiasm. She became ‘My Captain, My Captain’ my inspirational mentor.
Around 15 years ago, during a house move, I rediscovered my first ever LIPA assignment. I remember, at the time, being so proud of it! Susanne had marked it (a very generous) 62. I re-read it. It was awful! So bad, totally unacademic, story like, not supported by (any) referencing.
She had been incredibly generous with her marking. I suspect, to encourage me as if she had marked less generously it probably would have destroyed me. I got better at the education thing ;earning how to write in a proven academic manner and remarkably, by the skin of my teeth, I achieved a First Class Honours degree, one of only two management students who achieved a First in the graduating cohort of 2001. Coincidently both were ‘Scousers’ the only two Scousers on the course. Myself and Vanessa (then) Richardson. Back then (1999-2001) less than 3% of students (nationally) achieved First Class Honours Degrees. Currently, 20-30% of students achieve a first class degree (10 x as many as in 2001). Another point – We were capped at 18-20 students. This years (2026/27) management programme intake is 55! Times have changed.
3 years on it was apparent (even as a student looking inwards) that there were opposing factions within the management programme team and the wider LIPA context. Broadly speaking should LIPA be (more) academic or not? Or even academic at all?
LIPA was founded by MFW and Paul McCartney from the ashes of Paul’s old, dilapidated, grammar school where Paul met George and indirectly, also met John via the attached, old Liverpool Arts college. Paul was interested in redeveloping the Institute School site to create a music school of some kind. Paul consulted George Martin who was involved with the BRIT School. MFW had co-founded the BRIT School. George Martin put Paul and Mark together. All of which is well documented including their first meeting where Paul said to Mark, “I have spent most of my life running away from people like you”!
MFW was undoubtable a “Toff” Paul, a millionaire but (still) a working class lad who had done good! Two totally different people from completely different backgrounds who had a shared vision and who were both acutely aware that they needed each other to make it (LIPA) happen.
MFW who was tipped to be the first Principle of the BRIT School was, at the very last minute not appointed principle. He was still smarting from the disappointment. To create LIPA with Paul was an unlikely, second chance. MFW never wanted to create a higher education facility, as the criteria for such was restrictive, when compared with FE. As their plans progressed it became not possible to go down an FE route for LIPA. It had to be HE or nothing. Mark (possibly Paul as well) wanted another BRIT School, a further educational institution with far less academic restrictions. Mark was also determined that what had happened to him at the BRIT School would never happen again. When the day would come MFW would be the founding principle of LIPA. He/they had very little choice but to proceed on the basis of they were creating a specialist performing arts institution (within the legal model of a University).
It took several years getting everything together. The building was in a much worse condition than first thought requiring significantly more money than originally expected. Due to the McCartney name several sponsorship deals were made. A combined funding package that, supposedly include some of Pauls own money was assembled but they still fell short of what was required. There was a famous meeting in Brussels between Paul, Mark and several important EU Councillors. The European delegates were simply Wowed! by Paul’s presence. He spent most of the meeting just signing autographs. The ESF funding was the first ever ESF funding for a project of its kind, within an educational context. LIPA had the green light.
The rest, as they say, is history….
Despite a staggered start success came quickly. LIPA received great publicity worldwide attracting much interest for international students however, 3 years in there were the beginnings of unrest. Many (most) of the Heads of Disciplines (HOD) wanted to further develop IPA within a more Academic context. Research. Masters Degrees, even Doctorates. LIPA Director of Higher Education, Dave Price was leading the push toward s increased academia. MFW was totally resistant, so much so that staff were forbidden to even say the ‘A’ word, out loud in meetings or within written (email) documents! For Mark, LIPA was and always would be a practical arts training institution and that was that. Nothing more to be said!
2001 – I was coming to the end of my degree. Phil and Dave (Pitchilingi), known to the students as the ‘Jolly Boys’ called me into the management staff room, then on the ground floor. They took me to a vacant desk in the corner of the room. Phil said, “we are looking to fill this desk. Susanne likes you. Keep your nose clean, get your First and it’s yours”! I was blown away. The idea I could finish my degree and walk straight into a LIPA teaching role was mind blowing.
The Night of the Long Knives
During the summer of 2001 there was an attempted coup d’etat led by Dave Price supported by all of the LIPA HODs [with the exception of John Thornton, Head of Sound Technology] and many of the LIPA governing Council (Board). MFW had been in a car crash he was for a short time in a coma and he was now recovering in hospital.
The rebels initiated contact with Paul. The story goes that, Phil Saxe visited MFW in hospital and informed him of the intended coup. Mark rallied and apparently so did Paul who told the rebels, “Fuck off, he (Mark) is my man”! The coup had failed, stopped in it’s tracks. What followed was a series of resignations (sackings) during the summer. All but John T were gone. Along with any chances of a job for myself. Mark also closed the staff room, to prevent staff from ever getting together and plotting again.
The management programme team were divided into two camps broadly speaking Public Sector v Private Sector, (personified by Music Industry versus the rest). Dave and Phil were vehemently ‘Music Industry’ Susanne et al. Were definitely third sector. Phil made no secret to the fact he would be happier if the management degree was only a music management degree. He could barely suppress his dislike of Susanne and what he seen as her ‘controlling nature’. There were tensions regarding the allocation of teaching modules. There was an obvious weakness in the area of finance/accounting an essential area of Business Management. They had no internal staff who could deliver this area to the required level. Instead, various, casual, lecturers delivered finance.
The Jolly Boys knew another permanent ember of staff was imminent. They wanted to reinforce their camp. Or, at the very least, not weaken it? In me they could see an opportunity for control. I was seen as somebody who would fit in within their ‘lifestyle’ who would not rock the boat and who could be manipulated into being firmly within the music industry camp.
After the attempted Coup, Susanne ‘left’ and Phil was appointed Programme Leader, a reward for his Loyalty from MFW? Phil was now in-charge, his priorities changed, he no longer required another Jolly Boy he needed to plug a skills gap within the team, finance.
Phil stopped replying to my emails, or when he did reply he was noticeably distant. The management vacancy was advertised. I applied but did not even get an interview. LIPA was involved with an event taking place in the old Cream/Nation premises, I knew ‘Phillip’ would be in attendance. I went to speak with him to ask if he would “bare me in mind” for any future appointments. He was very polite but clearly offering me only lip servise. People were coming and going, congratulating him, rather like a scene from The Godfather Two, kissing the new Don’s ring. I kept in touch ‘networking’ I never gave up on my dream job the last time was when his wife, Jean tragically died. I reached out to express my sincere condolences.
LIPA – Post Coup
All of the dissidents were gone, resigned or discharged including a whole new Council (board) carefully selected by MFW, those cherry picked for their loyalty and faithfulness. Jeremy Grice, an experienced financier, had been appointed as the new member of the Management Team. Maria Barrett, (Theatre Background), previously a sessional lecture had also been appointed part-time. Phil, unsurprisingly, set about redeveloping the Degree with a greater music industry bias.
There were, historical, mounting divisions and frictions within the team. Resentments regarding curriculum direction and favouritism, the allocation of work loads. Phil definitely looked after Dave. Jeans death impacted Phil significantly. He went off the rails. After a series of complaints from students he was removed as programme leader, demoted to Principle Lecturer, and placed on gardening leave. It is likely he would have been sacked but for MFW’s feeling that he owed him’ for his loyalty during the attempted coup.
During Phils absence, Jeremy, Dave & Maria divided the Programme leadership role between them, 6 months each at a time, until a new programme leader was appointed, a Paul Isles a highly experienced Theatre person with an impressive CV. A popular choice for Maria, Jeremy & Mark. Not so popular for Dave or Phil. 2008 – Liverpool Capital of Culture year, Dave announced he wanted a 12 month sabbatical, from LIPA to start Liverpool Sound City, an urban, new music, festival. Maria put my name in the hat as Daves replacement. Phil put his own name in, Steve Levy, a current, high level, music industry contact but with very little ‘teaching’, experience apart from a few, sessional, management lectures.
I was teaching at Glyndwr University, Wales in 2008. I had been there since 2002/2003 after a couple of years of FE teaching at St Helens College. I was appointed as a senior lecture but quickly progressed to Programme leader for two degrees. Paul Isles contacted me and we met. We got on instantly and he more or less offered me the Dave role there and then on a years secondment basis. Myself and ‘Lev’ both interviewed but I was Pauls’ preference which I think clinched the deal as the interview panel would have been aware of this. I was appointed as a Senior Lecturer for LIPA management, my career dreams had come true!
Working at LIPA
It had been 7 years since my graduation. I still had the romantic notion that working at LIPA would, somehow be the same as when I studied there? The surroundings had not changed, same colour scheme, the same old LIPA Bar and canteen. Some of the staff had changed and some of my student peers had also gained employment at LIPA, nice to see some familiar faces.
The job itself was difficult, a big step up from Glyndwr. I was eased in gradually, delivering less demanding modules at first, the team looked after me, (silently) acknowledging the step up. I grew into the position, retrospectively realising that if I had got the Jolly Boys job in 2001 I would have been totally out of my depth. LIPA was not an inexperienced first teaching role? I was grateful for my 6 or so years teaching experience, pre LIPA, at Glyndŵr.
I quickly realised working for LIPA as opposed to being a student was different. I became acutely aware of, intense, internal politics. There was a distinct pecking order within LIPA programmes decided and dictated by Mark. The divide between performance programmes and programmes that made performance possible was huge. This was apparent in many ways, most noticeably, allocation of budgets and resources. There was an (understandable)? Definite bias accorded to performance courses.
The ‘A’ word was still a burning issue and still divided opinion. MFW had become obsessed by a quest for a Knighthood despite having been previously awarded an MBE. Paul had received a Knighthood and Mark believed he (MFW) had been instrumental in him receiving that award. Mark was disgruntled, even jealous that he had not also been knighted. I don’t think he fully understood nor accepted accepted that Pauls Knighthood was largely given as he was a genuine musical legend, LIPA was just a small part of Pauls overall legacy.
Mark had begun empire building. LIPA empire building with plans for a primary school, secondary school and a sixth form. LIPA from cradle to the grave. I once joked with him, “when are you planning on opening a care home!” Mark railroaded his plans thru via a subservient board despite HE staff concerns that such a massive departure from our principle core business offering would diminish, weaken LIPA HE delivery. However, he was firmly in control and relentlessly pursued the creation of his legacy, a legacy he prioritised and believed would ensure him a knighthood.
Mark had written and published a book. He asked permission if he could include a photograph of Queen Elizabeth II taken when she officially opened LIPA in 1996. Her majesties office refused. Mark included it anyway. The repercussions were instant and severe. That was the point where Mark kissed good bye to any chance of a future Knighthood.
Paul Isles was not enjoying being programme leader. He had no desire nor appetite to commit to the heavy work load of the administrative side of the role. He insisted he was not appointed as such but as a principle lecturer. He was struggling and so were we having to fill in for his obvious failings. He became ill. Cancer which, within 6 months, killed him.
The Management Programme Leader Merry-go-round
A demanding role and largely not recognised as such by the powers that be, notably MFW and LIPA HR. Dave Pitch did not return from his sabbatical. I was asked if I wanted to continue but declined, out of loyalty to my colleagues at Glyndwr, instead, agreeing to deliver a couple of modules. Another year on I was offered the position again. LIPA was my dream job I could not refuse again? They would not ask a third time. I accepted.
My relationship with Mark was interesting. He was the gatekeeper to anything and everything at LIPA. It was vital to keep him onside. I like many members of staff had a love hate relationship with him a lot of the time. Marks starting position in any conversation/decision making process is, “I know more than you, I am the expert in the room, prove me wrong”? It was up to you to present evidence to the contrary, to convince him otherwise? He would listen but then he would do what he was always going to do regardless?
I have seen recordings of him in the early LIPA years. Videos of him during TV interviews. He was impressive, convincing, commanding attention. Sadly, he had started to show his age. It was widely accepted that he was demonstrating increased signs of dementia. This was becoming more prevalent and openly discussed within staff circles who were rightfully concerned. Plans for the unthinkable, his successor began. Previously, he had no intention to stand down, going as far as rewriting the LIPA Business plan and ‘rules’ that stated he, ‘the Principle’ should stand down aged maximum 70, allowing him to continue at the helm indefinitely.
Jeremy, Paul isles, temporary, replacement retired and was in turn replaced by Maria who resigned herself after just 18 months citing ‘lack of support’ and an impossible workload e.g. not enough remission from teaching to allow her appropriate time to ‘Manage and Develop the programme’.
Jeremy stepped in again. We were seeking yet another programme leader. Phil thru Dave Wibberley’s name into the hat. Dave W had an impressive music industry CV and had also been credited as starting a music industry BA (Hons) degree for the University of East London. Dave had previously attended several LIPA graduations bazaarly as a ‘stand-in, Graduation prize giver for Zildjian Cymbals’ and was known to the management team. On face value Dave seemed a good fit.
Dave shadowed Jeremy for a year then stepped up as Jeremy gave way. He seemed charming, respectful but he made it clear, at the very beginning, LIPA were “demanding change” and he was going to deliver it. We (staff) were not given any in-depth explanation as to and why just to expect change with an emphasis on bolstering revenue and cost cutting.
Largely, working alone, without our input, Dave set about (re)writing the degree programme, his mandate for change. I had been diagnosed with advanced prostate cancer, no cure. I subsequently reduced my hours to 3 days per week something Dave found difficult to come to terms with, commenting to colleagues, “I cannot work with part-timers, they are of no use to me”.
We became aware of unacceptable behaviour involving Dave; contact with students outside of LIPA, favouritism towards certain, female students and some students complaining about inappropriate behaviour. We monitored, collating evidence identifying unacceptable breaches. The complaints mounted to a point where we reported such to HR.
HR agreed to monitor the situation. 6 months passed, pre-term Ray Adams, then head of HR asked me to come to his office. He informed me he had received a serious complaint about Dave W, He told me, “I believe we now have enough to dismiss him, I am going to call him in for an interview and ask him if he wants to resign.” Ray never did interview Dave and the complaints from students did not stop.
HR did not do anything, Ray moved on and his proposed deputy, who had been handling our complaints became seriously ill. I felt I had no choice but to insist upon a full investigation. I called for an interview with HR (acting head, David Fletcher and acting HR operational representative, a newly appointed member of staff, Melaney Doyle) where I suggested I had no choice other than whistleblowing if LIPA did not commit to a formal, independent, enquiry.
Hill Dickenson were commissioned to complete the investigation. However, as this was paid for by LIPA it was hardly independent. All relevant staff were interviewed. Detailed written evidence was presented and considered. Despite considerable evidence and acknowledgement of clear misconduct breaches i.e. Dave had interviewed a 17 year old management applicant, alone, off site in a local bar. This was never denied. However, the enquiry findings found Dave W had nothing, substantial, to answer for. The complaint was closed down. Staff were interviewed individually and warned to “let this be an end to it.”
Whilst all of this was ongoing MFW had stood down, Sean McNamara became Principal and CEO of LIPA (2021). Changes occurred within HR, Ray Adams, appointed 26 years ago retired, his pro·tégé and natural replacement Karen Hughes, a HR head in waiting had fallen seriously ill and was unable to take up the role. David Fletcher had become acting head and had appointed Melaney Doyle, a friend of his as Director for Change and later on as acting head of HR operations.
I had met with Melaney on a couple of occasions reporting complaints involving DW. I found her to be, initially, professional. She had assured me she was extremely experienced in dealing with complaints of this nature. in subsequent meetings she became increasingly erratic. She could switch, instantly, from being attentive, empathetic and interested and become aggressive and accusative. After my initial meeting with her I sent her substantial records/evidence of the various complaints and we arranged a follow up meeting.
When I arrived for the meeting she seemed surprised to see me. I got the impression she had not examined what I had sent her and was immediately on the back foot, she said to me, “you are ruining a (this) man’s reputation”. It seems she had made her mind up as to who she believed, Dave or myself and the rest of the management team. To replace Dave, yet another programme leader would be expensive and embarrassing, I guess she had been advised to avoid this if possible.
Not too long afterwards I was summoned by HR (Melaney came to the management office and asked me to step outside). I was informed, there had been complaints submitted against me by several Sound Technology students in regards to inappropriate comments I had made during two lectures. I had been removed from teaching the model and was under investigation.
I was shocked but I realised right away LIPA had seized upon an opportunity to solve the Wibberley problem, by getting rid of me. A provisional hearing was scheduled. I was told later by our Union Chair that HR had come to him stating they were suspending me immediately but as I was a union member they were obliged to inform the union pre my suspension. They were shocked to discover that I was in fact the Union Vice Chair and as such could not be treated as just an ordinary union member. LIPA immediately withdrew my suspension, prior to meeting me.
I was annoyed with myself for allowing this to happen, I knew I had a target on my back and I let my guard down. I had made it easy for them.
The accusations made against me coupled with the Wibberley situation were, on a day to day basis, difficult to deal with. I still had to work with Dave, to share an office with him. Many of our students had become aware, that something wasn’t right the student rumour mills were working overtime. Some (complainants) were inextricably involved. discovery was unavoidable. I was unwell and my health became worse.
I was admitted to hospital for 3 weeks with a catastrophic immune system failure. The investigation(s) dragged on for a total of 9 months without resolution. LIPA did not seem in any genuine hurry to resolve matters. It became apparent, LIPA were looking for, a gross misconduct, dismissal. I was offered a ‘deal’. Sign an NDA, go away and the disciplinary hearing would be cancelled. I would leave LIPA with a thanks, very much for your service ‘reference’ and no charges on my record. My Union regional representative advised me to take the deal. My LIPA dream was over.
I had intended to carry on working for at least another two years. I loved my job, I loved interacting with talented young people. I got a huge buzz from seeing their successes knowing that I had just a tiny bit to do with them. I retired in the Summer, at the end of term with the condition I could attend graduation. Dave W also left, shortly afterwards. He didn’t attend graduation, he had secured a job in London at a, high end, girls college/school. Too many people were on to him at LIPA his position had become untenable.
After he was appointed by LIPA we learnt that Dave was the current conservative councillor for Bromley North, London. He later resigned as he was moving to Liverpool and could no longer represent the people of Bromley. A recent management graduate contacted me only a few weeks ago. She invited me to a small festival she was Production Managing.
I attended and afterwards realised it was her first PM role. She was super proud and she told me she, dearly wanted, me to attend. She was busy on the night but we met up a few days later for a debrief. She was one of the many students who had complained about Dave, he, “made a big pass at me” at her graduation party, saying that, “now she had graduated they should become friends”.
She had found him, this really creepy and inappropriate. She told me that Dave had now left his London job and he was standing as a REFORM Councillor in London, at the recent by-elections. She also told me, for her festival, she had received 17 enquiries/applications for work experience from current LIPA management students.
She had interviewed several of them but on the day only 1 had shown up. We talked about what that meant? She concluded that her time at LIPA was during the peak of LIPA? Sadly, that was no longer the case. Standards had dropped. LIPA students were no longer as good as they once were? I assured her that ‘the team’ had spent at least a year trying to put back the degree to the way it was when she was a student and, hopefully, things will change for the better again.
Change
Nothing lasts for ever. I would be lying if I said that I had no regrets about how my LIPA life had concluded. No doubt, LIPA has been the panicle of performing arts provision however, In the past 10 years several other, similar, organisations have been established. All of a sudden there was effective competition, competition that understood modern marketing techniques and has duly exploited them to LIPA’s detriment. That coupled with a crucial period in LIPA’s development, when MFW took his eyes off the ball and rather than focus on consolidating, even rebranding their HE provision Mark diversified focusing on other areas highlighted above. All of a sudden, LIPA started to look and feel stale, in need of a makeover where as the competition looked, new, modern and exciting.
A new LIPA regime, led by Sean are addressing this. LIPA has spent the past couple of years removing most if not all of the original staff. I would be surprised if any remaining staff have been working at LIPA for longer than 5 years. It is hard to see how any 30th year celebrations can be sincerely enacted with a company comprised of short term employees, literally nobody has any genuine skin in the game? Even Sir Paul is not going to be present and I have heard rumours, neither will Mark.
In recent months the LIPA primary school and secondary schools have collapsed citing money problems. LIPA, ‘The Company’ has financial problems. I hope LIPA will be applauded from the roof tops this weekend. The amount of amazingly talented graduates that have come from LIPA over the years, who would not be who they are, working at the highest levels within their industries is staggering. I am proud to have studied and worked their and I would do it all again in a heart beat.
The world has changed, the world of education has changed. There is no room any more for dinosaurs like myself. Sadly, we live in a world consumed by entitlement. A colleague once ‘jokingly’? Said at a whole company meeting, “first day of term we should line everybody up and give them their degree certificates there and then, all Firsts of course? It would save us a load of work, pain and suffering”. Nobody wants to work for their ambitions, students expect everything, instantly, they want the great jobs but without the required effort.
I completed my LIPA degree within a cohort of 18-20 students, this years management intake is 55, that speaks for itself?
Thanks for Reading
#peace
Dying to Live 