“Undertaking my curatorial internship has allowed me to discover the world of curating contemporary art and has enabled me to gain invaluable first-hand experience”

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Mathilde Jourdan, MA Museum Cultures with Curating student, is undertaking a work placement at the P21 Gallery, London, as part of her degree course. In this blog, she highlights the experiences she has gained so far on her placement and her ambitions for the future.

The ‘We Refuse To Be Scapegoats’ exhibition

Work experience is increasingly essential to the development of a career, sometimes even more so than degrees and skills. For many students or recent graduates, acquiring that work experience is made difficult by the lack of opportunities in the professional world. Therefore, work placements and internships are often the first step into building one’s experience.

After an initial career in archaeology specialising in Greek cults and sanctuaries, I decided to switch to a museum career. The degrees available in France did not offer an interesting overview on the field of museums nor practical work experience; for those reasons, I decided to continue my studies in the UK. In the context of my MA Museum Cultures with Curating degree at Birkbeck, one of the main aspects I was looking forward to was the work placement, and I was thrilled when I was offered an on-going placement at the P21 Gallery in a curatorial role under the guidance of the director, Mr Yahya Zaloom.

During my degree I have been focusing on studying the impact of colonisation on museums’ collections and the decolonising process in art institutions. The P21 Gallery felt like the perfect environment to develop my ideas and curatorial experience. The gallery, located in Somers Town, is a London-based charitable trust promoting contemporary Arab art and culture. It also commits to increasing the visibility of Arab artists, partly thanks to their residency programme, reACT, offering opportunities for emerging student artists to contribute to the creating of art that aims to strengthen cultural ties and open dialogues between the East and West.

In the first few days of my placement, I met Pam Skelton, a British artist with mixed Eastern European Jewish heritage, who was preparing for her exhibition. We Refuse To Be Scapegoats was Pam Skelton’s first solo UK exhibition in the last ten years and it was the result of Skelton’s long-term research on her own family history, in particular the memories and impact of the Jewish Shoah (Holocaust) and the Palestinian Nakba (meaning ‘catastrophe’ or ‘disaster’) on ensuing generations. I helped her and the exhibition curator, Iliyana Nedkova, with social media posts and related publications, which enabled me to explore the exhibition resources they curated – all free to read, listen to, watch or download. Pam draws her work from different sources, including her own video and audio archive from her research trips to Poland in 1993 and 1996, Israel and Palestine in 1995, and Scotland in 2016, alongside online archives selected from Israeli and Palestinian non-governmental organisations, human rights charities, and media resources.

It was an amazing opportunity to be able to work alongside an experienced curator and an inspiring artist while discovering the importance of social media and diverse forms of communication to reach audiences, especially in a COVID-safe gallery environment. In the future weeks, I have the chance to develop my own online exhibition on the representation of Algerian women, by female artists of Algerian origin. The exhibition has two main goals: firstly, to denounce the hurtful stereotypes created by Orientalist men-artists from the 19th centuries which, to the present day, have consequences on the view of Arab women; and secondly, to help women of Muslim and Arab backgrounds reclaim their history, their bodies, and their image, eroticised and oppressed by the Western world.

Undertaking my curatorial internship in the lead to the private view of the We Refuse To Be Scapegoats exhibition allowed me to discover the world of curating contemporary art and has enabled me to gain invaluable first-hand experience of publicising a solo exhibition comprised of moving image works which span 20 years.

In the future, I intend to continue expanding my knowledge and experience to work in curating, in particular for difficult and silenced histories which are, more than ever, relevant nowadays. This work placement made me realise the importance of peoples’ struggles through history, the impact these events have had on our current society, and the priority we should give to those narratives to develop our understanding of the past to create a better future.

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A new era for Birkbeck’s Bloomsbury campus

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Birkbeck has now acquired the Student Central building adjacent to the College’s main site in Bloomsbury. Deputy Vice-Chancellor, Professor Matthew Innes, explains how the acquisition will transform the experience of Birkbeck students and staff as well as renew Sir William Beveridge’s original vision of creating a campus which enriched the city, supporting ‘a civic university for the…millions of greater London….an academic island in swirling tides…a world of learning in a world of affairs’.

Construction of Birkbeck College Malet Street Building. Planning for the building began in the 1930s and it was built between 1947-1952.

Birkbeck, the University and the Bloomsbury site

The University of London acquired its current site in Bloomsbury in the 1920s to consolidate its disparate administrative offices. Prior to this, the University’s central offices were in South Kensington, alongside the museums and were housed in the Imperial Institute (now Imperial College).  Vice-Chancellor, Sir William Beveridge – the social reformer whose 1942 report was to provide the blueprint for the post-war Welfare State – was fond of recounting how, when he first took up his post at the LSE, he had asked a cabby to take him to the University of London. The cabby had looked blank and then volunteered ‘you mean the place near the Royal School of Needlework’.

Beveridge’s determination to create a central site for the University, which captured the mission of ‘a University for the nation and the world’, came at the end of a significant period of change for both Birkbeck and the University of London. This was the logical conclusion of the reforms that had been introduced following Lord Haldane’s Report into the University of London, which had created a more co-ordinated structure as well as championing Birkbeck’s long awaited admission as a college of the University. Haldane – who held the distinction of having served in both the last Liberal government and the first Labour Cabinet – went on to become President of Birkbeck, which at this date occupied Breams Building in Holborn.

A large block of land immediately north of the British Museum was acquired for the new University site, stretching from Montague Place to Byng Place. The initial plans were for a single complex encompassing the entire site, with a series of wings and courtyards emanating from a central spine, a perimeter facade and two towers, with the current Senate House landmark echoed by a slightly smaller structure at the northern end of current Torrington Square.

Funding shortages and the Second World War meant that the original scheme was never completed in its entirety, with the current Senate House building only filling the southern half of the site. Although the University Principal was tragically killed in a building accident when inspecting the works with other University officials in 1936, Senate House was completed in 1937, rapidly to find fame as the wartime home of the Ministry of Information as well as one of London’s most iconic buildings.

After the War and a direct hit on Breams Building by a V2 flying bomb, Birkbeck found a new home on part of the undeveloped Malet Street-Torrington Square site in 1952. Further neighbouring locations were acquired by the University to house other member institutions such as SOAS and the IoE.

Birkbeck future

Following the acquisition of the former Student Central building, Birkbeck will have expanded to fill a majority of the never-realised northern half of the University’s original Bloomsbury site. With a continuous run of buildings along the Malet Street side of Torrington Square, and the Toddlerlab, Babylab and Clore building opposite, Birkbeck now has the opportunity to create a central campus focused on a consolidated Torrington Square core site, an inclusive environment focused on the needs of our students and open to the broader Bloomsbury and University community.

As our successful bid for the Student Central building pointed out, this acquisition places Birkbeck’s access mission and a student community reflective of London’s diversity, at the heart of the University’s Bloomsbury campus. Our aim is to provide the state-of-the-art teaching, learning and social facilities that our students deserve to support them to succeed and thrive.

The additional space takes us a huge step closer to our aim to deliver all of our teaching in Birkbeck-owned facilities, responding to student and staff feedback that teaching in dispersed rented venues has a huge negative impact on their learning experience, student retention and academic outcomes. We will also ensure that students can easily access the services and support they need and we will move the Students Union to a prominent, more accessible and visible, location.

This is the biggest change for Birkbeck since it moved to Bloomsbury in 1952. With the acquisition of the new building, Birkbeck now occupies most of the northern half of the site for which Beveridge and his contemporaries planned so ambitiously. It is a remarkable outcome for a small institution that has had more than its share of crises.

Beveridge and Haldane in their different ways envisaged a distinctively modern University. As we approach our bicentenary and plan a new consolidated and open Birkbeck campus, we too should aim ‘to give London at its heart not just more streets and shops’ and aspire to create ‘an academic island in swirling tides… a world of learning in a world of affairs.’

It is exciting to think that, via a circuitous route we have become the inheritors of Beveridge’s vision, in the new context of a 21st Century metropolis recovering from Brexit and COVID.

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The missed opportunity of the National Food Strategy

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Dr Jason Edwards, Lecturer in the Department of Politics, shares his opinion on the National Food Strategy, a report released last week. It’s the first independent review of England’s entire food system for 75 years, and it makes recommendations for the government, which has promised to respond formally within six months.

The publication of the much-heralded independent review of the National Food Strategy – the so-called ‘Dimbleby Report’, named after its author, the food entrepreneur and writer Henry Dimbleby – marks an important moment for food policy and politics.

The report is divided into a consideration of the effects of the food system on health and the environment. The health question is centred on the problem of what Dimbleby calls the ‘Junk Food Cycle’. He sees it as a central failure of the food system, promoting a poor diet with disastrous consequences for public health, in particular the epidemic of obesity and type 2 diabetes. The cycle begins with our appetites for highly calorific food being preyed upon by the junk food industry, which churns out ultra-processed foods containing very high levels of sugar, salt, and fat. Market competition means that any reduction in the levels of these (unconsciously) desired ingredients in food products would lead to loss, and so food production companies have become involved in an arms race resulting in the proliferation of junk food. The more this junk food becomes embedded in the culture, the more it has increased appetites for it, both physiologically and psychologically.

Dimbleby’s solution is to break the cycle by imposing a wholesale tax of £3 per kilo on sugar and £6 per kilo on salt. The report headlines this proposal, and it has been the main focus of the media coverage. But the immediate response of the government to the idea of a sugar and salt tax has been, at best, lukewarm. That seems like an anticipation of the picking apart of the report’s proposals by corporate lobbyists that will inevitably come.

Dimbleby is probably right that the imposition of these taxes would have the desirable effect of reducing the consumption of foods harmful to human health. But the issue is with the whole approach of the report and how likely it is to secure the kind of policy changes required to deal with the deep-seated problems that Dimbleby rightly attributes to systemic features of food production and consumption. These problems cannot be resolved without raising questions about power, ownership, and control in the food system, yet Dimbleby skirts over these.

Dimbleby rejects the belief in de-regulated food markets that occupies the Conservative backbenches and some of the chairs at Cabinet. Nonetheless, he does not escape from the market’s view of food as at base a commodity designed to satisfy the biological appetites of the consumer. Here it is clear that Dimbleby has fallen under the spell of the Behavioural Insights team, popularly known as the ‘Nudge Unit’, established in the Cabinet Office in 2010 to apply behavioural science to public policy. What they are reasonably good at is predicting behaviour where a simple and clear instrumental choice is on offer. But, as the COVID-19 pandemic has shown, when it comes to patterns of activity that involve complex, strategic choices with unclear outcomes, they are at sea. Diet is such a pattern of activity, not a set of discrete instrumental choices. It does not boil down to the selections we make at the snacks shelf in the supermarket or the counter at Leon.

Dimbleby is right to argue that we should be wary of solutions to food inequality and poor diet that shift the responsibility to the individual, emphasising personal food knowledge, cooking skills, or commitment to exercise (which has little impact on weight loss anyway). This leaves the door open to those who all-too eagerly and loudly blame the poor for their poverty. But raising questions about how people could and would act under very different conditions of choice is neither to individualise responsibility nor to renounce the necessarily systemic setting of our food choices. The failure to pose these questions is the principal disappointment of the report. To be fair, it does make a number of recommendations about changing the circumstances in which we make our food choices, such as the Eat and Learn initiative for schools that encourages food education from early years. But more generally there is silence in the report on questions of citizen involvement in the food system. At a time when local councils are selling off allotment sites to fund ‘essential’ local services, there isn’t a single mention of the availability of land for small horticulture, funding for cooperative local food-growing schemes, or the provision of public spaces for common cooking and eating. In short, on these crucial questions of food citizenship, Dimbleby simply has nothing to say. The report needed to question the very foundations of the food system: far from doing this, it merely asks for a reformulation of its parts.

Retirement and Pensions: Creative Solutions Required to an Age-Old Problem

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This article was contributed by MSc Governance, Economics and Public Policy student Thomas Boulton. He argues that increases to the State Pension age are sensible, but daring solutions are needed to safeguard pensioners’ living standards and address fiscal deficit.

In 2017, Theresa May attempted to introduce legislation that would have meant the value of an elderly person’s house was taken into account when measuring their eligibility for state funded care. This would have meant many more people having to pay for their own care. The backlash and subsequent backtracking almost cost May the position of Prime Minister. These events serve as an excellent foreshadowing of the likely problems policy makers will face this century. Data on public finances, forecasts in the UK dependency ratio and declining birth rates globally illustrate the emergent need to recognise the threat that demographic aging poses, and that traditional solutions will not be available.

Why we may have to work longer

Put simply, we are living longer, and old age is expensive to the exchequer. Over the last 40 years, life expectancy has increased at a faster rate than the average working life. As a result, the average number of years of retirement a person enjoys has almost tripled, from 5 years 10 months in 1980, to a peak of 16 years in 2014, and 15 years and 5 months in 2018, which comprises almost 25% of their adult life. Whilst nobody would want to begrudge someone a long and happy retirement, the impact retirement has on public finances cannot be ignored. With longer life expectancy, the length of a person’s life at which they are a net contributor to overall public finances begins to diminish.

Source: ONS

At the age of 68, the average person ceases to be a net contributor as a result of retiring and paying less tax, compounded by increased health and welfare spending when they reach their 70s.

Hard choices

Increasing the retirement age alone will not plug the gap. Life expectancy is forecast to continue rising in the UK. More significantly, demographic aging trends suggest increasing the retirement age may not have a significant impact, even if the electorate were to regard the idea of working longer as tolerable.

Source: OECD

Whether we choose to stick to a retirement period of just over 15 years, as in 2018, or maintain that a quarter of our adult lives be spent in retirement, people born in 1990 could still expect to be working in 2060. However, this would only leave public finances a little better off than they are now, given the forecast in the old-age dependency ratio.

Source: ONS

Birth rates and net migration

One straightforward solution to the dependency ratio is to increase the number of people in the country between the ages of 22-68. Easier said than done. Birth rates are in decline both in the UK and in all of the countries where the UK’s migrant workers have historically originated. This should leave today’s policy makers wondering where tomorrow’s migrant workers will come from.

Source: World Bank

Private pensions and productivity

One recent policy success has been the institution and uptake of workplace pensions, which will mean many fewer people will be reliant on the state pension. The possibility of withdrawing the state pension for those with large private pensions, and other benefits such as free TV licences may be politically tolerable, if framed in a redistributive way. Other than that, policy makers will have to find ways of ensuring tax receipts can increase, while also enabling higher birth rates. Given the further deterioration of public finances post pandemic, the solutions will have to be creative, and implemented more urgently than foreseen by Theresa May. Above all, they will have to be put forward to the public much more convincingly.

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The Emerald Isle: where only grass grows

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This post was contributed by MSc Politics, Philosophy and Economics student Andrew Ó Murchú and was originally written as an assignment for the module ‘Economics: Theory, Policy and Institutions’. Andrew argues that Ireland’s dairy expansion is setting off environmental indicators.

By far the most grass covered country in Europe at ca. 56% of total land area, Ireland’s particular success with milk production can be attributed to its extensive green landscape. Today this is made possible by an inordinate amount of fertilisers and cow manure – the latter now the cause of a shrinking dairy industry in the Netherlands which, like Ireland, benefitted (albeit briefly) from the lifting of EU milk quotas in 2015.

Ireland now has its eyes on the historical growth patterns of the New Zealand dairy industry. Prior to the introduction of quotas in 1984, the two countries then had similar levels of output: annual production stood at almost six and seven billion litres of milk respectively. While Irish production has increased on average almost 6% per annum since 2015, the industry produced just over eight billion litres of milk in 2020 in comparison to 21 billion litres in New Zealand. This exponential growth is now seen as a model for the Irish dairy industry’s expansion in a game of catchup that is causing tensions between government, industry, and environmental NGOs.

A case taken by An Taisce (Ireland’s National Trust) against the successful planning application for a new cheese production facility in Kilkenny has recently been dismissed by the High Court in Dublin. Now the NGO has applied for leave to appeal this decision to ensure the construction of the facility – which would increase Ireland’s annual milk output by over 5% – does not go ahead. The group is concerned that the joint venture between Ireland’s largest dairy processor, Glanbia, and the Dutch dairy producer, Royal A-ware, will set bad precedent for the expansion of an industry with an already poor environmental record.

In their appeal, An Taisce draws attention to a report by the Irish Environmental Protection Agency in 2020, which showed that phosphate levels in 25% of Irish rivers were found to be increasing in line with the dairy herd, while consumption of other inorganic fertilisers has also increased since 2015 in attempts to increase grass utilisation. The Irish landscape has been described as a ‘duoculture’ of dairy cows and grass by ecologist Pádraic Fogarty, with hedge and woodland cover in Ireland already amongst the lowest in Europe even before quota abolition. The blame for the compounding biodiversity crisis is being pointed firmly at the fast-paced expansion of the dairy industry, but political appetite to challenge it is in short supply.

In an unprecedented intervention this month, the Irish Prime Minister, Micheál Martin, appealed in the Irish parliament for An Taisce to stand down in pursuit of the successful planning application. From a short-term political perspective, this may make sense. The multiplier effect of the dairy industry in Ireland is significant, with every €1 of dairy goods exported representing 90 cent spending within the Irish economy, and in 2020 the dairy industry was valued to generate output of €11.3 billion in the country (3.5% of GDP). But as Ireland’s food policy prioritises growing sales to emerging economies for sustainable food, pursuing environmentally destructive practices is unlikely a sustainable position.

Irish annual milk production stands at 1,623 Kg/capita in comparison to 862 Kg/capita in the Netherlands. This may indicate the central position of the dairy industry within Ireland’s economy – but considering the state of the Irish environment, catching up with New Zealand’s annual milk output of 4,671 Kg/capita appears less and less appropriate, or even desirable. The Irish government needs to reconsider its policy of dairy expansion which has become radicalised around the trope that Ireland is only fit for growing grass and its image of grazing cows on pasture. The pursuit of this productivist policy is crippling biodiversity and other environmental indicators. While companies from the Netherlands are moving in on Ireland as a source of overflow from a stunted dairy industry at home, the Irish government need only look to the Dutch food system itself to discover the possibilities diversification has to offer.

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Meet the Open Library of Humanities team

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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!)

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“The work placement as part of my degree course has given me the opportunity of a lifetime”

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Sarina Munro, MA Museum Cultures with Curating student, is in the midst of a work placement at the Swedenborg Society, an educational charity in central London which publishes the works of Swedish scientist, philosopher and visionary, Emanuel Swedenborg (1688-1772). In this blog, Sarina shares how she is undergoing a complete career change and explains what she is doing on her placement.

Sarina Munro

On a rainy April morning I stopped outside a beautiful bookshop that looked like it was out of a Charles Dickens novel. I walked up the side steps and entered this enchanting little gem in the heart of Bloomsbury, London. Yet, what happened was more than stepping into a bookshop – I had just stepped in through an invisible wardrobe into my very own Narnia. As I closed the bookshop door, I closed the door to the outside world – a high-octane, fast-paced, ever-instant digital world, which can sometimes feel so overwhelming and utterly consuming.

I made my way to the Gardiner Room and found myself in an amazing room with bookshelves from floor to ceiling. I stood there and did a 360-degree turn, smiling to myself because I felt like I had just walked into Tommy Lascelles’s room in The Crown. This was going to be my workplace for the next three months, under the mentorship of a Swedenborg Society librarian and archivist, Alex Murray. I was starting a work placement as a collections and archives assistant, as part of my MA Museum Cultures with Curating at Birkbeck.

I am a mature student. The first time I went to university was in the 1990s. I read English, then did a post-grad in print journalism, and went on to have a career in national newspapers and magazines, which culminated in a staff job at a national broadsheet. However, even when working on a newspaper, I would daydream about going back to university to study at Birkbeck. That daydream to study, then became a dream to pursue a whole new career in museology. When the world went into lockdown in 2020, I realised life is too short to just dream. Once on my course, I chose the work placement option, so that I could get some practical experience. I applied to the Swedenborg Society because I am a huge fan of the early feminist-activist Josephine Butler, who led the campaign to repeal the Contagious Diseases Acts of the 1860s. In my interview, I gave an impassioned speech about her work and my interest in Swedenborg Society’s Josephine Butler collection. Little did I know then that the executive director, Mr Stephen McNeilly, would give me an opportunity of a lifetime.

After my initial three weeks’ training, I was handed a folder by Mr McNeilly. It was Swedenborg Society’s Josephine Butler collection: eight letters written by Josephine to James John Garth Wilkinson – homeopath and supporter of the repeal campaign. I was tasked with transcribing and researching the letters. There was such an incredible intimacy in holding those letters, feeling them between my fingers, looking at the fading ink on the yellowish paper – and then, deciphering cursive-Victorian handwriting. On my first day, I struggled, but as each day went by, I became more and more familiar with Josephine’s writing and began to spot dates and connect them with corresponding events in Josephine’s life. It was an incredible feeling, being given the privilege of working with the collection. I felt a closeness to Josephine Butler. I also felt extremely humbled and honoured to have the responsibility of transcribing Josephine’s impassioned words and extracts from her spiritual diary.

My work placement is hands-on and inspiring. Every day I learn so much about collections, archives and the history of Emanuel Swedenborg, his work and all the prominent figures in history that he has influenced and been linked with, such as William Blake, S.T Coleridge, JJG Wilkinson and many more. Working at the Swedenborg Society has inspired me to peel back more and more layers and I have immersed myself into the esoteric, enchanting world of Swedenborgians.

The Swedenborg Museum is currently showing Swedenborg in 27 Objects, curated by Executive Director Stephen McNeilly. It is open to the public every Wednesday from 11am to 5pm. It is a wonderfully eclectic exhibition – from The Josephine Butler collection, a letter written by disability activist Helen Keller, to illustrations by William Blake. For the ghoulish, there are even Swedenborg’s body parts on display. Come and visit. Enter through the bookshop and experience your very own Narnia.

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“We were really challenged to think for ourselves.” 

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Pierre-Yves Rahari is a Partner at AlgoMe Consulting and alumnus of the Postgraduate Certificate in Coaching. This is his Birkbeck story.

Pierre-Yves smiling against a white background.

Why did you apply for the Postgraduate Certificate in Coaching Psychology? 

I started my career in Finance, working for investment managers, and was looking for a way to bridge working in a corporate setting to becoming a consultant and executive coach. I did this at work by taking on mentoring and leadership development assignments and decided that the best way to complement my training would be to study psychology. 

After completing a foundation course in psychotherapy, I began to look for an executive coaching course, but the typical format you see of learning then following a single methodology didn’t resonate with me. Birkbeck’s programme appealed as it seemed to be looking to go more in depth with students, plus the course leaders were from a psychodynamic background and active coaches themselves. 

Birkbeck’s London location was ideal for me and I liked the format of weekly classes, which meant we were fully immersed in the course for the duration of the year. 

What have been some of the highlights of the programme? 

During the course, we were really challenged to think for ourselves. The team didn’t give out a manual or tell us how to do it, but they had a magical way of getting us to think about our practice and by the end of the course we had a real understanding of what it meant to have a contract with a coaching client. I don’t think it’s an overnight thing, but gradually you find yourself listening differently when you speak to people. The framework that I use in coaching now is an extension of what we did in the course. It has prepared me well for running my own business and surviving during the pandemic. 

As a French person, I also really enjoyed being on an Anglo-Saxon style campus, surrounded by other university campuses and with coffee and book stores all around. My experience at Birkbeck was very nurturing and I look back on my time there very fondly. 

Can you tell us more about what you do now? 

I run a management consulting company called AlgoMe Consulting, which specialises in asset management. We aim to influence strategic and sustainable change in the investment management industry by helping executive boards and boards of directors strategise and successfully implement transformational projects in their firms, while improving transparency, integrity, inclusion and engagement. A lot of the work we do is with leaders and change management and people are fundamental to this process, both at an individual and team level.

Further Information:

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

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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.

Prepare your Chevening application

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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.