Denise Long

As the landscape of Higher Education (HE) continues to evolve, universities face the challenge of meeting the complex and diverse needs of their growing student populations. As Director of Student Support and Wellbeing Services at University College London (UCL), Denise Long has risen to this challenge with innovation and a commitment to student wellbeing that extends beyond the traditional boundaries of support services.

In today’s conversation, Denise sat down with Interview Co-Host Max Webber to discuss her extensive career at UCL, the university’s proactive response to student wellbeing post-pandemic, and the importance of empathy in student support work.

Denise’s Journey

Max: Let's kick things off with a brief introduction to yourself and your institution.

I’m currently the Director of Student Support and Wellbeing Services at UCL, and I've been in this role since 2013. My career journey has been at UCL – I've grown with the institution since 1992, which means over 30 years of experience. I started off organising UCL’s first-ever graduation ceremony when it was devolved from the University of London. That event followed me throughout my career for 25 years until I stopped organising it in 2017, as my responsibilities expanded. During my time here, I’ve seen UCL grow from 9,000 students to nearly 50,000 across 11 faculties, reflecting a remarkable transformation in the university's size, scope, and scale. Recently, we celebrated the 10th anniversary of the Student Support and Wellbeing Services, which gave me a moment to reflect on how far we’ve come in developing this crucial service for our students. Initially, the department was formed to consolidate various fragmented student welfare and support services. My first task was to create and embed this department across the institution. Today, we’ve grown from a headcount of 20 to 204, which is a testament to the increasing demand and importance of student support at UCL.

Max: The landscape of student support has changed drastically in recent years, especially post-pandemic. What have been the key focuses for your team in supporting student wellbeing during this period?

UCL's response to student wellbeing, particularly post-pandemic, has been both proactive and substantial. In 2023, we received an additional £1.9 million to recruit staff in mental health, wellbeing, and disability services, showing the university's commitment to supporting students during this challenging time. We were among the first teams to return to campus, prioritising the reintroduction of in-person services. This visibility and presence have been crucial in building stronger relationships with our students. We've seen a marked increase in students accessing our services – not just because of the growing student population, but because students are more open to seeking support. The pandemic highlighted the importance of flexibility in our services, and now we offer both in-person and remote support, which allows us to meet student needs more effectively without being constrained by physical space.

Max: One of the key themes we've been discussing in this series is creating safe, inclusive environments on campus. With the recent introduction of new OfS conditions on harassment, how are you engaging students in these efforts?

UCL has made significant strides in this area, thanks in large part to the strong leadership of our President and Provost, Michael Spence. He has been very vocal about UCL's stance on culture, values, and the importance of reporting harassment. His leadership has been instrumental in fostering a community where staff and students feel empowered to speak up. Locally, within my department, we emphasise a non-judgmental approach, encouraging students to come forward with their concerns. We also have a dedicated Crime Prevention and Personal Safety Advice team, which is quite unique in the sector, focusing on both prevention and response to incidents. Our "Report and Support" platform is widely promoted, and we regularly analyse the data to identify any trends that need addressing. Additionally, we introduced a Psychological First Aid service in 2022, which was initially in response to the war in Ukraine but has since been used by students affected by various traumatic events, including harassment. This service helps students find psychological strategies to cope with abnormal events in their lives.

Max: Engaging a large student body can be challenging, especially when it comes to sensitive topics. How do you ensure students are aware of and engage with the resources available to them?

Engaging such a large and diverse student body certainly has its challenges, but we’ve found that a strong partnership with the Students’ Union (SU) is key. We’re fortunate to have had a very engaged leadership team in the SU over the past five years. We co-create, co-deliver, and partner with them on many initiatives, often letting them take the lead to ensure greater student engagement. Peer-led programs are also central to our strategy. For instance, we have transition mentors and student residence advisors in our halls and student accommodation. These programs are incredibly powerful in reaching students and providing them with the support they need. 

We also run telephone campaigns using student ambassadors to check in with certain groups of students and get their feedback. Starting our engagement efforts early, even before students arrive on campus, is crucial. We use webinars and other communications to prepare incoming students and make them aware of the services available to them. Visibility is another key factor – our teams are out on campus, embedded in academic departments, and we make a concerted effort to reach out to every first-year student to ensure they’re settling in and know how to access support.

Max: What’s the top piece of advice you’d give to someone starting out their career in student services?

The people I’ve most admired and respected throughout my career are those who have shown kindness. So, my advice would be to always be kind – both to yourself and to others. It's important to be the best version of yourself and to seek out and surround yourself with kind people. Kindness often gets lost in the hustle of work, but it’s crucial for long-term success and fulfilment. Additionally, be brave. Take on challenges that may feel uncomfortable because they often lead to the most significant growth. My career at UCL changed when an academic registrar recognised my skills beyond my current role and entrusted me with a review of our start-of-session activities. That opportunity led to new responsibilities that I hadn’t initially envisioned but ultimately propelled my career forward. If someone sees potential in you, don’t hesitate – embrace it.