You are here
Governance
- Principal focus of the project
The catalyst for the project was legislative change (Education Act 2011) together with college funding, eligibility and support for learners, changes to demographics, and issues of financial viability. The governors set out a list of targets for their structure to enable, with options debated at an away-day based on emerging sector knowledge, research on different models, and reviews of recent changes in governance structure.
Areas of learningModified: September 2020Created: May 2012 - Principal focus of the project
This project examined the merits of different forms of governance organisation around the proposed merger of a higher education institution (Leeds College of Music) with a further education one (Leeds City college Group) The merger was examined in terms of the options available to the two parties, and the advantages these merger options would have for both organisations. A number of concerns and issues were identified ahead of the merger based on legal and financial due dilligence and identified risks. A key challenge was the lack of legislation for a HE corporation to move into an FE corporation, which had not been done before.
Areas of learningModified: September 2020Created: May 2012 - Principal focus of the project
The project emerged from the college receiving a local authority request for them to sponsor an academy to improve secondary school attainment rates. The paper explores the legal and organisational issues, the benefits and costs to each organisation and the structures, resources and processes thought necessary to make the endeavour a success.
Areas of learningModified: September 2020Created: May 2012 - Principal focus of the project
The focus was to establish a governance structure which allow them to secure funding from a range of sources while maintaining it's mutual ("staff owned") ethos.
Areas of learningModified: September 2020Created: May 2012 - Principal focus of the project
The study describes the exploration of legal/governance models for taking on Reading College (at that time, part of Thames Valley University). Various organisational models were considered including a Joint Venture (JV) with a private organisation. The report charts the development of the proposal and the (then) outcome.
Areas of learningModified: September 2020Created: May 2012 - Principal focus of the project
This project's focus was on reviewing the effectiveness of a company established to enable adult learning services across the region to assist with consortium bids, to act as a sub-contractor for local authorities who wished to reduce their exposure to providing adult education services, and to act as a prime contractor where appropriate. The review was designed in a way intended to incorporate perspectives of local stakeholders, with Local Authority Adult Education Service heads leading consultations with their communities. The review explored key questions such as how to make the transition from local public service delivery to a social enterprise, how to identify appropriate leadership, management governance and financial models, and how to secure new business for the company when it had no track record.
Areas of learningModified: September 2020Created: June 2012 - Principal focus of the project
The principal focus of the project was to enable two colleges to develop co-working for the mutual benefit of all learners through formation of a federation (as opposed to a merger). A federation proposal was developed to guide this co-operation, with each college working through communication strategies and consultations with staff. Initial questions were around practical and procedural issues the colleges may face.
Areas of learningModified: September 2020Created: June 2012 - Principal focus of the project
The main focus of the project was on identifying the benefits of a partnership between institutions in the context of 'new freedoms' and an emphasis on local accountability, as well as the effects of such a partnership on college governance. As part of this process, the college became directly accountable to the Department for Education for the academy's success, which would impact the college's own governing body. Management consultants were brought in to oversee the change and offer their advice.
Areas of learningModified: September 2020Created: June 2012 - Principal focus of the project
The report focuses on the feelings and experiences of senior managers and lecturers through video diaries and semi-structured interviews. The research examined the reasons for teachers apprehension and reluctance to engage with new teaching methods, and the way these present as barriers to learners becoming more active in their own learning experience, as opposed to the observed didactic method.
Areas of learningModified: September 2020Created: August 2012 - Principal focus of the project
The primary focus of of the project was to reduce environmental impact of visits to employers using video conferencing and digital communications instead. At the time, video conferencing was not widespread so discussions with stakeholders took place to ascertain their feelings towardfs web-based technology and guidance on approaching future training. Data from these conversations and guidance from web-based services were developed into a training manual.
Areas of learningModified: September 2020Created: May 2013