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. 

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. 

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.