Embed Size (px)
Citation preview
APPROACHES TO SUSTAINABILITY
Dr James Tate and Sue Hatt,
Aimhigher South West
University of the West of England, Bristol
INTRODUCTION
• Study of FECs in Aimhigher SW
• Aims of study to explore:– Types of engagement– Alignment with college agendas– Sustainability beyond funding period
• Research methods– Desk-based: literature, policy, websites– Fieldwork: questionnaires and interviews
KEY ISSUES FOR COLLEGES
• Curriculum alignment
• An inclusive approach
• Adding value to college agendas
• Engagement of middle managers
ISSUES FOR THE FUTURE
• Aimhigher confirmed funding
• Sustainability: a definition
• Rationale for sustainability
• Sustaining what?
APPROACHES TO SUSTAINABILITY
• Continuity - finding other sources of funding
• Embedding – incorporating in another activity
• Mainstreaming - change in working practices
• Legacy - leaving resources, knowledge or expertise to inform future practice
Continuity
Having proven their value to an institution, certain Aimhigher activities will be continued by that institution under an alternative source of funding.
“. . . . if you take something like the masterclasses, you know, that we really benefited from; we would have to fund-raise . . . . linked to every course is enrichment money . . . . It could be that a proportion of that is used . . . . So, yes, I suppose there could be other sources there that one would have to look at because this is so important.”
Embedding
Incorporation of an Aimhigher element within an activity organised by the institution. Embedding to sustain Aimhigher occurs where the institutional undertaking in which it is embedded is one that will continue post-2011
[with sustainability] “. . . . the progression weeks and that sort of thing would happen anyway, because we involved Aimhigher with us, we would run without them.”
[without sustainability?] “. . . all the kids will benefit from it in the class by going on the trips, its [Aimhigher funding] paying for a coach or something, but if there are five Aimhigher students in there, then it covers them.”
Mainstreaming
Organisational learning to effect a widespread or structural change in normal working practices; a major culture-shift or attitudinal change whereby WP awareness becomes part of the institutions standard business.
The mainstreaming of Aimhigher will be facilitated by its successful alignment with the institution’s many other strategies and priorities.
Importance not only of the senior management but also of the middle management (the curriculum managers) for the implementation of alignment of AH with other strategies.
Mainstreamingand Strategic Alignment
“We are the curriculum managers. . . . Senior managers recognise and say ‘there’s a need for a role here’ but we’re the doers . . . . You’ve got to have people who have got that curriculum knowledge.”
“. . . it is up to middle managers like myself to make sure that those strategic goals are put into place and embedded within curriculums”
Legacy
The residual benefits that outlive the programme itself; the lessons learned from Aimhigher that continue to inform and influence institutional activities; the resources and research evidence generated; the expertise shared, etc.
DISCUSSION
To what extent do you consider that these 4 approaches could help you to sustain your work?
CONTACT DETAILS
Jim Tate ([email protected])Sue Hatt ([email protected])
Aimhigher South WestFaculty of Social Sciences and HumanitiesUniversity of the West of EnglandColdharbour LaneBristol BS16 1QYwww.aimhighersw.ac.uk
