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Governance: Improving effectiveness for a new age

When and where?
09:30AM, Thursday 30 November 2017, ETC Venues Monument, 8 Eastcheap, London EC3M 1AE More info

Governance: improving effectiveness for a new age is the first national conference for governors of HEIs and members of the professional support teams who work with governors. It will offer a forum to enable governors, professional support staff and policy-makers to share and discuss key and emerging areas of governance. The conference will also provide the opportunity to meet and network with a wide range of Chairs, governors and senior staff from different institutions throughout the UK.

 

Registration and refreshments will be available from 09.30 with the programme starting promptly at 10.00. The conference will close at 16.45 and be followed by a drinks reception from 16:45 to 17:45.

 

Location: ETC Venues Monument, 8 Eastcheap, London EC3M 1AE


In addition to the conference, on that same evening, we have added an exclusive performance of Crossing the Line, a dramatisation of interviews with vice-chancellors and governors. Crossing the line is aimed at enhancing relationships between executives and governors. The performance will take place from 17:30pm, closing at 20:00. Crossing the Line is a free event so we recommend booking your place early.

Fee:
£100.00 GDP Member Price
£125.00 GDP Non Member Price
  1. Overview
  2. Who should attend?
  3. Find out more and book
  4. Aims and objectives
  5. Programme
  6. Speakers
  7. More »

Governance: improving effectiveness for a new age is the first national conference for governors of HEIs and members of the professional support teams who work with governors. It will offer a forum to enable governors, professional support staff and policy-makers to share and discuss key and emerging areas of governance. The conference will also provide the opportunity to meet and network with a wide range of Chairs, governors and senior staff from different institutions throughout the UK. This conference is supported by the investment of the four UK higher education funding councils.

The programme will incorporate a keynote address to explore what the policy landscape means for institutions and governing bodies, plenary sessions, workshops and break-out sessions. Topics will also include the findings on new research undertaken by the Leadership Foundation on academic governance, approaches to risk for governing bodies, the work of two new Getting to Grips guides, together with matters relating to governing body effectiveness and evaluations. Finally, the conference will consider how different governance might be in 2020, and what can be learnt from others sectors.

The event is expected to explore:     

  • The changing landscape and regulation of higher education: how will this affect institutional governance? In what ways might the current system of governance need to change?
  • Academic governance: how can the senate/academic board and the governing body work together effectively? What information do governing bodies need in order to feel assured as to the institution’s academic governance?
  • Board composition and diversity: why does it make a difference, and how can diversity be best achieved?
  • Board effectiveness and evaluation
  • Governance 2020: what are the emerging issues and challenges? Is there a need for further governor development and support? 

We will be providing delegates with copies of our two latest Getting to Grips Guides:

  1. Trustee responsibilities in higher education
  2. Efficiency

In addition to the conference, on that same evening, we have added an exclusive performance of Crossing the Line, a dramatisation of interviews with vice-chancellors and governors. Crossing the line is aimed at enhancing relationships between executives and governors. The performance will take place from 17:30pm, closing at 20:00. Crossing the Line is a free event so we recommend booking your place early.


If you would like to attend the Governance: Improving effectiveness for a new age or book a place for someone else please book online via the orange button. You'll be asked to log into MyLF using your MyLF identity. Once you're logged in MyLF will allow you to book yourself or select other delegates via a simple search option or add new delegates as required.

If you have any other queries contact the Governance Team T: 020 3468 4836

If you need any assistance with MyLF please contact Susie Norton, Marketing and Communications Manager

This conference is for governors of HEIs, members of the professional support teams who work with governors and senior management who have an interest in the topic.

It is a forum to enable governors, professional support staff and policy-makers to share and discuss key and emerging areas of governance. The conference will also provide the opportunity to meet and network with a wide range of Chairs, governors and senior staff from different institutions throughout the UK. 

If you would like to attend the Governance: Improving effectiveness for a new age or book a place for someone else please book online via the orange button. You'll be asked to log into MyLF using your MyLF identity. Once you're logged in MyLF will allow you to book yourself or select other delegates via a simple search option or add new delegates as required.

If you need any assistance with MyLF please contact Susie Norton, Marketing and Communications Manager

If you have any other queries contact the Governance Team T: 020 3468 4836


Fees
The event fees include all costs associated with:

  • Lunch and refreshments during the programme times
  • Materials
  • External speakers

We have planned this event with networking opportunities throughout the day. 

Location: central London

The year is expected to be one of transition and change: some changes foreseen; others currently unknown and only to emerge during the year. Some may affect institutions in all of the devolved nations of the UK, others may only apply to just one of the nation states. Now the election is over we can expect Brexit to take centre stage again. There are many issues in the negotiations which will impact institutions.

Although the HERB Act has passed into law, much of the detail of how it will be implemented is still to be worked out. Setting up of the Office for Students, means 2018/19 will be a transition year for the regulation of the sector. The conference is timed ahead of the start of the period of transition in order to explore and anticipate how the new regulatory framework will work in England, as well as the changes that will affect all the devolved nations, such as the establishment of UKRI

Governors and professional support staff will gain real and tangible benefits from attending the event, by, for example, hearing from those directly responsible for implementing the changes, or those who have seen the impact of regulation in other sectors.

Workshop topics will include:

  • Trustee responsibility for governors
  • Academic governance
  • Governance 2020
  • Pensions and senior staff remunerations
  • The Higher Education Reform Act and Future Policy
  • Governing Bodies need to manage uncertainty - five steps to better HE leadership
 9:30  Registration and coffee
 10:00 Welcome and introductions
Alison Johns Chief Executive Leadership Foundation
 10:15 Keynote/Plenary 1: The importance of teaching excellence and the student experience for governing bodies
Professor Janice Kay CBE Provost and Senior Deputy Vice-Chancellor, University of Exeter
 11:00 Plenary 2: What does the Higher Education Research Act and the wider policy landscape mean for higher education governing bodies?
Dame Shirley Pearce Chair of Court and Council, LSE
 11:45  Coffee break
 12:00  Workshops session 1: Choose one

  1. Trustee responsibility for governors
    Dr Adam Dawkins Head of Governance at Northumbria University and author of Getting to Grips with Trustee responsibility
  2. The Higher Education Reform Act and Future Policy
    Chris Hale Director of Policy UUK
  3. Governance 2020
    Alison Wheaton Hefce Standing Committee Member for Quality Assessment
 13:00  Lunch
 13:45  Workshops session 2: Choose one

  1. Pensions and senior staff remunerations
    Helen Fairfoul Chief Executive UCEA
  2. Academic governance
    Andy Shenstone Director of Consultancy and Business Development
    Aaron Porter Associate Director, Governance
  3. Governing Bodies need to manage uncertainty - five steps to better HE leadership
    Paul Moxey Professor of Corporate Governance and Garry Honey
 14:45

Plenary 3: What can HE governance learn from other sectors?
Panel discussion and Q&A

  • Smita Jamdar ShakespeareMartineau
  • Kate Davies Chief Executive, Notting Hill Housing
  • Mark White OBE DL Chair of Stockton Riverside College; former Head of the VC's Office and Secretary to the Board of Governors of Teesside University
 15:45 Table discussions (knowledge café style)
 16:30 Feedback from table discussions
 16:45 Close and networking drinks
   
   This agenda may be subject to change

 

Introducing our speakers and panellists for the conference:


Kate Davies
Kate Davies joined Notting Hill Housing as Chief Executive in 2004. Notting Hill Housing is one of the biggest housing associations in London, established in 1963 and now managing over 30,000 homes.   There are plans to merge with a similarly-sized housing association Genesis in the near future and Kate is CE designate of the new organisation.
 
Kate was previously Chief Executive of Servite Houses and Director of Housing in Brighton and Hove. She has two degrees and qualifications in housing management (MCIH) and housing association development.
 
She blogs weekly about leadership and culture on the NHH website. She can be followed on Twitter @KateDaviesNHHT and she writes a popular style and clothes-making blog “Fabrickated”.

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Dr Adam Dawkins
Dr Adam Dawkins is head of governance and secretary to the board, and university executive member at Northumbria University, Newcastle. Prior to 2011 when he took up the role, Adam was assistant registrar (council and governance) at Queen Mary, University of London, held management roles at the University of London International. Programmes, and started his career at the predecessor body to the Arts and Humanities Council (AHRC).

Adam’s Doctor in Education (EdD) degree from UCL’s Institute of Education was based on research examining higher education governance and governing body visibility within the governed HEI as a variable in its effectiveness. Since 2015 Adam has been an external trustee of Liverpool Guild of Students (Liverpool University). Adam has published articles on governance and higher education policy in the Journal of Applied Research in Higher Education, Governance and Compliance (ICSA global membership magazine) and was a contributor to the Leadership Foundation/Hefce Prevent Duty training materials. Adam has a journal article in publication on HE governing body visibility in Educational Management Administration and Leadership (Sage).

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Helen Fairfoul
Helen has been UCEA Chief Executive since October 2012. She plays a lead role in representing the UK higher education sector in all employment matters, and in the collective negotiations with the sector trade unions in relation to pay and pensions.

UCEA supports higher education organisations in delivering excellent and world-leading higher education and research by representing their interests as employers and facilitating their work in delivering effective employment and workforce strategies. UCEA does so by: assisting higher education organisations in achieving effective employment practice and employee relations in the context of change in workplaces, the economy and in higher education delivery; taking forward recruitment, reward and recognition strategies that are fit for their evolving employment environment; and supporting movement towards sustainable solutions to higher education employers’ future pensions provision within a complex and changing pensions landscape.

Helen first joined UCEA in the role of Deputy Chief Executive in 2007. Previous roles have been as HR Director and Clerk to Council at the University of Roehampton and as a Director of Personnel within local government. She is a Chartered Fellow of the CIPD, an Honorary Fellow of the Institute for Employment Studies and holds an MBA and a first degree in history.

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Chris Hale
Chris Hale is Director of Policy at Universities UK, leading on the development and delivery of UUK’s policy work. Previous to taking up the Director role, Chris was Assistant Director at UUK and led on a number of areas of work including efficiency and effectiveness and the regulation of higher education. Chris has significant expertise in research policy, working as a policy adviser on this issue for UUK for a number of years. 

Prior to working at UUK, Chris worked at the General Medical Council and holds a degree from the University of Sussex and MSc from University College London. He is also a governor of the Eliot Bank and Gordonbrock Schools Federation in south east London.

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Garry Honey
Garry Honey is a co-founder of Better Boards and the owner of Chiron Reputation Risk. He was formerly a strategy consultant with KPMG where he designed the firm’s first brand valuation tool. He set up his own consultancy to focus on strategic communication issues in brand & reputation at a time of increasing investor concern for corporate social responsibility and sustainability issues. An authority on reputation as strategic risk, he got involved with the world of corporate reporting and governance through the challenge of reporting board risk to diverse stakeholder interest groups.

He has worked with a variety clients in both private and public sector, from Rolls Royce to the Department of Education. He speaks and writes on topical aspects of Governance, Risk & Compliance. He has worked with professional bodies, ICSA and CIMA, and designed competency programmes on risk governance for the ICA and IRM. He teaches on the Board Directors Programme at Henley, and was a Visiting Professor at the London Institute of Banking & Finance. Garry also has personal experience of boardroom politics: Marketing Director, Head of Communications and Client Services Director are roles he has held in corporations. An early career spent in European brand marketing in FMCG was followed by strategy consulting, before arriving at risk advisory services, governance and board evaluation. He worked in Europe so has direct experience of non-UK corporate cultures, plus some foreign languages. He is interested in board cohesion in charities & social enterprises, where many are unpaid volunteer trustees or governors.

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Smita Jamdar
Smita advises on strategic, regulatory, constitutional, governance and student matters as part of her role as Head of Education at Shakespeare Martineau. Identified as a leader in her field in both Legal 500 and Chambers & Partners, clients describe her as “a calm and reassuring presence... going above and beyond simply providing a service: she is genuinely interested in and cares about the organisation”. Her approach is best summed up by Chambers & Partners: "She is very knowledgeable about the sector, very well informed about the challenges the sector faces, and insightful about how we could change and adapt."

Smita is a member of the Higher Education Commission, a regular speaker at sector conferences and an enthusiastic contributor to sector debate through the firm’s education blog, Going Further & Higher.

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Professor Janice Kay CBE
Professor Kay is Provost and Senior Deputy Vice-Chancellor, University of Exeter, Deputy Chair of the Teaching Excellence Framework Panel and a member of the HEFCE Accountability and Regulation Strategic Advisory Committee. In these roles she advocates real and positive change for students. Professor Kay has been at the forefront of teaching excellence for the last 10 years and has pioneered new, integrated ways of working with students. She is also recognised for her commitment to tackling inequality.

Prior to her role as Provost, Professor Kay spent 10 years as Deputy Vice-Chancellor for Education during which time the University consistently achieved top 10 nationally in the National Student Survey. She is a Professor of cognitive neuropsychology, first appointed to Exeter through a Wellcome Trust University Lectureship. Her research, funded most recently by ESRC as well as Wellcome and MRC, is concerned with theoretical modelling, assessment and rehabilitation of disorders of perception, speech, language and memory.

Janice’s external commitments reflect her extensive experience and passion for higher education. Janice has been appointed as Deputy Chair of the prestigious panel which will assess the first teaching Excellence Framework exercise.  Janice is also a Board Director of the Higher Education Academy, a member of the Higher Education Funding Council for England Quality, Accountability and Regulation Strategic Advisory Committee and the Pearson World Qualifications Group.  For six years Janice also chaired the UK 1994 Group Student Experience Policy Group.

Janice has been prominent in widening access initiatives, nationally and regionally. Recent involvement in local schools' projects includes supporting the establishment of the highly successful Exeter Mathematics School (one of two in the country, with Kings College London), the new Education Campus at Cranbrook, Exeter, and the South Devon University Technical College.  Janice also holds numerous external positions linked to health sciences, further to her integral role in creating the University of Exeter Medical School. She is on the boards of the South West Academic Health Science Network, Health Education South West and is a non-executive director of the Royal Devon and Exeter NHS Foundation Trust.

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Paul Moxey
Paul Moxey is a co-founder of Better Boards and acknowledged as an expert in corporate governance and risk management.For 13 years he was head global thought leadership on corporate governance, risk management and business ethics for ACCA, a professional association for chartered accountants. He now works with boards and executive teams on their governance and risk management practices to improve organisational performance and resilience. He trains directors and senior executives on governance, board effectiveness, risk and corporate culture in the UK, Caribbean and Middle East. He has written widely on corporate governance, risk, culture and behaviour and is currently writing a text book on corporate governance for the Institute of Chartered Secretaries.

Paul is Visiting Professor of Corporate Governance at London South Bank University, co-chairman of the CRSA Forum, a network of practitioners established in 1994 interested in the behavioural and cultural aspects of risk, governance and organisational performance, a fellow of scenario and futures consultants SAMI Consulting, a board member of the UK Policy Governance Association and an editorial board member of two governance journals.

Paul is a chartered accountant and a chartered secretary and earlier in his career was a company secretary and CFO of a small UK listed company and then a larger unlisted company with 5,000 staff. He has also been chairman of a small housing charity, a trustee of a sailing club and is a director and shareholder of a small retail and printing business since 2010.

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Professor Dame Shirley Pearce 
Dame Shirley Pearce is the former independent chair of the College of Policing. She is currently Chair of Court and Council at the London School of Economics and Political Science (LSE ) and a member of the Higher Education Quality Assurance Panel for the Ministry of Education in Singapore.

Shirley has held senior executive and non executive rolesd a career in higher education,  and the health and policing. Her non executive roles have includedprofessions four ministerial appointments in three different government departments; DoH, BIS and the Home Office. Prior to moving to LSE, she was appointed by Theresa May then Home Secretary, as Independent Chair of the College of Policing. This was the first professional body for policing.

During her executive and academic career she held appointments at University College London (UCL) . At the University of East Anglia (UEA), and Loughborough University. Amongst her non executive roles Shirley was non-executive director of: Norfolk, Suffolk and Cambridgeshire Strategic Health Authority; deputy chair of the Healthcare Commission, which had responsibility for the regulation of NHS and private healthcare providers in England and Wales; a board member for the Higher Education Funding Council for England (HEFCE) and a Board member for Health Education England.

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Alison Wheaton
Alison Wheaton is studying for a PhD in Higher Education Governance at UCL’s Institute of Education whilst working with the Leadership Foundation on a project basis. She served as President and Chief Executive Officer of GSM London – one of the UK’s largest independent providers of higher education – until 2016.  She is a member of the new UK-wide Standing Committee on Quality Assessment, having recently served on the Higher Education Funding Council for England’s Leadership, Governance and Management Strategic Advisory Committee.

Previously, Alison worked at Mitchells and Butlers, plc, the UK’s largest branded hospitality retailer, in variety of Executive Director roles, including Strategy, Property, IT and Managing Director of two business units.  She served as a Board Member of the London Development Agency.  She joined M&B from PepsiCola International, where she worked in Finance and Marketing.  She started her career at Morgan Stanley International.

Alison received her MBA from the University of Pennsylvania’s Wharton School of Business, her BA from Cornell and attended the London School of Economics.

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Mark White OBE DL
Mark White is Chair of Stockton Riverside College He is a Visiting Fellow of Teesside University, after retiring in 2016 as Head of the Vice-Chancellor’s Office and Secretary to the Board of Governors at the University, a position he held since 1999 having previously held other roles within the University (and formerly Teesside Polytechnic) since 1982.

In 2016 Mark was appointed as a Deputy Lieutenant of County Durham. Mark was awarded the OBE in the Queen’s Birthday Honours List 2016 for services to education, particularly in Teesside. He was the last Chair of Bede Sixth Form College, Billingham (until merger with Stockton Riverside College in 2008). Mark is Immediate Past Chair of the Association of Colleges (AoC) Governors’ Council. He is the Chair of AoC Sport and attends AoC Board. He is Chair of the AoC North East Regional Committee. He is a trustee of the AoC Charitable Trust. He is a trustee of the National Governance Association.

Mark is a founder Board member, from 2013, of the national quality improvement body, the Education and Training Foundation and is Chair of the Finance and Resources Committee. He is Co- Chair of Abingdon Primary School & Children’s Centre, Middlesbrough and Chair of the Middlesbrough Co-Operative Learning Trust. He is Chair of the Wyvern Academy, Darlington. He is an elected public Governor of the North Tees and Hartlepool NHS Foundation Trust. He is Patron of the Teesside-based Investing in People and Cultures organisation and is a trustee of the HALO Project. Until 2016, he was a member of the Court of the University of Bradford. He is a member of the independent remuneration panel of Stockton-on-Tees Borough Council. He has chaired the Middlesbrough Council Citizen of the Year judging panel since 2004 and is a former member of the Middlesbrough Council Children and Learning Scrutiny Panel.

Mark was a founder member of the Council (and the Performance Review Panel) of the Learning and Skills Improvement Service and is a former member, and company director, of the Council of the Sixth Form Colleges’ Association.

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        14. Losing our Chains?
      8. 2012 Research
        1. What do we know about leadership in higher education?
        2. Leadership development within the UK higher education: its impact on organisational performance, and the role of evaluation
        3. The Future of English Higher Education: two scenarios on the changing landscape
        4. Disruptive Innovation and the higher education ecosystem post-2012
        5. Academic Leadership: Changing Conceptions, Identities and Experiences in UK Higher Education
        6. Leading the Student Experience: Super-Convergence of Organisation, Structure and Business Processes
        7. Leadership for Improved Academic Enterprise
        8. Leadership and Innovation Lessons from Professional Services Firms
        9. Leading Culturally Diverse Communities in Higher Education: A Self Assessment and Improvement Tool to Support Equality and Diversity Strategies Toolkit and Toolkit as Form
        10. Inequality and higher education: marketplace or social justice?
        11. Collaborations and Mergers in HE: Lessons Learned and Future Prospects
      9. 2011 Research
        1. Developing the whole student: leading higher education initiatives that integrate mind and heart
        2. A Review of Higher Education Collaborations Across Wales
        3. Higher Education Collaborations: Implications for Leadership, Management and Governance
        4. Enabling equality: furthering disability equality for staff in higher education
        5. A guide to offshore staffing strategies for UK universities
        6. Leadership and Management of International Partnerships
        7. A Framework for Identifying Governing Body Effectiveness in Higher Education
      10. 2010 Research
        1. Higher Education Futures: Key Themes and Implications for Leadership and Management
        2. Understanding Career Motivation in Higher Education, Analysis of Agregated Results from 2009 Benchmarking Study
        3. Conversations and Collaborations: The Leadership of Collaborative Projects between Higher Education and the Arts and Cultural Sector
        4. A Guide to Scenario Planning in Higher Education
      11. 2009 Research
        1. Baseline Study of Leadership Development in Higher Education 2009
        2. Diversity In Higher Education: Leadership Responsibilities and Challenges
        3. Mapping Leadership Development in Higher Education: A Global Study
        4. Departmental Leadership of Teaching in Research-Intensive Environments
        5. The Management of Academic Workloads: Improving Practice in the Sector
        6. The Role and Influence of the Secretary in UK Higher Education Governing Bodies
        7. Effective Leadership in Higher Education
        8. Governing bodies, equality and diversity A handbook for governors of higher education institutions
        9. What is an Effective and High Performing Governing Body in UK Higher Education?
      12. 2008 Research
        1. Professional Managers in UK Higher Education: Preparing for Complex Futures
        2. The Composition, Challenges and Changes in the Top Team Structures of UK Higher Education Institutions
        3. The Characteristics, Roles and Selection of Vice-Chancellors
        4. Developing Collective Leadership in Higher Education
      13. 2007 Research
        1. Human Resource Management and University Performance
        2. UK Universities and Executive Officers: The Changing Role of Pro-Vice-Chancellors
        3. Effective Leadership in Higher Education
        4. The Management of Academic Workloads
        5. Higher Education Leadership of Regional and Local Regeneration Partnerships: Learning from good practice
      14. Research Order Form
      15. Small Development Projects
        1. Small Development Projects 2017
        2. Small Development Projects 2016
        3. Small Development Projects 2015
        4. Small Development Projects 2014
        5. Small Development Projects 2013
        6. Small Development Projects 2012
        7. Small Development Projects 2011
        8. Small Development Projects 2010
        9. Small Development Projects 2008-09
        10. Advice from Previous SDP Leaders
      16. ITF Projects
        1. ITF-2016 Phase 3
        2. ITF 2014 Phase 2
        3. ITF 2012 Phase 1
        4. Case Studies
        5. What they say about the Innovation and Transformation Fund
    3. Publications Hub
      1. Research Leader's Impact Toolkit Publications
      2. Getting to Grips
      3. HELMs
        1. Leading higher education
        2. Motivating and developing leaders
        3. Leadership and work-life balance
        4. Governors' views of their institutions, leadership and governance
      4. Leadership Insights
      5. Management Development Resources
      6. Reports and Reviews
        1. Researching and Scoping a Higher Education and Civic Leadership Development Programme
      7. ENGAGE Past Editions
        1. ENGAGE 38 - summer 2015
          1. Editorial: Alison Johns
          2. Summer News
          3. Being on the Board
          4. Cross-sector partnerships: Essex LGBT Alliance
          5. Our alumni
          6. Starter for ten
          7. Projects - Research - Resources
          8. International
          9. Meet our Membership Advisory Group
          10. Take a look at our Leadership Development Programmes
          11. Download Engage38
        2. ENGAGE 37 - spring 2015
          1. Editorial: Alison Johns
          2. Spring News
          3. A baptism of fire
          4. Sustainable excellence: unlocking the potential of a leading global university
          5. Our alumni
          6. Starter for ten: Fiona Larg
          7. Projects - Research - Resources
          8. International
          9. Member spotlight
          10. Take a look at our Leadership Development Programmes
          11. Download Engage37
        3. ENGAGE 36 - autumn 2014
          1. Editorial: Alison Johns
          2. Autumn News
          3. Membership
          4. Mainstreaming equality and diversity
          5. The rise of the career PVC
          6. Our alumni
          7. Professor Pat Bailey
          8. Projects - Research - Resources
          9. Executive Leaders
          10. Leadership Development Programmes
          11. Download Engage36
        4. ENGAGE 35 - summer 2014
          1. Summer News
          2. The Singularity University
          3. Talent Development
          4. Our alumni: Liz Price
          5. Professor Cliff Allan
          6. Projects - Research - Resources
          7. Umeå University Dialogue
          8. History, Examination, Investigations and Treatment
          9. Leadership Development Programmes
          10. Download Engage35
        5. ENGAGE 34 - spring 2014
          1. Dr Mark Pegg
          2. Spring 2014 News
          3. An unorthodox career
          4. Leadership: New thinking for the next decade
          5. Our alumni: Professor Tom Inns
          6. Professor Amanda J. Broderick
          7. Projects - Research - Resources
          8. LF Consulting
          9. The China Study
          10. Staff update
          11. Download Engage34
        6. ENGAGE 33 - autumn 2013
          1. Leadership: the next ten years
          2. News
          3. Project update
          4. Interview
          5. In Practice
          6. Development
          7. Starter for ten
          8. Research: Staffing Models and Institutional Flexibility
          9. Book Review
          10. Download Engage33
        7. ENGAGE 32 - summer 2013
          1. Change: the new norm
          2. News
          3. Project update
          4. Interview
          5. In Practice
          6. Development
          7. What our research says:
          8. Leadership Development Programmes
          9. Download Engage32
        8. Engage Unlimited
        9. Engage 2 Book Review
    4. Resource Hub
      1. Integrated Thinking & Reporting
        1. Relevant Factors and Characteristics
      2. Diversity
        1. Strategy
          1. Diversity Strategy for 2007-2012
        2. Key Leadership and Diversity Projects
        3. Equality Legislation
        4. Diversity Advisory Group
        5. Diversity talks
      3. Research Outcomes
        1. Research Leader's Impact Toolkit
        2. The Self Assessment Toolkit
      4. Changing the Learning Landscape
        1. Impact
          1. Patsy's Perspective:
        2. Partners
        3. Interactive Toolkit
      5. Organisational Development
        1. OD Mapping Project
      6. Case Studies
      7. LGM Fund Outcomes
      8. Succession Management
        1. What is it?
          1. Definitions
          2. Visualising the definitions
          3. History of the Concept
          4. Succession in 2005
          5. Key Characteristics
        2. Why do it?
          1. Benefits - Case Studies
          2. Focus Finder
        3. How it's done
          1. Resources
          2. Making the case
          3. Size and scope
          4. Roles, stakeholders and engagement
          5. Roles, stakeholders and engagement: examples
          6. Selection and assessment
          7. Selection and assessment: examples
          8. Development methods
        4. Case Studies
        5. Tools
  5. Governance
    1. Governors
      1. Becoming a governor
      2. What is governance?
      3. Governor responsibilities
        1. Academic governance and quality
        2. Compliance and regulation
        3. Commercial operations
        4. International students and developments
        5. Risk management
        6. Students
        7. Strategic plans
        8. Monitoring performance
    2. Governing bodies
      1. Audit Committee
      2. Nominations committee
      3. Remuneration
      4. Employment
      5. Finance
      6. Estates
    3. Operating context
    4. Academic Governance
    5. Resource bank
      1. Features
      2. Governance News
      3. Previous news alerts
        1. Alternative providers and student debt in the US: could it happen in the UK?
        2. Is institutional autonomy under threat?
        3. Managing the board
        4. OECD Report suggests some higher education students lack basic skills
        5. Five issues for HEI governing bodies
        6. Whistleblowing and gagging clauses
        7. The failure of HBOS
        8. Financial forecasts for English HEIs
        9. Governance changes proposed in the HE Green paper
        10. FEHE SORP 2015 Donations & Endowments
        11. Board diversity - the Davis Review
        12. Information systems and cyber security
        13. Does a change in leadership lead to a change in strategy?
        14. FIFA and corporate governance
        15. Volkswagen
        16. Sustainability
        17. Review of governance at Plymouth University
        18. Equality and diversity and governing bodies
        19. A Changing Agenda
        20. Role and effectiveness of audit committees
        21. Governance of Scottish Higher Education Institutions: Consulative Paper on HE Bill
        22. Governance issues at Tesco
        23. Student visas
        24. Governance at the Co-op
        25. HE funding - IFS report
        26. Removal of student number control
        27. Governance issues in the private sector
        28. Governance at the BBC
        29. Reforms to how higher education in England is regulated
        30. HBOS & London Met: case studies in governance
        31. New IPPR report on HE
        32. Moocs are coming
        33. Increasing diversity
        34. Kids Company
          1. The collapse of Kids Company
          2. NAO Investigation into Kids Company
          3. The need for good governance
      4. Getting-to-grips
      5. Useful websites
      6. Codes of governance
        1. CUC Code of Governance
        2. UK Corporate Governance Code
      7. New research on governance in higher education
      8. Book reviews
      9. HE facts
      10. Illustrative Practice Notes
      11. Roundtable notes
    6. Governance Briefing Notes
      1. 25. The factors that influence whether governance is effective?
      2. 24. Benefits and impact
      3. 23. Competitive pressures
      4. 22. Corporate ethics and values
      5. 21. Personal ethics and values
      6. 20. Legal requirements and regulation
      7. 19. Estates
      8. 18. Finance
      9. 17. Employment
      10. 16. Remuneration
      11. 15. Nominations committee
      12. 14. Audit committee
      13. 13. The governance system and assessing effectiveness
      14. 12. Size, composition and skills available to the governing body
      15. 11. Monitoring performance
      16. 10. Strategic plan
      17. 09. Students
      18. 08. Risk management
      19. 07. International students and collaborations
      20. 06. Commercial operations
      21. 05. Regulations and compliance
      22. 04. Academic governance and quality
      23. 03. The workings of a governing body
      24. 02. Governance and management
      25. 01. Becoming a governor
    7. Governor Dialogues
    8. Equality and Diversity Toolkit
      1. Overview
      2. Overseeing compliance
        1. The Equality Act 2010
        2. Governance Codes
        3. Overseeing E&D
        4. Reports Governors might use
        5. Case study: Bath
        6. Championing E&D
        7. Case study: ManMet
        8. Case study: Cardiff
      3. Competitive Advantage
        1. Competing in a global market
        2. Improving staff diversity
        3. Case study: Exeter
      4. Issues and Challenges
        1. Student inequalities
        2. Staff inequalities
        3. Assessing specific E&D issues
      5. Value
        1. Increasing focus
        2. Gender diversity data
        3. Improving diversity
        4. Case study 1: UWS
        5. Case study 2: UWS
      6. Questions and Resources
        1. Resources
    9. Self-Assessment Tool
    10. Governing Body Effectiveness
    11. Governance 2020 Survey
  6. International
    1. International Engagement
    2. International Reference Group
    3. International Case Studies
  7. Membership
    1. Membership benefits and services
      1. Membership logos
        1. Download the membership logos
    2. How to join
    3. National and regional contacts
      1. Cindy Vallance
      2. Gary Reed
      3. Jean Chandler
      4. Judy Harris
      5. Maeve Lankford
      6. Meriel Box
      7. Rebecca Bull
    4. Membership advisory group
    5. Membership development support
    6. Management Development Resources
      1. Download MDR1: Managing Effective Performance
      2. Download MDR2: Managing Change in HE
      3. Download MDR3: Emotional Intelligence, Personal Impact and Personal Effectiveness
      4. Download MDR4: Lean Management: Doing more with less
      5. Download MDR5: The Current HE Context: Drivers for change
      6. Download MDR6: Commercial Skills for Academics and Researchers
      7. MDR7: Caught in the Middle
        1. MDR7 Contents
        2. Download MDR7: Caught in the Middle
      8. Download MDR8: Working with Academic Motivation and Prestige
    7. Knowledge Bank
    8. Membership community
      1. Members' Directory
    9. MASHEIN
      1. MASHEIN Members
    10. Ten great reasons to be a Leadership Foundation member
      1. #10GreatReasons1
      2. #10GreatReasons2
      3. #10GreatReasons3
      4. #10GreatReasons4
      5. #10GreatReasons5
      6. #10GreatReasons6
      7. #10GreatReasons7
      8. #10GreatReasons8
      9. #10GreatReasons9
      10. #10GreatReasons10
  8. News
    1. Twitter
Welcome...

We are a membership organisation of and for a sector that has some of the brightest minds in the UK.

 

Our members are key to our strategy and form a community of higher education institutions with a clear commitment to and experience of developing leadership, governance and management capabilities at all levels. Academic and professional services staff from member institutions contribute to our programmes, projects and research and advise on benefits and services.

 

Find out more about Membership

 

  • Membership benefits

    • 25% discount on our open and in-house programmes and consultancy
    • a free consultancy day
    • exclusive access to research publications, development resources and funding opportunities
    • free regional events
    • funding for Staff Development Forum and MASHEIN activity
    • members’ mailing lists, newsletters and magazine
    • participation in our development networks

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  • How to join

    • Membership is open to all higher education providers and related sector organisations on an annual or three-yearly subscription basis.
    • We have 154 members with around a third taking advantage of the 10% discount offered by three-year subscriptions.

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  • Membership benefits

    • Research and innovation: Access to our latest, highly-valued research, Leadership Insights, Getting to Grips series and practical development project resources.
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    • Management Development Resources: Flexible workshop materials on key leadership and management development topics, for you to deliver in-house to suit your own contexts NEW: ‘Caught in the Middle’. 
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    • The Knowledge Bank: Save time with these extensive multi-media training resources for HR, staff development and OD professionals, covering key leadership and management theory and practice.
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  • Get in touch

    Meet the membership team, your national and regional contacts in the UK and Ireland, and LF networks.

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Leadership Foundation for Higher Education
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