Welcome slide

1. Welcome slide

2. The Leadership, Governance & Management Fund Alison Johns & Tracy Allan LGM team @ HEFCE Knowsley Hall, 16 May 2007

3. Rationale for the Fund Achievements of the good management practice investment How the LGM Fund operates Features of good applications Opportunity to discuss potential proposals Today we will talk about…….

4. Why does the sector need a LGM Fund? • HEFCE is charged with promoting value for money in the HE sector • a key element of this is to encourage good management processes (an essential requirement for an effective HEI) • change and improvement in the sector continues apace, calling for high quality strategic decision making, and effective arrangements for governance and management.

5. A recent review of the Fund said that the investment: 'Punches above its weight' Stimulates innovation, risk-taking and practical improvements in management practice encourages the formation of partnerships between institutions from which the wider sector draw practical benefit Addresses sector preoccupations both at a macro (strategic) and micro (operational) level. What has been achieved?

6. The LGM Fund 2007-2010 We will re-launch the LGM Fund this summer: • A further £10 million approved by the HEFCE Board • Closer working links with the Leadership Foundation for Higher Education • Greater opportunity to commission projects of strategic importance to HEFCE, as well as waiting for good ideas to 'bubble up' from the sector • Improved, risk-based assessment procedures • More streamlined processes for submission and assessment

7. In partnership with The Leadership Foundation for HE Responsive funding via applications from HEIs and commissioning work of strategic importance No set bidding round; applications accepted at any time An advisory panel that meets monthly ‘Fast track’ process for applications for less than £30,000 How the LGM Fund operates

8. All HEFCE-funded HEIs A HEFCE-funded HEI must be the lead institution – and holds accountability for the use of the funds We welcome the participation of HE sector representative bodies (UPA, UCEA, UUK, etc) FECs can be project partners (but we may ask the LSC to contribute) HEIs and FECs from Scotland, Wales, NI are welcome to be partners in projects Several projects have had beneficial collaboration with overseas HEIs and private sector firms. Who is eligible to apply?

9. Good practice in all aspects of leadership, governance and management Projects must benefit a number of HEIs through collaboration, and show evidence of sector need Not for subjects funded through other funding streams (eg: learning and teaching, R&DS) Wouldn't normally be used to fund ‘regular activities’ of HEIs Must be strong on dissemination. What is eligible for funding?

10. promoting & monitoring understanding & validating defining & identifying What is good practice? “…a technique or methodology that, through experience and research, has proven to lead reliably to a desired result.” • Good practice has a number of key criteria: Evidence-based It has demonstrably improved organisational performance Efficient It represents an efficient use of resources Transferable It is transferable to other practitioners or institutions Useful It is potentially useful to others Cost-effective The benefits of the practice exceed the cost promoting it

11. Clearly defined aims Significant financial benefits demonstrating value for money for HEFCE and project partners Non-financial benefits explained and quantified Benefits for the wider sector, not just the lead HEI Strong project management What makes a good application ?

12. 6. Well planned, wide-ranging dissemination of the findings 8. Evidence of sector need (will other HEIs use the outcomes?) 9. Collaboration which allows the project to gain from the expertise and resources of several partners 10. Participation of the relevant sector representative body Cont….

13. People learn in different ways. To promote good practice effectively, we need to take account of their learning styles. When deciding how to promote good practice, we should include four key elements. Effective methods for promoting good practice (1) Theory Outlining the concepts underlying the good practice and explaining how they bring about the desired results Demonstration Showing people how the good practice works in context and how it can benefit them Practice Allowing people to try the good practice out for themselves, either in a training environment or in the workplace Feedback / Coaching Providing support and assistance as people try out the good practice in the real world

14. The ways in which we promote good practice will depend on the nature of the practice and the target group. We should focus on active, high impact promotion, rather than passive approaches. Effective methods for promoting good practice (2) Individuals Small groups Large groups Coaching Shadowing Mentoring Helplines Working groups Workshops Focus groups Informal gatherings Self-assessment tools Networks and forums Process benchmarking Discussion groups Interactive websites Online toolkits Shared network resources Passive methods may be useful, but should not to be used on their own: (for example: manuals, reports, guidelines, conferences, handbooks and/or seminars)

15. Examples of funded projects • Academic Performance Management for Excellence at the HE/NHS Interface • Partnership working project - UCEA • Biodiversity on campus – University of Hertfordshire & EAUC • Shared services in higher education – LJMU & BUFDG • Managing change & collaboration in dual (HE/FE) sector institutions - Thames Valley University • Integrating for excellence - Sheffield Hallam University More information - www.hefce.ac.uk/lgm

16. EXAMPLEAcademic Performance Management for Excellence at the HE/NHS Interface

17. Areas of ‘best practice’ of performance management in the public and private sector, which can be applied to medicine across the HE/NHS interface, and particularly across the HE Sector, to develop a more sustained approach to academic workforce development The barriers to improving academic performance and how these can be overcome How performance management can be embedded and become part of the accepted culture across HE and the HE/NHS interface, providing the basis for high performance to be recognised, rewarded and provides a toolbox for institutions to use The Case for Securing the Bid

18. Stakeholder meetings Project Overview Phase: 1 2 3 4 Dec 2006-May 2007 May-August Sept-Dec Jan-May 2008 Collaborative enquiry barriers & enablers Best Practice Review Tools for change Implementation, practice learning • Site visits • Lit. review • Policy context • First level analysis • Private sector comparison • Complete site visits • Identify key barriers & enablers • Questionnaire • Analysis & feedback • Consensus • regarding excellence • model • Develop prototype • toolkit • Research report • Pilot case study • Feedback & reflection • Dissemination • Community of practice

19. The Process – Phase 1 Steering Group Governance Project plan & sign off Specialist advice and critical appraisal Site visits, literature review, data gathering Emerging themes & characteristics Prioritise and contribute user opinions on findings Clinical/Academic Sounding Board Council of Heads of Medical Schools & Association of UK University Hospitals Phase 1 - Results, Analysis & Discussion

20. Opportunity to discuss potential ideas for funding