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Lessons learned: personnel and responsibilities

  • It is important that the nominated lead at the HE provider has both the capacity and authority to commit the necessary time to the sponsorship and to draw on additional resource from within their organisation when needed.
  • Formally documenting the roles and responsibilities of key partners is advisable and helps with the day-to-day delivery of the sponsorship and with succession planning.
  • When selecting governors and trustees, it is important to consider whether candidates have the skills, knowledge and confidence to constructively challenge and to take action to address arising issues.
  • Candidates must also be willing and able to attend meetings and participate in sponsorship decisions with the regularity required.
  • Appointing a Head Teacher or Principal for a new school should be an early priority.  As well as having an essential role in staff recruitment and community engagement, some sponsors have found that decisions taken without a Head in post have had to be rethought once a Head had been appointed.  This is not the most effective use of sponsors’ time.  

Top tips: partners

  • Ensure that all partners are signed up to the vision and strategy. 
  • Formally document the roles and responsibilities of all key partners and co-sponsors. 
  • Maintain a close and regular dialogue across all partners.
  • Try to ensure that the sponsorship arrangements deliver benefits for all parties involved, not just some.

Case studies

Queen Mary, University of London and University of Central Lancashire are useful case study examples in illustrating the role and responsibilities of partners and personnel in their sponsorship arrangements.

To find out more see the full case studies below.

Page last updated 7 October 2016

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