1. APPROACHES TO SUSTAINABILITY Dr James Tate and Sue Hatt, Aimhigher South West University of the West of England, Bristol

2. 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

3. KEY ISSUES FOR COLLEGES Curriculum alignment An inclusive approach Adding value to college agendas Engagement of middle managers

4. ISSUES FOR THE FUTURE Aimhigher confirmed funding Sustainability: a definition Rationale for sustainability Sustaining what?

5. 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

6. 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.”

7. 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.”

8. 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.

9. Mainstreaming and 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”

10. 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.

11. DISCUSSION To what extent do you consider that these 4 approaches could help you to sustain your work?

12. CONTACT DETAILS Jim Tate (James.Tate@uwe.ac.uk)James.Tate@uwe.ac.uk Sue Hatt (Susan.Hatt@uwe.ac.uk)Susan.Hatt@uwe.ac.uk Aimhigher South West Faculty of Social Sciences and Humanities University of the West of England Coldharbour Lane Bristol BS16 1QY www.aimhighersw.ac.uk