Issues, Models and Cases
Edited by Carmelo Mazza, Paolo Quattrone and Angelo Riccaboni
Chapter 11: Higher Education Governance, Leadership and Management Reform: Systemic Corporate Governance Reform at City University, London
11. Higher education governance, leadership and management reform: systemic corporate governance reform at City University, London Ian Creagh and Richard Verrall INTRODUCTION Governance reform within United Kingdom higher education (HE) has been the focus of signiﬁcant public policy and institutional attention in recent years. Many of the issues driving the reform agenda as well as the substance of the reforms themselves were crystallized in Richard Lambert’s 2003 review of university and business collaboration (Lambert, 2003). At City University, the reform of institutional governance has been seen as an important part of the drive to ensure that the university remains capable of adapting dynamically to ongoing changes in the HE market as well as responding quickly to appropriate opportunities. City has become heavily reliant on tuition fee income from deregulated student markets, having moved into these markets in the early 1990s. Managing the accumulating risks of less than 25 per cent of its revenues being sourced from direct funding council grants, has fundamentally changed the university’s perspective on the role and importance of eﬀective corporate governance. Against this background, City’s experience can be seen as an exemplar of an institution using governance reform as a lever to encourage change in a relatively traditional academic, not-for-proﬁt organizational culture to adjust to a highly competitive and evolving operating environment. In this chapter we present an analysis of City’s experience of governance reform, the forces that motivated it, the implementation methodology deployed, the lessons learned and the outstanding issues requiring attention....
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