Go to the Students section
Go to the Staff section
Go to the Alumni section
Go to the Study here section
Go to the International section
Go to the About section
Go to the Research section
Go to the Business and Employers section
Go to the Support us section
New Partner Approval
7.1 The partnership approval process is the means by which the University establishes the market demand, strategic fit and financial viability for a proposed new collaborative arrangement, and satisfies itself that a proposed new partner:
7.2 All templates and guidance notes relating to partnership approval are available on the APQO website
7.3 The approval of new collaborative partnerships is the responsibility of the Learning Partnerships Advisory Group (LPAG), the terms of reference and membership for which are available on the LPAG site. The committee meets approximately six times per year, and the executive authority for decision-making rests with the Chair (via a delegation from the Vice-Chancellor), who acts with the advice of other members of the Group. Project teams should work with their Faculty link Quality Assurance Officer to ensure that new partnership proposals - or proposals to extend the scope of arrangements with existing partners - are prepared for LPAG approval in sufficient time to allow for the further detailed development of the proposed arrangements and completion of the academic approval process, before the first intake of students. Guidance note G2.5, linked to Chapter 2 of the Quality & Standards Handbook, includes an outline of the key milestones in the approval process for collaborative arrangements, which Faculty colleagues should bear in mind when planning project development team (PDT) activities.
7.4 All proposals for new collaborative arrangements must be approved by the PVC/Dean of Faculty - usually through the Faculty Executive Group - prior to submission to LPAG. They must consider the completed Collaborative Partnership Proposal/Renewal Forms and business plans, and satisfy themselves that comprehensive due diligence enquiries have been made, and realistic assessments of the potential risks and likely exit options (including the costs) have been carried out. Due diligence enquiries are not required for new proposals with existing Associate College Partnership members, but the Faculty Executive must be satisfied that there is a robust analysis of the likely market demand for the new provision. PDTs should refer to APQO guidance note G5.1 for advice on carrying out due diligence enquiries, and to guidance note G5.2 for advice on risk assessment.
7.5 The project leader (or a representative from the PDT) must visit the prospective partner in advance of submitting a proposal to LPAG, to assess their ability to support programmes of study leading to Brookes awards (through, for example, viewing their facilities and learning resources, meeting with academic staff, and sampling assessed student work) and to seek outline agreement on the financial arrangements. In the case of a new international partner, it should be established at this stage that they will be able to make payments to Brookes in Sterling, US Dollars or Euro. The visit will also be useful for collecting information to complete the CPPF. During this consultation phase, a letter of intention to collaborate or Memorandum of Understanding may be drafted using the template available on the APQO website (T5.10), but the partner is not permitted to publish any statements which might imply that the proposed provision has been approved, or to use the University’s logo in any promotional publications. Advice should be sought from the Associate Deans (Strategy & Development) and Associate Deans (Student Experience) within the Faculty, and with the APQO, at this stage, in order to agree a timescale for completion of the approval process.
7.6 Once a visit to the delivery site has been made and the initial due diligence enquiries have been carried out (if necessary), formal proposals for new partnerships are presented to LPAG on the appropriate Collaborative Provision Proposal Form (CPPF – see 7.7 below), which provides the Group with details of:
7.7 There are several CPPF forms, tailored for different types of collaborative arrangements, as follows:
7.8 The CPPF and business case templates, and guidance on carrying out due diligence enquiries and risk assessments, are available from the APQO website (guidance notes G5.1, G5.2 and G5.3); and the Faculty link QAO can advise on their completion. The PDT chair is responsible for completing the CPPF form, drawing on information provided by the prospective partner, and in consultation with relevant Brookes colleagues outside the Faculty (as shown in each section of the form) in order to ensure that the information presented is sufficiently independent and comprehensive.
7.9 A risk assessment template is an integral element of all CPPF and CPRF forms, and advice should be sought from the Associate Dean (Strategy & Development) for the proposing Faculty on completing this element of the form. The ADSD will assist the PDT in assessing the severity of the risks associated with the proposal, and with the production of risk improvement action plans (template T5.13) for all risks rated M/H, H/M or H/H, prior to submission to Faculty Executive and LPAG. The ADSD may also require the PDT to produce risk improvement plans for risks rated M/M and below, if they consider it necessary in the context of the proposal. All risk improvement action plans should be submitted to LPAG with the CPPF/CPRF. On consideration of the documentation, LPAG may make recommendations about the Faculty’s assessment of the risks associated with the development of the proposed arrangements, and ask for adjustments to be made or additional risk improvement plans to be produced.
7.10 Some partners may wish to apply for professional accreditation for graduates of the collaborative programme, and the requirements to achieve this should be made clear in the CPPF. Where the equivalent programme at Brookes is recognised by a PSRB, PDTs should establish what steps are necessary in order to achieve and retain recognition for students studying through the collaborative arrangement.
7.11 The Faculty Executive must approve the CPPF and business plan, including the membership of the Project Development Team, which should be established prior to submission to LPAG. If the Faculty Executive considers that the information contained in the form is insufficient, they should return it to the PDT for further work (assisted by the Associate Dean Strategy & Development) before any consideration may be given to the proposal at institutional level. The Faculty approval stage should involve a careful consideration of the risk assessment for a new collaborative arrangement, especially where:
7.12 Faculty Executive groups should ensure that business plans take account of any potential impact of the risks identified in the CPPF on the costs of the partnership arrangements. They should also ensure that the following (if applicable) have been properly costed in the business plan:
7.13 The CPPF, once approved by the Faculty Executive and signed off by the PVC/Dean, should be submitted to the secretary of LPAG – via the Faculty’s link QAO - for circulation to members. LPAG meeting dates can be found online at https://sites.google.com/brookes.ac.uk/university-committees/vice-chancellors-group/learning-partnerships-advisory-group/committee-dates and the link QAO can provide advice on deadlines for documentation. The PDT chair, Head of Department, Faculty Head of Finance & Planning, and proposed Liaison Manager (if not the PDT chair) will be invited to attend the meeting at which their proposal is discussed, in order to assist LPAG in making their decision by providing additional information or clarification about aspects of the proposal. The Associate Deans (Strategy & Development) are members of LPAG, and may also take part in the discussion of proposals originating from their Faculty.
7.14 LPAG members will assess proposals against the University’s partnership criteria (UK or International, as appropriate); and the Chair – with due regard to the University’s statutory responsibility to safeguard the standards of its awards - will exercise their discretion to either:
7.15 LPAG may highlight issues relating to the proposed delivery arrangements for further exploration by the academic approval or review panel, in which case the LPAG secretary will bring this to the attention of the PDT chair when LPAG’s decision is communicated to them.
7.16 The approval of a new collaborative partnership is not complete until a University panel has approved the delivery of the proposed collaborative programme/s (see sections 8-17). Once any conditions of approval have been met to the panel’s satisfaction, the legal contract will be finalised, and delivery may commence. Partnership agreements are signed for a maximum period of five years, at which point a resubmission to LPAG is required in order to refresh the due diligence enquiries and confirm that the partnership still fits with current strategic priorities. If LPAG approval is given for the continuation of the partnership, this is followed by a periodic programme review exercise, which must have a successful outcome to allow continued recruitment to the programme/s delivered by the partner and renewal of the legal contract.
Note on collaborative research degree programmes leading to a dual or joint award with another institution.
7.17 Proposals for collaborative research degree programmes (joint PhD studentships are excluded from this process) – once the appropriate consultation with the Faculty Head of Finance & Planning has been undertaken, and Faculty Executive approval obtained - should be presented to the Research Degrees Committee on the RDC Collaborative PhD Proposal Form (available from the Research Degrees Team in Student Central). When approval has been given by RDC, this documentation is submitted to LPAG, accompanied by a note of RDC’s conclusions and recommendations, and their analysis of the key risks associated with the proposed arrangements. LPAG will assess the proposal and, if satisfied that appropriate due diligence has been carried out, the Chair will give authorisation for the contract to be drawn up. Ongoing monitoring of the arrangements is the responsibility of RDC.