The Further and Higher Education Act (1992) and Adults with Learning Difficulties

1994 ◽  
Vol 22 (3) ◽  
pp. 82-84
Author(s):  
Jeannie Sutcliffe
2020 ◽  
Vol 22 (2) ◽  
pp. 122-134
Author(s):  
Claire Graham

In recent years, there have been changes to the way in which the UK Government funds support for disabled students in England. Higher education providers (HEPs) are increasingly encouraged to embed support for their disabled students and adopt responsibility for funding their own models of support. This has led to questions at institutional level about the impact of the support that is offered and the role of that support in student retention and success. Against a context in which the Office for Students (OfS, 2018) has identified reducing the attainment gap between disabled and non-disabled students as a strategic priority, it seems timely to consider the role of specialist one-to-one support and the potential impact of this for students. Drawing on an analysis of attainment data, as well as questionnaire responses from service users, this research project sought to evaluate the impact of one-to-one study skills support for students with specific learning difficulties (SpLDs) in one, pre-92 university (established prior to the introduction of the Further and Higher Education Act 1992). When comparing the attainment data of students with SpLDs who had accessed one-to-one support, compared to students with SpLDs who had not, 10% of the students who had not accessed support had withdrawn from their studies. None of the students who had accessed support withdrew, and there was a positive correlation between the number of support sessions attended and attainment.


2020 ◽  
pp. 129-134
Author(s):  
Martin Halmo

In the Slovak Republic, on the basis of legislative conditions, the Higher Education Act does not give the possibility to direct the management of public higher education institutions towards the fulfillment of their goals and thus to adapt effectively to the current situation and challenges. This is characterized by processes and structures that are duplicate, problematic or ambivalent, which ultimately prevents public higher education institutions from autonomously receiving and fulfilling their mission. It is therefore important that alternative management trends are introduced into the governance structures to help the development of public higher education institutions. We consider the use of marketing strategic management as such an element. Thus, the use of this type of management can ultimately benefit the university in the form of the required number of pupils. It can also contribute to improving the quality and supply of education, information and information.


Sign in / Sign up

Export Citation Format

Share Document