This paper analyses and critiques the establishment and initial operation of University of Derby Corporate (UDC) in 2008 and 2009. UDC is based on demonstrated institutional strengths and a track record of success in connecting university-level learning with the world of work. Aimed at learners within in the workplace, UDC was set up to create an attractive delivery mechanism to persuade more employers to enter into partnerships with the university.
Within such partnerships, work and professional practice is the starting point for curriculum design. Programmes enable learners to articulate and transform their tacit professional understandings into planned and explicit outcomes which can be tested against criteria for certification. Essentially, this involves learners analysing, critiquing and extending their work-based knowledge and locating it within higher education achievement conventions.
UDC is a practical response to enable the university to connect with modes and sites of higher level learning and knowledge production outside the normal boundaries of the institution. UDC also seeks, through a robust quality regime, to establish and retain the high social status and value traditionally associated with university-level programmes. While UDC programmes provide demonstrably higher level learning, the approach is also based on demand-led and commercial thinking. The intention is, through learners’ achievements aligned with stakeholders’ objectives, to add value for both companies and the university.
|Keywords:||Work-Based Learning, Employer Engagement, Negotiated Learning|
Professor of Work Based Learning, School of Flexible and Partnership Learning, University of Derby, Derby, Derbyshire, UK
Dean of Faculty, Faculty of Business, Computing and Law, University of Derby, Derby, Derbyshire, UK
Head of Development, University of Derby Corporate, University of Derby, Derby, Derbyshire, UK
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