FEASIBILITY STUDY

Our approach to the feasibility study was as follows. Initially, a research framework was
constructed to help direct the literature review and the associated questioning of key internal and
external stakeholders.
Reflective discussions and conversations were then held by email and telephone with a limited
number of researchers in the field and with FE sector contacts. The general thrust was to seek their
guidance and advice in highlighting important sources of literature, especially evaluative reports
on the merger process.
With the agreement of the two Principals, we constructed and implemented a study methodology
that utilised both qualitative and quantitative research methods. Following consultation with both
Principals and their strategic management teams, we were particularly encouraged to make sure
that the ‘voices’ of internal and external stakeholders were properly heard, and reflected in the
report in order to offer a socially interpretive, ‘human’ approach to the study. 1
Qualitative research process
The qualitative research process has focused on consultation with a series of key internal and
external stakeholders. These stakeholders were identified and agreed following initial discussions
with both Principals. It is important to stress that the brief for the study was focused and carefully
worded. It was the wish of the Colleges, via the offices of the two Principals, to:
“explore how they might work more closely together, and if appropriate, merge.”
Thus, the research was an exploration and examination of key aspects which might encourage
closer collaborative working and offer opportunities for progression to merger. It was not deemed
appropriate, therefore, by both Principals for a formal consultation process to occur between all
staff and external stakeholders of each College. However, it was seen to be important that
representative groups of staff be consulted in order to gain a vital ‘snapshot’ view of opportunities
and risks surrounding closer collaborative working and possible merger.
Several prior studies 2 relevant to the potential merger of FE institutions in the UK identified a series
of key questions that addressed the benefits of increased collaboration and the opportunities and
risks of potential merger. Our approach was to initially ‘test’ a series of key questions linked to an
institutional merger with both Principals and to ‘triangulate’ the suitability of these questions with
appropriate and respected researchers of educational mergers in UK Further and Higher
Education. Key, ‘cornerstone’ questions were finally shaped via consultation with both Principals
and these questions were also mapped against institutional mission statements, strategic planning
documents and core institutional performance data. 3
1 Charmaz, K (2006) ‘Constructing Grounded theory: A Practical guide through Qualitative Analysis,’ London, Sage; and Denzin, N.K. and
Lincoln, Y.S (eds.) [1994] ‘Handbook of Qualitative Research,’ London, Sage.
2 Payne, L (2008) ‘The Evidence Base on College Size and Mergers in the Further Education Sector,’ Department for Innovation, Universities
and Skills, DIUS Research Report, 08 19.
3 Such institutional performance data included – Quality of Learning; Reputation and Rankings, Estate, Financial and Staffing indicators –
and appeared in formal reports to the Welsh Government and by Estyn.
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