Svava Bjarnason Observatory on Borderless Higher Education

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Svava Bjarnason Observatory on Borderless Higher Education ‘Borderless’ Higher Education - Competition or Collaboration?

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‘Borderless’ Higher Education - Competition or Collaboration?. Svava Bjarnason Observatory on Borderless Higher Education. Today’s Presentation. Introduction ~ BBE / OBHE Challenges GATS Scenarios Responses Threats and opportunities. Future Challenges. Pace of change is accelerating - PowerPoint PPT Presentation

Transcript of Svava Bjarnason Observatory on Borderless Higher Education

Page 1: Svava Bjarnason Observatory on Borderless Higher Education

Svava BjarnasonObservatory on Borderless Higher Education

‘Borderless’ Higher

Education - Competition or

Collaboration?

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Today’s Presentation

• Introduction ~ BBE / OBHE

• Challenges

• GATS

• Scenarios

• Responses

• Threats and opportunities

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Future Challenges

• Pace of change is accelerating

• Managing is more complex

• Traditional boundaries are becoming blurred

• Lack of clarity in identifying competitors

Council for Excellence in Management and Leadership 2000

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Borderless higher education involves the interaction between...

New technologies

Public / Private / Not-for-profit providers

Traditional HE / CPD / Lifelong

learning

Time / Space / Geography / Level

Distance learning / Transnational education

Internationalisation

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Forces Driving Change in HE

• Continuing growth in demand• Increased recognition of the economic returns• Expanding and shifting frontiers of knowledge• Communications and information technology• Economic globalisation and inter-

nationalisation • Democratic quest for cohesion, justice and

equity in social arrangements

The University Challenged: a review of international trends and issues 2001

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General Agreement onTrade in Services (GATS)

• Liberalization of trade in services

• Education one of twelve service sectors

• Five levels of education services

• 21 of 44 countries committed to trade in HE

• Request/offer stage ends 30/03/03

• Negotiations close 31/01/05

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Modes of trade• Mode 1 ~ Cross-border supply

• distance learning

• Mode 2 ~ Consumption abroad• students travelling abroad

• Mode 3 ~ Commercial presence• branch campuses

• Mode 4 ~ Presence of individuals• visiting scholars

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• Global ‘mega’ universities

• Traditional public universities

• Private universities

• Corporate universities

• Media & Publishing Houses

• Professional Associations

• Brokers

Global Players

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Scenario 1: Invaders Triumph

• Large, ‘higher learning businesses’ enter national markets

• Varied forms: commercial, public/private consortia, public and expanded on-line

• Target markets: business, healthcare, engineering, IT

• Undergraduate, postgraduate, CPD

• Use of local centres in convenient locations

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Scenario 2: Trojan Horse

• Foreign HEIs seek local partnerships

• Content designed elsewhere with delivery local

• External on-line exams

• On-line teaching options from foreign partner

• Full range of curricula

• High fees for ‘international currency’

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Scenario 3: Community Champions

• International media companies & government & external funding

• Investment in local/regional DL universities

• Community learning opportunities - all levels

• International collaborations possible

• Community projects as vehicle for learning

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Scenario 4: Explorers International

• International educational consortia of Professional Associations

• Consortia provide modules/programmes

• Associates study in several countries

• Accreditation: consortium or HEIs

• Target market for international qualifications: managers in private/public sector

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Issues

• Accreditation

• Quality assurance

• Access / capacity building

• Public ‘good’

• Collaboration vs competition

• ‘New’ providers

• Cost

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Expectations of the University

• To be more outward looking

• To provide leadership and service

• To make efficiency gains

• To maintain standards and high quality

• To demonstrate ability to obtain additional sources of revenue

The University Challenged: a review of international trends and issues 2001

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• New strategic positioning of the university

• Need for explicit strategies for eLearning

• Human resources requires more investment

• Competition versus collaboration• Challenges from corporate providers

Strategic Challenges for Managers

European Union Policies and Strategic Change for eLearning in Universities 2002

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0%

10%

20%

30%

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50%

60%

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100%

Rationale for online provision

Keeping up with competition= 71%

Distance learning= 59%

On-campus enhancement= 94%

Widening access= 65%

New international markets= 53%

Safeguarding international markets= 33%

New corporate markets= 33%

Safeguarding corporate markets= 20%Cutting costs= 20%

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Opportunity or Threat?

• Depends on one’s perspective!

• International: increased mobility of knowledge and people ~ global understanding(!?)

• National: increased capacity ~ diversity of provision

• Institutional: new modes of partnership

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“We tend to under-estimate change

in the longer term and

over-estimate it in the shorter term.”

Gill Ringland 1998

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The Observatorywww.obhe.ac.uk

• Major reports ~ 10 per year

• Briefing notes ~ 10 per year

• Weekly breaking news

• Links to other resources

• Empirical research

• Conferences and seminars

• Consulting

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www.obhe.ac.uk