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Svava Bjarnason Observatory on Borderless Higher Education

‘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

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Svava Bjarnason Observatory on Borderless Higher Education

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

  2. Today’s Presentation • Introduction ~ BBE / OBHE • Challenges • GATS • Scenarios • Responses • Threats and opportunities

  3. 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

  4. Borderless higher education involves the interaction between... Traditional HE / CPD / Lifelong learning Distance learning / Transnational education Time / Space / Geography / Level Internationalisation New technologies Public / Private / Not-for-profit providers

  5. 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

  6. 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

  7. 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

  8. Global Players • Global ‘mega’ universities • Traditional public universities • Private universities • Corporate universities • Media & Publishing Houses • Professional Associations • Brokers

  9. 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

  10. 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’

  11. 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

  12. 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

  13. Issues • Accreditation • Quality assurance • Access / capacity building • Public ‘good’ • Collaboration vs competition • ‘New’ providers • Cost

  14. 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

  15. Strategic Challenges for Managers • New strategic positioning of the university • Need for explicit strategies for eLearning • Human resources requires more investment • Competition versus collaboration • Challenges from corporate providers European Union Policies and Strategic Change for eLearning in Universities 2002

  16. Rationale for online provision On-campus enhancement= 94% Keeping up with competition= 71% Widening access= 65% Distance learning= 59% New international markets= 53% Safeguarding international markets= 33% New corporate markets= 33% Safeguarding corporate markets= 20% Cutting costs= 20%

  17. 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

  18. “We tend to under-estimate change in the longer term and over-estimate it in the shorter term.” Gill Ringland 1998

  19. 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

  20. www.obhe.ac.uk

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