Bogota, Oct 12, 2007. Institutional Advancement Higher Education Resources in the Post-Industrial Era. Kai-ming Cheng The University of Hong Kong For National Forum on Higher Education Bogota, Oct 11-12 , 200 7. Society has changed …. Industrial Society: the Pyramid. Higher Education.
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Hong Kong … Around 304,000 registered companies (Sep 2006) 99.3％ under 100 (SME) • 69% of employees • 94.3% under 20 • 40% of employees • 87.0％ under 10 • 33% of employees • Over 1,000: 110 • Free-lancers 220,000 estimated vis-à-vis 2,200,000 in registered companies • The United States • Business Enterprises • 98％ under 100 • 86％ under 20 • National Bureau of Economic Research, 2002 • Shanghai (2005/6) • SME: 99.7% • Employees: 86.8% • Total asset: 69.2%
Post-industrial: Workplace On-going processes of • Re-engineering • De-layering • Down-sizing • Out-sourcing • M & A • Closure Project Groups/Task Forces Small Enterprises Free-lancers Higher Education
Industrial Large pyramids Producer-centred Departments Hierarchy Tight structure Design at the top Assigned procedures Rules & regulations Post-industrial Small companies Client-centred Project teams Flat Loose & fluid Design at front-lines Improvised actions Fit-for-purpose acts Organisations
Industrial Bottom of the hierarchy Hiring due to credentials Member of a specialised department Implementation of design Using specific skills Routine and repetitive activities Working according to job descriptions Following set procedures Maintaining the convention Abiding by rules and regulations Appraised by degree of compliance Stable and secure Blue collars Post-industrial Member of a small group Hiring due to personality Working in teams Directly facing clients Handling human relations Directly facing problems Anticipating total solutions Designing solutions with creativity Using multiple skills Taking risks Improvising fit-for-purpose activities Managing oneself Learning on-the-job, on-demand, just-in-time Appraised 3600 Unstable, uncertain and insecure Knowledge workers Front-line workers
Industrial Credentials Specialized skills Planning & implementation Navigating the bureaucracy Following the heritage Post-industrial Communications Team-working Human relations Problem-solving Risk-taking Design & innovations Personal responsibility Continuous learning Self-management Ethics, values, principles Expectations …
Global Challenges to HE • Mismatch between education and work • Preparation for multiple careers • Emphasis on generic capacities • Just-in-time and on-demand learning • Expectations on innovations and creativity • Emphasis on human/social competence • Demand on self-confidence/-management • Challenges in ethics, values, emotions, …
Some Trends in Asia • Unprecedented Expansions • Building Elite Universities • Expanded Student Learning Experiences
Unprecedented expansion • South Korea: oversupply • enrolment ratio: 84% (2005) • Taiwan: oversupply; • enrolment ratio: 82% (2005) • Japan: oversupply in 2 years, • enrolment ratio: 76.2% (2005) • Singapore: major expansion • Enrolment ratio: 81% (2005, from 15% in the early 1990s) • Hong Kong, China: major expansion • Enrolment ratio: 67% (from 30% in 2002)
Unprecedented expansions: • China: • 23M(world’s largest, 6M in 1998; 7% to23%) • Major cities > 80% enrolment • India: • 11M (world’s third) • Secondary Colleges • Pakistan • 2.9% (2005) to 5.8% (2010) • Saudi Arabia • Thailand
Establishing elite institutions: • China: • Project 211 • Project 985 • Pakistan:Major expansion • 11 new elite universities • Thailand:Major expansion • 1 global top-50; 4-5 regional top-50 • Taiwan • 50B for 5 years • Saudi Arabia • 2 elite universities
Lives in Higher Education International Exchange Visits to Rural, Deprived Communities Community Services/NGO Internship, Placement, Mentorship Design, Music, Drama, Sports Executives of Organisations Student Activities/Halls Study Classes
Some Trends in Asia • Unprecedented Expansions • Building Elite Universities • Expanded Student Learning Experiences Who pays?
The blurring boundaries … • Purely public institutions • Government appropriation only • Public institutions • + partial self-financing programs • + projects on competitive basis • + private donations • + commercial incomes • Private institutions • + projects from public sources • + public subsidy to students • Purely private institutions • Tuitions only
New resources strategies … • The pie is much larger than Government budget • Private participation is not a dispensable option • Private participation should become a major item on the policy agenda • Government plays only a pivotal role
Dancing with private participation • Recognizing private contributions • Blurring the sectoral boundaries • Innovations of private participation • Focusing on learners • Living with the “market” • Moving beyond the civil service ideology • New framework of accountability
Philanthropy: Global Trends I • International growth in philanthropy • Gates-Buffet Alliance • Wealth and Commonwealth • Li Ka Shing • “The Third Son” • Medical Alliance • Giving to US and UK universities
Philanthropy: Global Trends II • Government Matching • Singapore: perpetual • Hong Kong: 3B HKD (attracted 7.4B) • UK: GBP200M for 3 years
Institutional Advancement • Mobilizing resources beyond government appropriation • for the advancement of the institution in areas of prime importance • hence enabling the institution to achieve excellence at a higher plane • thereby empowering the institution to enjoy autonomy at a new level
Institutional Advancement Donations in higher education: Nature • Donation is not charity to the deprived • Donation is partnership with the strong • Donation is endorsement of mission • Donation is recognition of contribution
Harvard expenditures • 60% Projects • 65% levy • 30% Tuitions • 55% on scholarship • 10% Donations • 29.2B at 16.7% p.a.
Philanthropy: a different pie Government Appropriation + Learners’ Fees + Projects Government Appropriation Government Appropriation + Learners’ Fees + Projects + Private Donations
Public funding No money, no plan Budget cut, activity reduction Look for small money Ask for money when poor Funding is the limit Doing what we did Steady progress Appropriation Advancement No vision, no money Great vision, big money Look for big money Ask for money when strong Sky is the limit Scaling new planes Advancement Partnership A different paradigm
Why fundraising? • Public appropriation maintains us as just “one of many” • Advancement makes a difference! Advancement = Community Support = Fundraising = Resources Development = Donations
Capacity & Infrastructure • President/Rector as Champion • Consensus in Senior Management Team • Major Fund-raisers/Ambassadors • A Development Office • Synergy with alumni affairs, media, … • Expenditures: 10-20% of donations
