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E-University developments in Britain

This overview addresses the evolution and impact of e-university models in Britain, highlighting the insights of Professor Paul Bacsich from Sheffield Hallam University. It explores theoretical frameworks, business models, and institutional responses, such as those from the Open University and corporate partnerships. The report discusses the role of new universities, associations like the Global University Alliance, the obstacles to implementation, and emerging standards in learning technologies. The analysis emphasizes the need for adaptability and strategic planning in the shift towards online education.

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E-University developments in Britain

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  1. E-University developments in Britain Professor Paul BacsichSheffield Hallam UniversityGreat Britain

  2. Overview • E-University theory • The new UK e-University • University for Industry • The Open University response • Oxbridge and the Russell Group • New Universities • Scotland • Issues, analysis and conclusions

  3. E-University Theory - 1Dimensions of Virtuality Staff Students Buildings IT Modules Legal

  4. E-University Theory - 2Business Models • Outsourcing • Joint ventures • Consortia... • Broker models • University-Corporate partnerships

  5. UK e-University - 1www.hefce.ac.uk/News/ • student-orientated • quality • innovation • flexibility • cost-effectiveness

  6. UK e-University - 2Structure and market • Holding company collectively owned by HEIs • Joint venture with corporate world • Market: • UK postgraduates and CPD • corporate universities and businesses • selected overseas markets – individuals, companies or governments

  7. University for Industry - 1www.ufiltd.co.uk • Classic Broker model • Oriented to colleges not universities • e.g. adult literacy and numeracy • Dirigiste • Standardised technology and systems • Fretwell-Downing “Learning Environment”

  8. University for Industry - 2New Directions • Bite-sized learning • Online learning (I.e. Web not CD-ROM) • Worldwide strategic partnerships

  9. UK Open University response • “We will be an e-university too” • 150,000 students online, via FirstClass • One course has 13,000 students online • Corporate University initiative • US Open University subsidiary

  10. Oxbridge and Russell Group • Cambridge-OU alliance for e-MBA • Oxford with Stanford, Princeton, Yale • Warwick?? • Universitas21: www.universitas21.org • Birmingham, Edinburgh, Glasgow, Nottingham + worldwide • Sheffield + US partners; etc etc

  11. New Universities • Global University Alliance: www.unext.com • Derby, Glamorgan + overseas • Large new universities on their own: • Sheffield Hallam: “Virtual Campus”: large FirstClass site • De Montfort: “Electronic Campus” • Coventry: first large UK WebCT site • Robert Gordons • Huddersfield: first UK Blackboard site

  12. Scotland • University of Highlands and Islands • consortium of colleges • Scottish University for Industry: • focus on linking learners to learning opportunities • “a broker and facilitator, providing information, support, guidance, advice and encouragement to learners” • not chosen a standard MLE yet

  13. Issues - 1 • Learning System Standards • Change Management • Roles • of consortia • of “conventional institutions” • of funding agencies (HEFCE, JISC, etc) • Procurement of systems

  14. Issues - 2New Procurement Paradigm • “conversation” between customer and supplier business models • Generalised features: • system information (such as architecture, scalability, standards) • user information (such as “industrial-strength” reference sites) • “futures” information on pedagogy and technology

  15. Issues - 3Looking “beyond” HE and FE • UK HE and FE models inadequately rich • Must look “across borders”: • at corporate U’s • at schools • at business models in e-business • at US/Canadian/Far East HE models

  16. Issues - 4Barriers to e-universities • Lack of training in new technologies • Lack of transparent tools • Lack of compelling pedagogical evidence to support a move to e-learning • Lack of standards • Lack of water-proof network: “net tone” • (Lack of) Diffusion of innovatorsas well as innovations?

  17. Issues - 5Implementation errors • An old or too young person is given the lead role • R&D becomes more exciting than implementation • Adoption/roll-out jump is badly done • Periphery fights the centre • An old-fashioned department gains control • Funding dies out (EU beware) • Lack of support from top management • Lack of compelling positive vision • Drift into technical management • Omitting to do constant awareness-raising

  18. Thanks for listening Professor Paul BacsichVirtual Campus Research ProgrammeSheffield Hallam UniversityGreat Britain p.bacsich@shu.ac.uk

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