A Strategic Approach to Scholarships

Dr John Kirkland

Deputy Secretary General (Development)

Making the Best Use of the Opportunities Available

A Changing Environment- from a donor perspective

“Twelve years ago 30,000 post-graduate students came to the UK from outside the EU. Since then that number has gone up by 160 per cent. British universities actively market themselves, and many offer their own scholarships. So we need to focus on the value-added from the FCO’s scholarship schemes. This value-added is the creation of relationships between the United Kingdom and the international leaders of the future.”

UK Foreign Secretary, David Milliband13 March 2008

The ImplicationsWill we need fewer scholarships?

No• Higher education more market driven than

ever• More competition than ever• Strong recognition of higher education in

development• Ambitious targets for staff development in

higher education

Do we need more focus?

Yes

• The more scholarships there are, the more institutions and governments need to take a strategic approach

A Strategy Comprising

• Aims

• Targeting

• Selection

• Partnership

• Communication

• Career Development

AimsDo African Universities want scholarships to:

• Reward the best candidates academically

• Support candidates that will add most value

• Develop strategic areas

• Have the maximum catalytic impact

• Help develop international education/exposure

• Help promote equity (gender, minorities, etc)

Which candidates best meet these objectives

• Candidates with the strongest academic record• Candidates with ‘need’• Candidates showing most commitment/potential• Candidates who have not previously had

overseas exposure• Candidates in certain subject areas• Candidates with specific personal characteristics

(age, gender, ethnicity, etc)

Selection

• who is involved? (high level, open, strategic)

• pro-active or re-active?

• academic or professional?

• relevance to strategic planning?

Methods may vary according to donor requirement, but . . .

Partnership

• greater awareness of existing opportunities• influencing donor priorities• more clearly stating institutional needs• leveraging internal funds• attracting new donors• building on existing collaborations• working together with national bodies/other

recipients to add value

Can the number or value of scholarships be increased by

Communication

• To potential recipients

• To decision makers within the university

• To donors

• To scholarship holders whilst on award

Career Development

• before the scholarship

• during the scholarship

• after the scholarship

How can institutional objectives best be developed

What help is needed? What barriers exist?

• as a preparation of staff development

• in terms of impact

• in terms of risk

• in terms of staff effort

. . . But also placing scholarships into context

. . . If you could do things better please tell us!