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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
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Svava BjarnasonObservatory on Borderless Higher Education
‘Borderless’ Higher
Education - Competition or
Collaboration?
Today’s Presentation
• Introduction ~ BBE / OBHE
• Challenges
• GATS
• Scenarios
• Responses
• Threats and opportunities
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
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
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
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
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
• Global ‘mega’ universities
• Traditional public universities
• Private universities
• Corporate universities
• Media & Publishing Houses
• Professional Associations
• Brokers
Global Players
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
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’
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
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
Issues
• Accreditation
• Quality assurance
• Access / capacity building
• Public ‘good’
• Collaboration vs competition
• ‘New’ providers
• Cost
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
• 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
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
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%
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
“We tend to under-estimate change
in the longer term and
over-estimate it in the shorter term.”
Gill Ringland 1998
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
www.obhe.ac.uk