Higher Education – A Unique Success Story the Successes, the Challenges and Threats, and the Opportunities Bill Rammell Deputy Vice-Chancellor Plymouth University
Poacher Turned Game Keeper• Insights from both sides of the fence• Universities – strong voice• Friends in high places• Need for consistency and proportion• Unique UK success story
HE Development in Perspective– the Last Decade• Introduction of variable fees• Foundation degree awarding powers• PMI• Stability• Student voice• Greater scrutiny of Universities
Challenges Facing the HE Sector Today • Cuts in funding – a deficit model even at £9,000 • Radical change to student number allocation • Fees potentially forced below £7,500 • Increasing power of the student consumer • Quality academic support demanded • Challenge of private providers • Demand for high level skills in the work place • Internationalisation
Sustainability of New Fees Regime?• Significant implications for the Treasury due to the increased threshold for graduates to repay their student loan: ⁻ In 30 years’ time the UK Government is likely to have to write off debt of between £30,649 and £64,935 for every full-time university student who graduates in 2015 ⁻ The report estimates that the recurrent annual liability to the Government of the current fees regime is approximately £9bn• Policy shift from Widening Participation to Fair Access• New fees regime unlikely to change ‘First Steps to Wealth’ - Skandia
University-level skills are Vital• ‘Graduate premium’ at nearly £600,000• Graduate vacancies continue to grow• Jobs in ‘graduate dense’ occupations are an increasing proportion of the total workforce• Graduate employment rates have been maintained despite the rapid expansion in the number of graduates ‘First Steps to Wealth’ – Skandia. ‘The Way We Work’ – University Alliance
Core and Margin• The core and margin redistributes students: 1. Based on price (Fees) 2. Based on grade profile of the student (AAB)• Institutions can offer unlimited places to AAB• 9% of student numbers will be taken from those institutions charging £6k or more fees and redistributed to private providers and those charging low fees• Core and margin, and AAB unlikely to change for 13/14
To survive Institutions need to be: • Bold • Confident • Different • Distinctive • Agile
The Student Experience• KIS• NSS• Entrepreneurship and Innovation• Employability• Internationalisation• Leadership Skills• Work experience, through placements, volunteering and part time jobs• Students as Partners
Employability Agenda• Three strands: – Curriculum – Co-curriculum – Extra-curriculum• Extra-curricular award schemes• Students as Leaders• Volunteering and work experience• US campus jobs model?
Internationalisation – the Challenges Reasons for optimism about growth in international student mobility: • Concentration of world population in developing countries with rising birth-rates, an increasing demand for education in these countries, and limited domestic capacity to provide education • Development of the global economy and associated emergence of China, India and other Asian countries as major economic powers • Untapped growth potential of mobility below tertiary level Reasons for caution about growth in international student mobility: • Concerns over “brain drain” have driven sending countries to build up their own tertiary systems • Rapid growth in transnational education means students can get at least some international education benefits without leaving home • Early signs from a few key countries (the US, Australia) that the bumper years of mobility growth ended in 2009/10 Source: “Who Goes Where and Why?” Macready /Tucker
What are Students?• Customers? X• Consumers? X• Partners?
Students as Partners• Right voice, Right time, Right place• The power of the partnership voice• From ‘AT’ to ‘WITH’ Plymouth University
How do Universities Succeed in the New Landscape • Increase access • High quality research • Partnership with students • Improve PIs, NSS drop out, contact time • Review academic offer in the new marketised environment • Excel at employability • Increase part time and distance learning • Expand and imbed work place learning • Increase overseas students and transnational education (and outward mobility) • Shared services to reduce backline costs • Staff need to be engaged and own institutional mission and financial strategy