What are the Risks of HE Privatisation?
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Powerpoint on the Risks of HE Privatisation. Read accompanying speech at: http://anthonycamilleri.innovationpros.net/higher-education/financing/the-risks-of-privatisation-of-higher-education-2

Powerpoint on the Risks of HE Privatisation. Read accompanying speech at: http://anthonycamilleri.innovationpros.net/higher-education/financing/the-risks-of-privatisation-of-higher-education-2

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What are the Risks of HE Privatisation? Presentation Transcript

  • 1. Anthony F. Camilleri SSU Higher Education Conference 2008 Rogaska Slatina, Slovenia 05th Dec 2008
  • 2.  Privatisation of funding sources  Privatisation of higher education institutions
  • 3. Target GDP spend on HE in Europe: 2% GDP  Current GDP spend on HE in Europe (2004):  1.3% GDP Direct Public Funding on HE in Europe (2004):  0.95% GDP GDP spend on HE in US (2004) 2.5% GDP  Direct Public Funding on HE in US (2004):  0.54% GDP
  • 4. The Iron Triangle Survey of attitudes of presidents of US Community Colleges (2006)
  • 5. The EU Public financing model is producing  results ‘Cost-sharing’ on its own is by definition  inequitable Systems to introduce equity in cost-sharing  models are difficult to implement
  • 6. Private management is more effective  than public management  Privatisation leads to competition  Private sector is more user-oriented
  • 7.  Maintain the bottom line  Increase shareholder value  Improve market share
  • 8. Legal standing  Its own assets  The capacity to contract  The ability to hire staff and set their pay  levels The freedom to set budgets  The freedom to develop policies of every kind  Higher Aspirations: An agenda for reforming European Universities Bruegel think-tank, 2008
  • 9. Public Private Stakeholder participation is Stakeholder participation the rule common Autonomy possible Autonomy is the rule Shareholder interest is private Shareholder interest is public interest – which can interest potentially be private interest
  • 10. Public Private Lump funding discourages Competition for funding, students competition – formula funding and staff is the rule encourages it Competition for prestige is Competition for prestige is increasing increasing Competition is accessory for survival Competition is necessary for but necessary for improvement – it survival – it is an end in itself is a means to an end
  • 11. In a mixed system – how do you guarantee  public responsibility? How do we prevent parasitic mission creep?  ◦ Mission creep: the process of a university taking the mission of another What does this means for the definition of a  university? What does this mean in terms of barriers to  the public sector? Can a university be run purely as a profit-  making entity?
  • 12. Is the risk worth it?
  • 13. Continue the discussion on: http://anthonycamilleri.innovationpros.net SSU Higher Education Conference 2008 Rogaska Slatina, Slovenia 05th Dec 2008