Universities face increasing challenges from changing student expectations, financial pressures, and disruptive technologies. Students now demand more flexible, personalized, and technology-enabled educational experiences. Increased competition comes from private providers adopting new models. To succeed, universities must focus on recruiting, engaging, and satisfying diverse students through tailored programming and services available anytime on any device. Leveraging student data and technology, universities can better understand student needs and intervene to improve retention, outcomes, and employability. This will help universities develop sustainable models and compete in today's shifting landscape of higher education.
Tensions in collaboration in a changing landscapeJisc
The Theme 1 keynote: tensions in collaboration in a changing landscape is given by Bill Rammell, Deputy Vice-Chancellor, Plymouth University. Facilitated by Neil Witt (Plymouth University).
Jisc conference 2011
Price Competition and Course-Level Choice in K-12 EducationStraighterLine
Post-Secondary Barriers to Course Level Choice
Just how dramatic is the difference between price and cost in higher education? Astoundingly, there is little public data available about the per-student cost of course delivery by subject and institution.
Many students taking remedial courses in college are not doing well in them. A better approach is needed that will benefit not only students, but also taxpayers and the students who are footing the bill for unsuccessful instruction. A subscription-based model in which students can work at their own pace and get help from readily available faculty could improve outcomes and reduce costs.
Slides for a talk on "The Agile University" presented by Niall Lavery and Dan Babington, PwC at the IWMW 2015 event held at Edge Hill University, Ormskirk on 27-29 July 2015.
See http://iwmw.org/iwmw2015/talks/beyond-digital-the-agile-university/
Summary presentation looking at developments related to changes in institutions as a result of markets, demographics, technology, austerity in higher education.
Tensions in collaboration in a changing landscapeJisc
The Theme 1 keynote: tensions in collaboration in a changing landscape is given by Bill Rammell, Deputy Vice-Chancellor, Plymouth University. Facilitated by Neil Witt (Plymouth University).
Jisc conference 2011
Price Competition and Course-Level Choice in K-12 EducationStraighterLine
Post-Secondary Barriers to Course Level Choice
Just how dramatic is the difference between price and cost in higher education? Astoundingly, there is little public data available about the per-student cost of course delivery by subject and institution.
Many students taking remedial courses in college are not doing well in them. A better approach is needed that will benefit not only students, but also taxpayers and the students who are footing the bill for unsuccessful instruction. A subscription-based model in which students can work at their own pace and get help from readily available faculty could improve outcomes and reduce costs.
Slides for a talk on "The Agile University" presented by Niall Lavery and Dan Babington, PwC at the IWMW 2015 event held at Edge Hill University, Ormskirk on 27-29 July 2015.
See http://iwmw.org/iwmw2015/talks/beyond-digital-the-agile-university/
Summary presentation looking at developments related to changes in institutions as a result of markets, demographics, technology, austerity in higher education.
The opening address by Professor Denise Bradley, AC for the DEHub/ODLAA Education 2011 to 2021- Global challenges and perspectives of blended and distance learning the (14 to 18 February 2011).
Transformation Strategies for Higher EducationCognizant
Across the education ecosystem, the basic tenets of teaching and learning are being challenged by business and technology drivers -- compelling institutions in the higher education field to adopt a new playbook in order to remain relevant.
Quality Assurance in an Education 3.0 worldDerek Keats
The concept of Education 3.0 has been used to categorize a possible future scenario of change in higher education in which we will see breakdown of most of the boundaries, imposed or otherwise within education, to create a much more free and open system focused on learning. Education in the 20th and early 21st Centuries (Education 1.0) has been based on scarcity. An increasing abundance of free and open resources for use in education means that learning resources are no longer scarce, and a proliferation of networking and learning technologies that blur the distinction between play and study, means that sources of learning are no longer as scarce as they once were and that professors are not the only valid means to ensure that learning takes place.
University of Malta Strategic Plan 2020-2025BrendaVella
As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come.
The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on 30 May 2019 and by the Council on 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, the contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners.
During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys.
The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.
Main Editor:
Professor Tanya Sammut-Bonnici
Pro-Rector Strategic Planning and Enterprise
University of MALTA
The Vision Project Performance Incentive Fund is designed to support innovative work that will advance the Vision Project goals for Massachusetts' national leadership in certain key educational outcome areas in higher education. How is Bunker Hill Community College spending its $200K grant to advance these goals? Presented at a meeting of the Massachusetts Board of Higher Education on January 31, 2012.
Presentation giving a brief overview of changes and trends in open education, and the quality related challenges linked to each.
Presented at :
- the 9th European Quality Assurance Forum in Barcelona
- the SEQUENT / Openup Slovenia Seminar on QA in e-learning in Ljubljana, Slovenia
- the NCFHE Seminar on e-learning in Rabat, Malta
The opening address by Professor Denise Bradley, AC for the DEHub/ODLAA Education 2011 to 2021- Global challenges and perspectives of blended and distance learning the (14 to 18 February 2011).
Transformation Strategies for Higher EducationCognizant
Across the education ecosystem, the basic tenets of teaching and learning are being challenged by business and technology drivers -- compelling institutions in the higher education field to adopt a new playbook in order to remain relevant.
Quality Assurance in an Education 3.0 worldDerek Keats
The concept of Education 3.0 has been used to categorize a possible future scenario of change in higher education in which we will see breakdown of most of the boundaries, imposed or otherwise within education, to create a much more free and open system focused on learning. Education in the 20th and early 21st Centuries (Education 1.0) has been based on scarcity. An increasing abundance of free and open resources for use in education means that learning resources are no longer scarce, and a proliferation of networking and learning technologies that blur the distinction between play and study, means that sources of learning are no longer as scarce as they once were and that professors are not the only valid means to ensure that learning takes place.
University of Malta Strategic Plan 2020-2025BrendaVella
As a dynamic tertiary education institution, the University of Malta has developed a strategy that will chart its course for the years to come.
The Strategic Plan 2020-2025 sets out the goals and priorities for the University, its faculties, departments, centres, institutes and schools. The plan approved by the Senate on 30 May 2019 and by the Council on 21 June 2019, reflects the evolving state of higher education, society, industry and the economy. It focuses on students’ experience, resources, the contribution of the academic community and the University's impact on the nation as well as the insights of the wider University community and social partners.
During the academic year 2018-19 the entire University community of 15,000 students and staff, as well as its external stakeholders were invited to actively participate in the strategic planning process through strategy conferences, working groups, advisory committees and surveys.
The Strategic Plan will be supported by a more comprehensive implementation plan which will be endorsed by the University Senate and Council and overseen by the Steering Committee for Strategic Planning, chaired by the Rector. The University's internal and external stakeholders will remain vital to the implementation of the plan.
Main Editor:
Professor Tanya Sammut-Bonnici
Pro-Rector Strategic Planning and Enterprise
University of MALTA
The Vision Project Performance Incentive Fund is designed to support innovative work that will advance the Vision Project goals for Massachusetts' national leadership in certain key educational outcome areas in higher education. How is Bunker Hill Community College spending its $200K grant to advance these goals? Presented at a meeting of the Massachusetts Board of Higher Education on January 31, 2012.
Presentation giving a brief overview of changes and trends in open education, and the quality related challenges linked to each.
Presented at :
- the 9th European Quality Assurance Forum in Barcelona
- the SEQUENT / Openup Slovenia Seminar on QA in e-learning in Ljubljana, Slovenia
- the NCFHE Seminar on e-learning in Rabat, Malta
Global Sectoral Change - Disruptive or Business as Usual?Kelly Rennie
In the race for global competitive advantage, the very nature of the university is being reconsidered and possibly redefined; public/private, autonomous/ accountable? Questions that get at the heart of what we are and what we do.
Jon Baldwin considers all of this in the context of university leadership, management and administration, in this slides from the AUA Conference 2015.
It's Time for Learning to Go Back to School: Next-Generation Approaches Enric...Cognizant
Major structural shifts in offline and online learning delivery will lead to integrated systems that enable adaptive and holistic higher-education learning environments. Digital footprints will pave way for schools and, eventually, employers to discover learners' competencies and interests and match it to their own offerings and talent needs.
The Unbundled University: Researching emerging models in an unequal landscape – ESRC/NRF funded 26 month project
Profs Neil Morris and Laura Czerniewicz from the universities of Leeds and Cape Town, respectively, are the Principal Investigators on the 26-month project ‘The Unbundled University: Researching Emerging Models in an Unequal Landscape’, from October 2016 to November 2018. Also on the team are Carlo Perrotta, Bronwen Swinnerton and Mariya Ivancheva from the University of Leeds and Alan Cliff, Sukaina Walji and Rebecca Swartz from the University of Cape Town. This project examines the profound confluence which constitutes the unbundled university – the intersection of increasingly disaggregated curricula and services, the affordances of digital technologies, the growing marketisation of the higher education sector itself and the deep inequalities which characterise both the sector and the contexts in which they are located.
Each of these aspects contributes to the complex ways in which the nature of Higher Education is itself evolving. For example, the past few years have seen the appearance of many flexible online courses and qualifications, delivered in new configurations of providers and partnerships, including by parties new to the sector. Whilst these changes may offer opportunities for increased numbers of learners to access education and thus contribute to economic prosperity, there is very little empirical research about the nature, process and impact of unbundling and rebundling, as it is playing out in the rapidly reconfiguring sphere. This project will explore how these formulations are coming into being, how opportunities are being exploited and whose interests are being served
We’ll look at examples from leading schools, and discuss the digital tools and approaches your team could leverage to target your own unique retention challenges.
Serving All Students: A Survey of Learner Mindsets from Age 16 to 65+accenture
Accenture research has identified six learner segments. Explore the segments and how colleges and universities can better serve them. https://accntu.re/3C8fiJT
Benchmarking for future growth, a must for institutions with a strong regional focus: You are not alone. A presentation on the refreshed ACODE Benchmarks for technology enhanced learning, to the Digital Rural Futures Conference 25-27 June 2014 at the University of Southern Queensland, Toowoomba, Australia.
Digital Money Maker Club – von Gunnar Kessler digital.focsh890
Title One is a comprehensive examination of the impact of digital technologies on
modern society. In a world where technology continues to advance rapidly, this article delves into the nuances and complexities of the digital age, exploring Its implications across various sectors and aspects of life.
Enabling and enhancing student learning and support through technologyJisc
A presentation from Connect More 2020 by Peter Francis, deputy vice-chancellor, Northumbria University.
In recent months universities have rapidly implemented significant and often unplanned changes to the ways in which education is delivered. In large part, the nature of such changes will be temporary, although the significance of such changes may be longer lasting.
But this has also allowed universities to explore opportunities that otherwise may not have been considered. One can foresee that many universities will need to focus more time and energy on their approach to technology for student learning, and as a result their digital leadership. Yet technology on its own is not the solution; it is an enabler.
In this session Peter will reflect briefly on his own institution's journey towards technology-enhanced learning and support, one that encompasses a broad array of technological developments, and involved many colleagues and students, the aim of which is the delivery of a high-quality and inclusive student experience for all.
Thought leadership material providing insights related with engagement in the learning process. Prepared in the Talent Development and Learning Innovation Center of Accenture Capability Network by the team leaded by Sumana Dey.
Salesforce Foundation HESUMMIT 2014 7Summits Social Strategies for Successf...7Summits
Engage in a discussion about how leading institutions are applying social technologies to attract new students, engage and retain their existing student population, and inspire and re-connect with alumni.
Helping the Education Industry Learn and Ascend the Digital Technology CurveCognizant
Our framework and tool enables players in the educational ecosystem - educational institutions, publishers and technology providers - to efficiently evaluate new digital technologies in terms of innovation maturity, learner-centricity and the four dimensions of learning: space, schedule, style and supplement.
Utilizing Technology in School Counselling: Innovations and Best Practicesabdulshaikh5253
We offer university counseling to students as a useful tool for helping them choose the best university. Students from Greenfield International School have gained admission to some of the most prestigious schools and universities in the world.
Creating the 21st century Unbounded UniversityMainstay
In collaboration with Cisco, Mainstay conducted a study of the Higher Education system, revealing common speed bumps in Higher Education, and crafting a guide to the evolution of the 21st century higher education system.
June 3, 2024 Anti-Semitism Letter Sent to MIT President Kornbluth and MIT Cor...Levi Shapiro
Letter from the Congress of the United States regarding Anti-Semitism sent June 3rd to MIT President Sally Kornbluth, MIT Corp Chair, Mark Gorenberg
Dear Dr. Kornbluth and Mr. Gorenberg,
The US House of Representatives is deeply concerned by ongoing and pervasive acts of antisemitic
harassment and intimidation at the Massachusetts Institute of Technology (MIT). Failing to act decisively to ensure a safe learning environment for all students would be a grave dereliction of your responsibilities as President of MIT and Chair of the MIT Corporation.
This Congress will not stand idly by and allow an environment hostile to Jewish students to persist. The House believes that your institution is in violation of Title VI of the Civil Rights Act, and the inability or
unwillingness to rectify this violation through action requires accountability.
Postsecondary education is a unique opportunity for students to learn and have their ideas and beliefs challenged. However, universities receiving hundreds of millions of federal funds annually have denied
students that opportunity and have been hijacked to become venues for the promotion of terrorism, antisemitic harassment and intimidation, unlawful encampments, and in some cases, assaults and riots.
The House of Representatives will not countenance the use of federal funds to indoctrinate students into hateful, antisemitic, anti-American supporters of terrorism. Investigations into campus antisemitism by the Committee on Education and the Workforce and the Committee on Ways and Means have been expanded into a Congress-wide probe across all relevant jurisdictions to address this national crisis. The undersigned Committees will conduct oversight into the use of federal funds at MIT and its learning environment under authorities granted to each Committee.
• The Committee on Education and the Workforce has been investigating your institution since December 7, 2023. The Committee has broad jurisdiction over postsecondary education, including its compliance with Title VI of the Civil Rights Act, campus safety concerns over disruptions to the learning environment, and the awarding of federal student aid under the Higher Education Act.
• The Committee on Oversight and Accountability is investigating the sources of funding and other support flowing to groups espousing pro-Hamas propaganda and engaged in antisemitic harassment and intimidation of students. The Committee on Oversight and Accountability is the principal oversight committee of the US House of Representatives and has broad authority to investigate “any matter” at “any time” under House Rule X.
• The Committee on Ways and Means has been investigating several universities since November 15, 2023, when the Committee held a hearing entitled From Ivory Towers to Dark Corners: Investigating the Nexus Between Antisemitism, Tax-Exempt Universities, and Terror Financing. The Committee followed the hearing with letters to those institutions on January 10, 202
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
2. A changing landscape…
Reduced government support
Rising public scepticism about the
value of a degree
Increased institutional
competition
Emergence of disruptive
technology
Universities worldwide are grappling with powerful forces colliding at once
Increasing Student
Expectations
Removal of
student cap
3. Attract successful students
Improve student retention
Increase student success
Student employability
Institution goals
Impacts
A changing landscape…
As technology evolves and the financial climate shifts, the world of Higher
Education is changing quickly and dramatically.
Universities are deploying new strategies to Attract Students, Cut Costs and
Increase Revenue in the hope of developing a sustainable business model for
the future.
4. Students Expectations are Changing
These 21st century learners have choices. Empowered by technology’s broad
reach, they act more like a consumer than a student, comparing products and
selecting the best fit for their individualized needs. What’s more, today’s
learners are learners for life. Gone is the norm of a once in a lifetime education.
Students today want just-in-time learning to gain employment or a higher
paying job. Degrees are not necessarily as important as learning outcomes and
life experiences.
5. • How do you recruit, retain and satisfy students?
• Which students do you recruit?
• Do you diversify or focus on core competencies?
• How can technology help?
The burning questions…
6. Student Recruitment
Universities are allocating more time and
money to marketing open days, engaging
with students on social media, improving
their prospectuses and developing their
university websites.
Social media is a great marketing tool for
recruiting students, but needs to be used in
the right way.
Don’t use it to advertise, but as a tool to
engage. Invest in the stories you place
there, whether that be capturing and
celebrating the student experience or
creating content to provoke that
engagement.
7. Data challenges
There is too much data to see what is going on
Knowing what data matters
How do we use our data more proactively?
9. Student Expectations
Most students now come to university having already embraced mobile technologies,
social media, and online service delivery, and many students are also highly consumer
oriented, able to navigate the choices open to them in the higher education sector and
less forgiving of offerings that fail to meet expectations.
Challenge Description Customer Impact
1. Student
Engagement
Students want to be engaged in the online
environment through collaboration, connection,
and communication with their peers and the
University
1. Consistent online experience – connected
and seamless systems
2. Surveys to benchmark and measure student
experience
3. Expand channels (social media, chat, SMS,
Alerts etc.)
4. Improved Online Support Services
2. Flexibility Students expect flexibility in accessing the
resources and services they need to support their
learning, regardless of time or location
1. 24 x 7 access to resources – online deliver
(i.e. electronic assignments etc.)
2. Anytime, Anywhere and any device
3. User Friendliness Students want the University’s online
environment to be simplified, user-friendly, and
consistent
1. One common university process
2. Online where possible – all in one location
3. Highly customer focused services
4. Courses – easy to plan and navigate (within
rules and resolutions)
10. Student Expectations
Challenge Impact Description Customer Impact
4. Personalisation Students want to be known by the University as an
individual, either through personalised interactions
with staff or through the ability to personalise the
online environment.
1. Provide ability to personalise digital
workspace - resources and services which
they believe they will use frequently
2. Assumes they capture student data and
relevant information, and use these to inform
and support services and interactions
3. Need to suggest pathway options to each
student based on the courses they have
completed and their academic performance.
These options should be specific to each
student and their chosen award
5. Supportive
Environment
In order facilitate a connected learning community,
students and staff need a supportive environment
that provides suitable and reliable tools and
equipment, and access to training.
1. 24 x 7 support for students
2. Online knowledge base and interactive
support for service requests
3. Case management (appeals / hardship etc.)
4. Establish SLA’s and make staff responsible
5. Establish planning tools (open day planning
etc.)
11. Increased Competition
Governments are increasingly moving towards market-based models for the
delivery of education services, for a variety of reasons. In part, increased
competition and contestability between public and private providers have
the potential to deliver improvements in efficiency, innovation and choice.
Under the government's "competitive neutrality" policy, public institutions
will cease to enjoy advantages over private sector groups simply because
they are government-run or owned.
Deregulation has increased private provision, with Online learning as a key
focus. Private providers at forefront of technology innovations.
12. Increased Competition
Challenge Description Customer Impact
1. Profitability Vs
Social
Responsibility
Private for-profit education can cater for non-
traditional markets in a cheaper, accessible
format - The commercial model calls for bigger
volumes and shorter courses
1. Understand segments
2. Review and develop targeted programs and
services
3. Established cost effective deliver methods
2. Technology Private providers are often at the forefront of
technology and offer better support for student
interaction
1. Develop diverse online offerings right for a
different person, or same person at a
different time (MOOCs, Flipped Classrooms
etc.)
2. Investment in new support mechanisms and
infrastructure to support new delivery
models
3. Differentiation Private providers have traditionally excelled in
marketing their courses by offering flexible
short courses
1. Refine recruitment strategy
2. Highlight brand
4. Tuition Fees Tuition fees for private providers have
traditionally been more expensive due to
government support for public education. This
model is now changing as government promote
competitive neutrality by offering private place
funding.
1. Review courses and fees and deliver better
visibility in terms of value for money (i.e.
living costs, success etc.).
13. Disruptive Technologies
Challenge Description Customer Impact
1. New learning
paradigms
Students will study what they want to study, not
what academics wish to teach. They also expect
content delivered anywhere, anytime.
1. Technology tailored to student needs and
segmentation
2. 24 x 7 access to support and recourses -
online
2. Institutional and
User Adoption
Traditional universities can be slow in adopting
new technologies and often need to observe a
negative
User adoption of new technologies can be slow
in traditional universities. For example lecturers
must come to grips with blended modes of
teaching and adopt new technologies to do so.
1. Slow to adopt and hence fear of being left
behind
2. Cost of risk vs reward
3. Competition from
private providers
and new
institutions
Traditional universities will find it increasingly
difficult to compete with new institutions that
are able to invest in content without the labour
and capital intensive overheads that grind
universities down
1. Understanding course costs
2. Need to Review offerings and tailor to
compete
14. Vision
• Be accessible and responsive anytime, anywhere and on any device
• Ensure sufficient flexibility to create tailored experiences for all students
• Create sustained positive relationships and connections with students
• Create a secure, robust and dependable system that is sustainable now
and into the future
• Build inclusive collaborative partnerships that utilize the capabilities and
strengths within your University, locally and the global community
• Create a cohesive, integrated and student focused approach to
recruitment, retention and success
15. Why do it?
• Leverage investment in SIS and data
• Greater and more meaningful engagement with
students
• Greater understanding of student needs
• Target strategic interventions with the right
students
• Drive student progression