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Universities between Public Values and Commercialisation

Universities between Public Values and Commercialisation. Lesley Wilson Secretary General European University Association (EUA) EAIE Session 8.06, Torino, 17 September 2004. Universities in a rapidly changing environment: old and new challenges in higher education.

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Universities between Public Values and Commercialisation

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  1. Universities between Public Values and Commercialisation Lesley Wilson Secretary General European University Association (EUA) EAIE Session 8.06, Torino, 17 September 2004

  2. Universities in a rapidly changing environment: old and new challenges in higher education • Universities are being asked to play an ever more important role in society & expectations are growing • they are increasingly subject to simultaneous pressures • Massification – the greatest expansion of higher education ever • Impact on funding commitments & need for diversification of income • Globalisation & the growth of transnational education & a global higher education market • Differentiation & implications of plurality • Accountability: QA & accreditation – at all levels • How to adapt – without loosing basic humanistic & universalistic values, freedom of enquiry, critical spirit?…

  3. Basic questions for universities in relation to these challenges • How to do more with less i.e. increase capacity, expand mission and provide more flexible services ? • How to respond simultaneously to a decline in public funding & increased accountability requirements? • How to cover the significant growth in the costs of research & of specialisation? • How to diversify income but avoid becoming dependent on new revenues? • How to balance cooperation with competition – at European level, social dimension of Bologna v. push for a more competitive Europe?

  4. What are the new revenues? • Increasing contribution to the costs of HEd from private sources – students & their families – a debate on fees across Europe • Different fees at different levels of study, programmes, institutions & for different groups of students (international students, executive/continuing education etc.) • Private sector partnerships • BUT • Different national traditions • Varied role of the state (new v. old member states?) • Different levels of international exposure

  5. Potential Impact VALUES • Higher education increasingly viewed as a private not a social benefit or indeed a public responsibility • Changing role of the state –what does “higher education as a public responsibility” signify? • de facto decease in autonomy thro’ increase in regulation? • More competition both for students & research monies? MISSION • Shift in research priorities: balance between blue sky & contract research • research practice ( public accessibility, publication and exchange of results) • Increasing professionalisation & specialisation of HEd/research

  6. Potential Impact (cont) MANAGEMENT • Change in the nature and organisation of academic work • Reliance on professional management & leadership –more bureaucratic control? • Weakened internal governance/academic autonomy • Greater reliance on short term contract staff (“the deteriorating guru”, P.Altbach) • Loss of institutional identity INCLUSION OF HEd IN THE GATS • Viewing higher education as a tradable service

  7. Opportunities & Threats to Academic Values OPPORTUNITIES • Increased differentiation & more mission specificity • Entrepreneurial & more efficient institutional management • More autonomy & less state intervention??? But more regulation?? • Spreading the risk, reduced threats > change in 1 income source THREATS • To equity & access, • To universities’ capacity to respond to public & social priorities • Lack of motivation among teachers & researchers • More difficult to ensure institutional coherence & fair allocation of resources • Loss of academic freedom, right to publish etc.

  8. Some appropriate responses (I) • Encourage universities to consider their mission and to generate funds from a variety of different sources • Ensure strong institutional leadership based on community building & strengthening identification of staff • Ensure the involvement of the academic community in all change and reform processes • Promote the measured involvement of stakeholders

  9. Appropriate Responses (II) • Promote awareness of importance of internal quality development to be able to respond to external accountability requirements • More networking & collaboration between institutions, especially at Master & PhD level • Make academic/scientific careers more attractive • Tension between values & function defines the university –sceptical, critical, & preparing students for reality ……

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