As reported in the Times Higher Education Supplement (Jan 24/08), the plans introduced two years ago to offer students in the UK compressed degrees, funded by the private sector, are expanding beyond Derby, Leeds Metropolitan, Staffordshire, Northampton, and Medway Partnership:
In the annual grant letter to the Higher Education Funding Council for England, John Denham, the Universities Secretary, set out his “ambitious and groundbreaking” plans for the sector.
The rise of degrees part-funded by employers and tailored to their individual needs; part-time and flexible courses; ‘compressed’ two-year honours degrees; and vocational foundation degrees are the way to meet the agenda, he said.
Mr Denham added that there should be 5,000 degree places partly funded by employers in 2008-09, 10,000 the following year, and 20,000 in three years.
But even if these targets were met, there would still be “a long way to go,” Mr Denham said. “We will look for more substantial growth in this kind of provision from 2011. This in part will mean a new approach to funding … But the need for innovation and cultural change goes well beyond that.”
“Providers will need a growing appreciation of the requirements of employers … to provide and adapt courses swiftly in response to demand (and) to offer provision tailored to individual businesses,” Mr Denham said.
Acknowledging that the next three years would be a period of “controlled experimentation,” he said that there should be 100,000 students on two-year foundation degrees by 2010, and more two-year honours degrees. (Source)
Interestingly, when UK universities first began offering students a compressed option, students were faced with paying double the usual tuition fees for the privilege of taking the “fast track” (see BBC News).
How does this relate to post-secondary education in New Brunswick?
Michael Shattock, one of the UK’s bona fide gurus of post-secondary education, lectured to a crowd at the WU Centre (UNB-F) on 16 April and to another assembly in Saint John two days later on university and community partnerships. He is best known as the former Registrar of Warwick University who headed up the “transformation” of his home institution during the Thatcher cut-and-slash years. He played a big role in transforming a university on the skids into an entrepreneurial powerhouse whose motto is “philosophers interpret the world, the point is to reinvent it” (see Reinventing Education at Warwick). However, as pointed out by Simon Marginson, Warwick’s transformation was made possible by the fact that it had almost four decades of government support before going entrepreneurial and that funding, direction, and institutional stability account for the entrepreneurial success story. As an interesting aside, Marginson also points out that: “A Cambridge approach would not have worked at Warwick; nor can a Warwick or Cambridge strategy create a doctoral university out of a two-year community college in Canada” (Minerva, 44, 2006, 80).
Reviews of Shattock’s work are largely positive, especially his view that academics must be at the core of university governance, but it has been pointed out by someone more knowledgable than I that there is something in his work for everyone — i.e. for those advocating commercialization of the academy and a strong non-academic management team, as well as for those sympathetic to a more traditional view of academic governance. I am, however, a little uneasy with the notion that aspiring university administrators can obtain a master’s degree from the Institute of Education, University of London, due to his initiative, and it gives one pause that his accolades include service in 1987 on a “team established by the University Grants Committee that effectively closed the bankrupt University College Cardiff; [and] in 1994 he chaired a public inquiry into the affairs of Derby College that led to the dismissal of the governing body. He has also been an adviser to the parliamentary select committee on education; see above announcement regarding compressed degrees” (Times Higher Education Supplement, Nov 2/01).
Lastly, (in an already lengthy post) he chaired the OECD panel that produced the “Review of Higher Education in Ireland” (2004) recommending an end to the “Free Fees Policy” for undergraduate education (Recommendation #50). This recommendation reflects his long held view that no government is “able to pay fully for the transition from elite to mass and from mass to near universal education.” (online reprint, THES, 1999).
For those interested in internationalization — and who isn’t in the world of post-secondary education — Shattock has a clear position: “In my opinion setting up overseas campuses is a strategic mistake. They involve a huge commitment of time and resources, and they are a diversion from the core business of running your university.” He and five other academics with experience in China-UK partnerships put together British universities in China: The reality beyond the rhetoric (see AGORA: the Forum for Culture and Education; Anthea Lipsett, “Academics urge caution over Chinese collaboration,” EducationGuardian.co.uk, Dec 6/07). Although they feel an obligation to point out that their arguments do not constitute anti-Chinese sentiment, their disclaimer seems misplaced given that it is crystal clear that their main concern is that the Chinese government is no longer interested in partnerships with second ranked western institutions. The “problem” is that their efforts in China are being rebuffed as top tiered universities cash in on the “customer base” (see “Expert warns ‘naive’ British.” THES, Dec 7/07).
Political issues within Chinese universities are also raised as problematic, but interestingly enough Shattock implies elsewhere that the situation in the UK is not so very different. He warns that whatever happens within academe, we will not return to the 1960s; rather we seem to be moving towards “stronger and more authoritarian internal governance and management structure and greater state control” (J. Ed. Policy 14.3, 1999, 282). He especially dislikes the latter tendency. Who wouldn’t? But as one of the warriors who combatted Thatcherism (successfully) he proposes using incentives to encourage institutional efforts in obtaining external funding, creating a cabinet style governing body, and providing flexibility so as to allow faculty recruitment and remuneration reflective of specific institutional missions (see recommendations 8,9,10,12, 17, 19, “Review of Higher Education in Ireland,” 2004).
Ah… our future unfolds before us. We’re reliving the Thatcher years!