Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colín Knapp Director for International Collaborations & Development (Business)

Slides:



Advertisements
Similar presentations
Quality and Standards Framework – Collaborative Provision December 2008 Janet Pearce, University Quality Officer.
Advertisements

HE in FE: The Higher Education Academy and its Subject Centres Ian Lindsay Academic Advisor HE in FE.
Building Sustainable International Partnerships David J. Lock Director of International Projects.
Pursuing Effective Governance in Canada’s National Sport Community June 2011.
Northern Refugee Centre Regional Event SHARED SERVICES AMONG RCO’s.
Sharing Good Practice in Quality
Quarry Bay School What is CoIS? The Council of International Schools is an organisation in International Education for the.
Social Workers in Schools (SWiS) Expansion of services.
International Federation of Accountants International Education Standards for Professional Accountants Mark Allison, Executive Director Institute of Chartered.
Risk and Resilience Delivered by Alba
Service design and innovation John Beckerleg Director of Supporting Services Chief Fire Officers Association 27 June 2014.
Public engagement and lifelong learning: old wine in a new bottle, or a blended malt? Paul Manners Director, National Co-ordinating Centre for Public Engagement.
Developing Successful Articulation Programmes Neil Slater International Office Northumbria University.
Education and Culture LESSONS LEARNED FROM THE FORMER GENERATION OF HIGHER EDUCATION PROGRAMMES IN RUSSIAN FEDERATION José Gutierrez Erasmus+ : Higher.
Benchmarks and Benchmarking in the UK - Lessons Learned Catherine Connor Quality Enhancement Unit London Metropolitan University.
UK Quality Framework OU and ARCs
Internal Auditing and Outsourcing
Developing International Projects and Collaborations Suzanne Alexander Director, International Office University of Leicester BUTEX winter.
Collaborating with the Quality Code Christopher J Cox Head of Collaborative Partnerships, Nottingham Trent University.
Resilient Scotlands JESSICA Fund Dundee City. Who we are JESSICA (Scotland) Trust was endowed with £15m from BIG Lottery Fund Resilient Scotland Ltd.
Improving Corporate Governance in Malaysian Capital Markets – The Role of the Audit Committee Role of the Audit Committee in Assessing Audit Quality.
Enhancing Quality in International Partnerships – or Collaborative Adventures...
UNESCO/OECD Guidelines on transborder higher education Brussels October Counsellor Jan S. Levy.
Identify the institutions which have a stake in the
Support Systems for Indigenous Primary Health Care Services Alister Thorpe, Kate Silburn #, Ian Anderson 23 March 2010 # La Trobe University.
Process Explosion? Process Explosion? Orders in Goods out Can you balance the “ins” and “outs” without one? Management Dilemma Gti has produced a set.
2 ND EDITION ROD JONES Copyright © Pearson Australia (a division of Pearson Australia Group Pty Ltd) 2010 PowerPoint presentation to accompany.
Barriers to comparability Sustainable Offshore Delivery Hilary Winchester 25 July 2012
Quality Assurance and Enhancement at Middlesex University Ian Pearson, Head of Academic Quality.
Ethiopian SACCO Supervision & Regulation
Commissioning Self Analysis and Planning Exercise activity sheets.
The COPING project has received funding from the European Community’s Seventh Framework Programme (FP7/ ) under Grant Agreement no Level.
PARTNER VIEWS AT THE START OF TULIP TULIP evaluator Kari Seppälä Tallin
Monitoring and Evaluation of GeSCI’s Activities GeSCI Team Meeting 5-6 Dec 2007.
PACIFIC AID EFFECTIVENESS PRINCIPLES. Purpose of Presentation Provide an overview of Pacific Principles on Aid Effectiveness Provide an overview of Pacific.
On-line briefing for Program Directors and Staff 1.
The Quality Assurance of Higher Education when delivered in partnership with Further Education Colleges: The Canterbury Christ Church University Approach.
Name Position Organisation Date. What is data integration? Dataset A Dataset B Integrated dataset Education data + EMPLOYMENT data = understanding education.
April_2010 Partnering initiatives at country level Proposed partnering process to build a national stop tuberculosis (TB) partnership.
Business Responsibility and Sustainability Dr Eshani Beddewela Week 04.
Introduction to collaborative working. Workshop objectives  To explore the context and drivers for collaboration  To identify the benefits, challenges.
Writing the Higher Education Strategy for EHWLC Lena Read November 09.
GRUNDTVIG PROJECTS Overview of Application Procedure and Selection Criteria. Grundtvig Contact Seminar Malta : 10 th -13 th October 2002.
The Role and Potential of FEC/HEI Partnerships Seminar for College Governors and Senior Managers: HE Strategy for Colleges in a Changing Environment HE.
Increasing Career Centre Value on Campus Jan Basso Co-operative Education & Career Development Wilfrid Laurier University.
The Pay Agreement – An overview. The agreement is set out in the Framework document. The Framework also refers to national guidance which also makes up.
The Recognition of Joint Programmes - overcoming the challenges Cardiff 11 th November 2015 Huw Landeg Morris Swansea University Director.
Unit-5 Introduction to IS/ISO 9004:2000 – quality management systems – guidelines for performance improvements. Presented by N.Vigneshwari.
Copyright © 2012 Pearson Canada Inc. 00 Chapter 11 Alliances as Vehicles.
DEVELOPING THE WORK PLAN
Building Strong Library Associations | Sustaining Your Library Association BSLA Stakeholders Workshop Yaounde, Cameroon, April 2012 Managing Relationships.
Creating Innovation through International collaboration Melanie Relton & Helen Kidd, British Council 7 April 2013, Qatar.
Workshop For Reviewers Operating the Developmental Engagements Prof. Dr. Hala SalahProf. Dr. Hoda ELTalawy.
Implementing the LLL Charter Michael H örig EUA Programme Manager Nicosia, Cyprus 22 November 2010.
MODULE 5 PLANNING, REPORTING & ACCOUNTABILITY ADB Private Sector Development Initiative Corporate and Financial Governance Training Solomon Islands Dr.
Vice-Chancellor’s Roadshow Developing a Framework for Due Diligence By Barbara Howell – Associate Dean International.
Technical Assistance Office TCP Projects 2005 Contractual and Financial Management Administrative and Financial Handbook Prepared by IA, 14/12/2001 SOCRATES.
Double degrees and joint degrees: international inter-university cooperation Lewis Purser, Director Academic Affairs.
Three Rivers District Council Corporate Peer Challenge Feedback from the peer challenge team September
Building Strong Library Associations | Regional Convenings DAY 2 Session 6 How will I get support for my proposal? External relationships.
Building Strong Library Associations | Library Associations in Society: An Overview DAY 1 Session 3 What is the context of Library Associations in your.
Datewww.local.gov.uk Research Findings Service Delivery Models and their HR Implications Anastasia Simpson & Stephen Cooper 17 th March
Danida support to the microfinance industry. Overall objectives of Denmark’s development cooperation Overall objective To combat poverty and promote human.
PUBLIC ACCREDITATION AGENCY FOR HIGHER EDUCATION “Key aspects of quality assessment for teaching and learning in HE” Niko Hyka Innovation and information.
International Opportunities
The puzzle of partnerships
Using Collaboration to Build Your Volunteer Capacity
TRANSORGANISATIONAL CHANGE
Meeting Quality Standards when working in collaboration
Mrs.Dharshana Senanayake Director General
Presentation transcript:

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colín Knapp Director for International Collaborations & Development (Business) Collaborations and Partnerships

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 2 Introduction  How to select the right partner  Issues related to developing partnerships  Sharing some aspects based on experience in developing overseas partnerships  Best/Good practises, policies, procedures  The rationale for international collaborations

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 3 General Types of International Partnerships  Taught Programmes (all levels)*  Research Projects  PhD programmes  General Areas of Cooperation

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 4 Principles To be truly effective, and to be managed effectively, collaborative engagements need to: (a)operate only with partners who share the mission and vision of the ‘home’ institution and who are deemed sound in terms of their management and/or governance, academic credibility and quality structures;

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 5 Principles (b)operate only within disciplines in which the ‘home’ institution has sufficient expertise and credibility to be able to judge the standard of an award and the quality of student learning opportunities; (c)demonstrate an awareness of the risk inherent in the collaboration and manage that risk effectively;

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 6 Principles (d) operate within a context which facilitates networking with other institutions (at any level of the organisation) but which co-ordinates activity centrally in order both to manage risk and to maximise the efficiency of processes.

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 7 Stages  Developments Issues  Approval Procedures  ‘Start Up’ Period  Managing Collaborative Provision  Monitoring & Review  Termination

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 8 Developmental Issues  Congruency with proposed partner  Proposed partnership conforms to institution’s ‘corporate strategy’  International experience of the potential partner institution  Due Diligence  Risk Analysis  Good personal relations

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 9 Risk Assessment (Example) The proposed partner must have all of: low risk national politics support for LSBU mission and vision stable financial record and governance academic credibility, accountability and QME structures andthe proposal must be based on at least 2 of: low risk collaboration type existing experience at LSBU or resources to buy in expertise to LSBU financial break- even generation of a profit for LSBU under FEC guidelines andmust feature at least 1 of: partner institution within M25 partner institution outside M25 but programme holds niche market partner’s HEFCE numbers (for collaborations) the ability to attract students to LSBU programmes andthere must be at least 1 of: academic benefit to LSBU demand for programme from students demand for programme from employers cultural benefit to LSBU

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 10 Models for Collaboration  progression accords/admissions agreements  articulation agreements  validations  full franchise; part-franchise; distributed delivery  dual award  joint award

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 11 Approval procedures for initiating and agreeing a proposal for a new collaboration  Developmental Issues completed (see previous slide)  Financial aspects of a collaborative provision  Memorandum of Understanding  Internal approval system  Memorandum of Cooperation

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 12 Start Up Period  Promotion and ‘Marketing’  Staff Development for both partners  Staff visits to both partners institutions

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 13 Managing a Collaborative provision  Comprehensive ‘Handbook’ & Documents  Link Staff  Communication with partner/students  Assessment/Quality Management and Enhancement/Monitoring

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 14 Monitoring and Review  Written reports  Audits  Visits on a periodic basis (eg. 3 years)

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 15 Termination of a Collaboration  Termination of a collaborative agreement by both partners.  Non-viability of the programme(s) in terms of enrolment, retention, cost  Issues identified through the internal monitoring and review processes or by external accrediting bodies  Changes in the potential level of risk in relation to the Hierarchy of requirements  Changes in corporate strategy and mission

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 16 Important Factors for Success  Commitment from Senior Management  Suitable staff to managing the programmes  Good communications  Good Personal relations  Trust  Compatible goals and objectives

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 17 Potential Problems  Cross Cultural Issues  Semantic misunderstanding  Poor personal relations & communications  Commitment from one or a few members of staff, potential problem if they cannot continue  Lack of planning and preparation  Lack of / or poor monitoring  Lack of trust

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 18 Final Points  Should be a two way relationship, if not in first instance than should be a medium or long term objective.  It is desirable to start with one collaboration and then if successful attempt another collaboration – advantages of economy of scale and personal / institution familiarity can come into play.  The are many advantages to international partnerships but with open minds we can learn from each other and a good partnership if managed correctly can and should add value to both institutions.

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 19 Final Comment  Beware of the danger of wishful thinking and aspirations. Partnerships can be rewarding in many ways and can / should add value to both partners BUT PAINFUL AND HARMFUL TO REPUTATIONS if they go wrong through lack of preparation, approval mechanism and monitoring.

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Colin Knapp - London South Bank University 20 Final Points Thank You For Listening !