1. The rise of the Private Provider 1096 -2011 Changing times - What can be learned? Professor Aldwyn Cooper Principal and Chief Executive Regent’s College

2. HE risk factors Arrogance Underestimating the competition Slow pace of change Innapropriate change Reduction in quality Dominant market reliance Lack of UK investment Further legislative control

3. The Public Private Divide – Reality or Phantasy The Media believe it – public good, private bad Many academics in the UK believe it The Unions condemn it The public don’t understand it The rest of the world is puzzled by our view The government don’t believe it – some public good – more, good, private better

4. By what should we measure the provision of Higher Education? Quality Size Range Meeting or Exceeding Benchmarks Student Experience Learning Outcomes Sustainability Research Commercial impact Access Employability Graduate Premium International Reputation Economic Contribution Supluses/Profit

5. Competition and Collaboration with ‘Private’ providers The dangers of oversimplification: For profit or not for profit? Providers or investors? Competition for which programmes? Which part of the sector? In which regions? Is it Public/Private or For Profit/Not for Profit? What sort of collaboration. There are many models.

6. The DNA of HE In reality there are two intertwined strands – on the one hand - public funded and privately funded and on the other - for profit and not for profit. Each of these strands can offer real benefits to students, employers and the UK economy. The real difference is not between but within the strands.

7. Publicly funded by 20% – 70%: Privately funded Low end FE Colleges and poor post ‘92s For profit visa mills Good FE providers and reasonable post 92s Low cost private providers Million + group universities‘International Universities’ 1994 group and high end post ‘92s For profit providers with degree powers Prestige specialist and conservatoire institutions Private not for profit providers with Degree Powers Russell group Elite providers with international reputation

8. Provision Differentials Product Price Prestige Profile Premium Profit

9. Product Traditional 3 – 4 year ‘university’ experience – more than study of a subject, debating other views, travel, work skills. Basic undergraduate experience – more like training, study from home, reduced university life. Professional qualifications Low cost intensive programmes leading to validated degrees Low cost, high drop out, products.

10. Price c£18,000 to cover intensive costs and research c£13,000 to deliver top end experience c£9,000 to deliver good experience c£6,000 to deliver a reasonable degree <£5,000 does not cover costs

11. Prestige, Profile and Premium Russell Group Specialist providers 94 Group University Alliance Million+ BAC and Study UK ASIC Unaccredited providers

12. Profit Reserves Public Benefit Research Investment Shareholder distribution

13. Points to ponder Equity of treatment Quality assurance for all providers Student funds access based on achievement Listen to the market Enhance management Maintain/improve standards Move more quickly Identify more possible partnerships Build real international linkage Take account of international competition

14. QUESTIONS