colín knapp director for international collaborations & development (business)...

Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005

Colín Knapp

Director for International Collaborations & Development (Business)

[email protected]

Collaborations and Partnerships


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



3

General Types of International Partnerships

Taught Programmes (all levels)*

Research Projects

PhD programmes

General Areas of Cooperation



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;



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;



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.



7

Stages

Developments Issues

Approval Procedures

‘Start Up’ Period

Managing Collaborative Provision

Monitoring & Review

Termination



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



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

and the 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

and must 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

and there must be at least 1 of:

academic benefit to LSBU

demand for programme from students

demand for programme from employers

cultural benefit to LSBU



10

Models for Collaboration

progression accords/admissions agreements articulation agreements validations full franchise; part-franchise; distributed

delivery dual award joint award



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



12

Start Up Period

Promotion and ‘Marketing’

Staff Development for both partners

Staff visits to both partners institutions



13

Managing a Collaborative provision

Comprehensive ‘Handbook’ & Documents

Link Staff

Communication with partner/students

Assessment/Quality Management and Enhancement/Monitoring



14

Monitoring and Review

Written reports

Audits

Visits on a periodic basis (eg. 3 years)



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



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



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



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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.



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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.



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Final Points

Thank You For Listening !