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KL, Dec 3-5, 2007. Institutional Advancement Higher Education Resources in the Post-Industrial Era. Kai-ming Cheng The University of Hong Kong Ku r la Lumpur, Dec 3-5 , 200 7. Higher Education Developments More demand for higher education Building elite institutions

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institutional advancement higher education resources in the post industrial era

Institutional AdvancementHigher Education Resources in the Post-Industrial Era

Kai-ming Cheng

The University of Hong Kong

Kurla Lumpur, Dec 3-5, 2007

slide3
Higher Education Developments
  • More demand for higher education
  • Building elite institutions
  • New expectations on higher learning
slide4
1

Greater Demand

on Higher Education

industrial institutions
Industrial Institutions

Higher Education

Engineers

Degrees

Diplomas

Technicians

Vocational Training

Craftsmen

Operatives

Basic Education

slide8
Hong Kong …

Around 304,000 registered companies (Sep 2006)

99.3% under 100 (SME)

      • 69% of employees
  • 94.3% under 20
      • 40% of employees
  • 87.0% under 10
      • 33% of employees
  • Over 1,000: 110
  • Free-lancers 220,000 estimated

vis-à-vis 2,200,000 in registered companies

  • The United States
  • Business Enterprises
      • 98% under 100
      • 86% under 20
  • National Bureau of Economic Research, 2002
  • Shanghai (2005/6)
  • SME: 99.7%
  • Employees: 86.8%
  • Total asset: 69.2%
slide9

Post-industrial: Workplace

On-going processes of

  • Re-engineering
  • De-layering
  • Down-sizing
  • Out-sourcing
  • M & A
  • Closure

Project Groups/Task Forces

Small Enterprises

Free-lancers

Higher Education

slide10
Hence,

Expansion of Higher Education!

slide11
2

Building Elite Institutions

slide12
Establishing elite institutions:
  • China:
    • Project 211, Project 985
  • Pakistan:Major expansion
    • 11 new elite universities
  • Thailand:Major expansion
    • 1 global top-50; 4-5 regional top-50
  • South Korea
    • BK 21 (Brain Korea 21): Top 10
  • Taiwan, China
    • 50B for 5 years
  • Saudi Arabia
    • 2 elite universities
slide13
3

Different Expectations

on Higher Education

organisations
Industrial

Large pyramids

Producer-centred

Departments

Hierarchy

Tight structure

Design at the top

Assigned procedures

Rules & regulations

Post-industrial

Small companies

Client-centred

Project teams

Flat

Loose & fluid

Design at front-lines

Improvised actions

Fit-for-purpose acts

Organisations
working modes
Industrial

Division of labour

Individual tasks

Specialist duties

Administrative links

Credential-based appointments

Appraisal by seniors

Post-industrial

Total solutions

Team work

Integrated expertise

Human interactions

On-demand, just-in-time learning

3600 appraisal

Working Modes
work activities
Industrial

Paper work

Circulars

Minutes

Documents

Instructions

Written reports

……

Post-industrial

Communications

Brainstorming

E-mailing

SMS

Blogs

Seminars

Debates

Conferencing

Negotiation

Presentation

Confrontation

Lobbying

Retreats

Work Activities
front line workers
Industrial

Bottom of the hierarchy

Hiring due to credentials

Member of a specialised department

Implementation of design

Using specific skills

Routine and repetitive activities

Working according to job descriptions

Following set procedures

Maintaining the convention

Abiding by rules and regulations

Appraised by degree of compliance

Stable and secure

Blue collars

Post-industrial

Member of a small group

Hiring due to personality

Working in teams

Directly facing clients

Handling human relations

Directly facing problems

Anticipating total solutions

Designing solutions with creativity

Using multiple skills

Taking risks

Improvising fit-for-purpose activities

Managing oneself

Learning on-the-job, on-demand, just-in-time

Appraised 3600

Unstable, uncertain and insecure

Knowledge workers

Front-line workers
individual lives
Industrial

Lifelong career

Long-term loyalty

Occupational identity

Work-study consistency

Org membership

Stable employment

Escalating salaries

Upward mobility

Foreseeable retirement

Constant networks

Stable relations

Security, certainty

Post-industrial

Multiple careers

Multiple jobs

Blurred identity

Work-study mismatch

Possible free-lancing

Frequent off-jobs

Precarious incomes

Fluctuating status

Unpredictable future

Varying networks

Changing partners

Insecurity, uncertainty

Individual Lives
expect ations
Industrial

Credentials

Specialized skills

Planning & implementation

Navigating the bureaucracy

Following the heritage

Post-industrial

Communications

Team-working

Human relations

Problem-solving

Risk-taking

Design & innovations

Personal responsibility

Continuous learning

Self-management

Ethics, values, principles

Expectations …
slide20

Baseline Competence

Vertical Disciplines

Social Capacity

Creativity

Practical Capacity

Theoretical Knowledge

an example
An example …

Accounting

  • Mismatch
    • Physics, Psychology PhD, Computer Science PhD
  • Morgan Stanley
    • “Winning Personality”
  • Senior Partner Deloitte
    • “Integrity and sensitivity”
  • KPMG
    • More non-accounting graduates
  • Society of Accountants
    • “Don’t teach!”
key competencies
Key competencies
  • Interacting in socially heterogeneous groups
  • Acting autonomously
  • Using tools purposively andinteractively

OECD: The Definition and Selection of Competencies: Theoretical and Conceptual FoundationsProject (DeSeCo)

key competencies oecd
Key competencies (OECD)

Interacting in socially heterogeneous groups

  • The ability to relate well to others
  • The ability to cooperate
  • The ability to manage and resolve conflicts
key competencies oecd24
Key competencies (OECD)

Acting autonomously

  • The ability to act within the “big picture”
  • The ability to form and conduct life plans and personal projects
  • The ability to defend and assert one’s rights, interests, limits, and needs
key competencies oecd25
Key competencies (OECD)

Using tools purposively and interactively

  • The ability to use language, symbols, and text
  • The ability to use knowledge and information
  • The ability to use technology
slide26
Hence,

Greater variety of Learning Experiences

lives in higher education
Lives in Higher Education

International Exchange

Visits to Rural, Deprived Communities

Community Services/NGO

Internship, Placement, Mentorship

Design, Music, Drama, Sports

Executives of Organisations

Student Activities/Halls

Study

Classes

learning experiences
Learning Experiences

Learning across Cultures

Learning to Care

Are we interested in

the quality of all these learning experiences in higher education?

Learning to Serve

Creativity Learning

Workplace Learning

Leadership Learning

Alternative Learning

Academic

Knowledge

Classes

some trends in asia
Some Trends in Asia
  • Unprecedented Expansions
  • Building Elite Universities
  • Expanded Student Learning Experiences

Who pays?

slide30
Dancing with the Private Sector
  • Fostering higher education philanthropy
slide31
4

Dancing with the Private Sector

resource strategies for he
Resource Strategies for HE

Community Resources

Public Money

Private Institutions

Public Institutions

slide33
Public funding no longer adequate for the expanded system
  • Private participation as a matter of resources strategy
enhancing private participation
Enhancing private participation

Significance of Private Sector

enhancing private participation36
Enhancing private participation

Significance of Private Sector

the blurring boundaries
The blurring boundaries …
  • Purely public institutions
    • Government appropriation only
  • Public institutions
    • + partial self-financing programs
    • + projects on competitive basis
    • + private donations
    • + commercial incomes
  • Private institutions
    • + projects from public sources
    • + public subsidy to students
  • Purely private institutions
    • Tuitions only
two sectors
Two Sectors?

Public

Private

slide40
Harvard expenditures
  • 60% Projects
      • 65% levy
  • 30% Tuitions
      • 55% on scholarship
  • 10% Donations
      • 29.2B at 16.7% p.a.
dancing with private participation
Dancing with private participation
  • Recognizing private contributions
  • Blurring the sectoral boundaries
  • Innovations of private participation
  • Focusing on learners
  • Living with the “market”
  • Moving beyond the civil service ideology
  • New framework of accountability
slide42
5

Philanthropy in Higher Education

slide43
Evolution of Terminology
  • Fundraising
  • Resource Development
  • Institutional Advancement
institutional advancement
Institutional Advancement
  • Mobilizing resources beyond government appropriation
  • for the advancement of the institution in areas of prime importance
  • hence enabling the institution to achieve excellence at a higher plane
  • thereby empowering the institution to enjoy autonomy at a new level
institutional advancement45
Institutional Advancement
  • Donation is not charity to the deprived
  • Donation is partnership with the strong
  • Donation is endorsement of mission
  • Donation is recognition of contribution
higher education resources
Higher Education Resources

Donations, Endowment Investments

Public Appropriation, Subsidies, …

Projects, Services, ..

philanthropy a different pie
Philanthropy: a different pie

Government Appropriation + Learners’ Fees + Projects

Government Appropriation

Government Appropriation + Learners’ Fees + Projects + Private Donations

a different paradigm
Public funding

No money, no plan

Budget cut, activity reduction

Look for small money

Ask for money when poor

Funding is the limit

Doing what we did

Steady progress

Appropriation

Advancement

No vision, no money

Great vision, big money

Look for big money

Ask for money when strong

Sky is the limit

Scaling new planes

Advancement

Partnership

A different paradigm
why fundraising
Why fundraising?
  • Public appropriation maintains us as just “one of many”
  • Advancement makes a difference!

Advancement

= Community Support = Fundraising

= Resources Development = Donations

slide51

Target Goal

Strategies

Capacity & Infrastructure

Needs/Products

Donor Accounts

Activities

Stewardship & Renewal

slide52

Amount of Donations

No of Donors

1

10%

40%

10

100

40%

1000+

10%

philanthropy power of matching
Philanthropy: Power of Matching
  • Government Matching
    • Singapore: perpetual
    • Hong Kong: 3B HKD (USD400M)
      • attracted USD1B
    • UK: GBP200M for 3 years
the power of matching hk
The Power of Matching: HK
  • Government Matching I: 2002-3 (1B)
  • Government Matching II: 2003-4 (1B)
  • Government Matching III: 2005-6 (1B)
    • Attracted over 7.4B
  • Stanley Ho Alumni Challenge (500M)
  • Azalea 1972 (100M)
alumni challenge effect 05 06 04 05
Alumni Challenge Effect: 05-06/04-05

Alumni Donations on the Rise

  • Alumni Donations: 296M ↑646%

Maximum match $5M per donation per year only

  • Number of Donors: 2,455 ↑214%
  • First-time Donors: 85%
example planning
Example: Planning

..\..\..\Institutional Advancement\Centennial Campus\Campus Pyramid 070719.xls

case statement
Case Statement
  • What are we doing?
  • What is so great in what we do?
  • Why should we need money?
  • How would donation make a difference?
  • Why us, and not others?
institutional advancement the broad sense
Institutional Advancement (the broad sense)
  • Communications
    • Public Relations
    • Branding
    • Media Relations
    • Publications
  • University Relations
    • Alumni Networking
    • Government Relations
    • Corporate Relations
  • Development/Fundraising
after all
After all, …

Higher Education

excels with,

and only with,

Mission and Passion!

assessing the needs
Assessing the needs …

..\..\..\Institutional Advancement\Campaign 07\Campaign calculation.ppt