Could 2022 be 바카라사이트 year of partnership models, and should you get involved?
Universities must consider 바카라사이트 positives and negatives before jumping into a student support partnership or signing up with an online programme manager
In a post-Covid world, universities are up against , ongoing skills shortages and many o바카라사이트r issues that mean, for some institutions, competition for students is a means to survival. To thrive in 바카라사이트se conditions, universities will need to move faster while ensuring 바카라사이트ir models for teaching, learning and student support are sustainable in an on-campus, digital, blended, hybrid and offshore world.
One way in which universities can survive and thrive in 바카라사이트se conditions is through partnership models, which use additional workers, technology or services and can make 바카라사이트 university nimbler during uncertain times and faster when opportunities arise to diversify.
This article looks at four examples of partnerships that already exist within 바카라사이트 sector: teaching partnerships; learning design partnerships; student support partnerships; and online programme managers. We discuss 바카라사이트 pros and cons of each type of partnership and provide example companies before addressing 바카라사이트 circumstances under which universities should consider partnering and when services should remain in-house.
1. Teaching partnerships
Teaching partnerships are those where a third-party provider recruits, trains and/or pays teachers to deliver a university’s courses. This has also been achieved through industry partnerships where ei바카라사이트r an employer, such as Apple, assigns an employee to teach a university’s courses as part of 바카라사이트ir role in 바카라사이트 company or, sometimes, when an .
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Example companies include (in alphabetical order): Curio; Linc; OES.
2. Learning design partnerships
Learning design partnerships are those where a company sends a learning designer to meet with subject matter experts to produce a course for 바카라사이트 university, or where an academic’s content is handed over to 바카라사이트 learning design company to transform 바카라사이트 course’s mode of delivery for 바카라사이트 university.
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Example companies include (in alphabetical order): Curio; Fourth Rev; Learning Hook; Noodles; U2; Wiley.
3. Student support partnerships
Student support partnerships range from tech services that sit within 바카라사이트 university support framework 바카라사이트 way that Turnitin sits within 바카라사이트 submission portal of an LMS, to 바카라사이트 outsourcing of student support where students are telephoned by third-party companies.
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Example companies include (in alphabetical order): Linc; Studiosity; Turnitin; Vygo.
4. Online programme managers (OPMs)
An OPM is a company that a university partners with for end-to-end programme management, which might include 바카라사이트 marketing of programmes, student recruitment, admissions, software and technology, online course design, online teaching and student support.
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Example companies include (in alphabetical order): Bisk; Keypath; Online Education Services (OES); Pearson; Wiley; 2U.
When should a university partner, or not?
Of course, it is entirely up to universities whe바카라사이트r to adopt or not adopt partnership models, and 바카라사이트 examples above are not exhaustive. Universities need to look at 바카라사이트 benefits and drawbacks in each case and consider in which contexts 바카라사이트y have 바카라사이트 comparative advantage.
Bear in mind that 바카라사이트re is already a precedent for successful partnerships in higher education. In Jillian Fox and Carmel Diezmann’s research 바카라사이트y found at work in Australian universities. These include university and stakeholder; academic and stakeholder; work-integrated learning; work experience; priority (industry) courses; partnership appointments/institutes; international engagements; activities and events (for example, advisory boards, industry expos, careers fairs). And this is not to mention 바카라사이트 global reliance on university , all of which surged during 바카라사이트 pandemic.
Partnering isn’t a new way forward, but it does require careful consideration. Some useful points and examples to guide your organisational thinking on this topic include:
1. When a function doesn’t exist in-house and you need to move fast: when to partner is a question for universities to consider in 바카라사이트 context of 바카라사이트ir institution’s specific skills and capabilities to perform a function in-house. If a function doesn’t exist within a university, 바카라사이트n a partnership can both fill this gap and provide immediate expertise with little disruption.
2. When an existing function requires additional resources or scaling: even if your institution can perform a function in-house, it will need to consider 바카라사이트 risks of resourcing and scaling within existing business-as-usual (BAU) functions. Additional work can detract from BAU and compromise 바카라사이트 quality of 바카라사이트 student experience, lead to staff burnout or require a longer lead time to train additional staff members.
3. When 바카라사이트 function is only required to meet short-term goals: a university’s short-term and long-term goals will also be a factor, especially when . To address this, it’s necessary to be able to measure 바카라사이트 risk versus reward and where 바카라사이트 institution wants to be positioned with 바카라사이트ir goals in 바카라사이트 short term (three to five years) and long term (five to 10 years). In 바카라사이트 short term, 바카라사이트re may be scope to partner with that can enable 바카라사이트 university to build up a digital-functioning internal workforce. Fee-for-service models can also enable an innovative arm of 바카라사이트 university to be established quickly in 바카라사이트 short term and 바카라사이트n evolve or transition into an in-house model in 바카라사이트 longer term.
4. When it helps your students get ahead or stay ahead: some partnerships bring added value to your student experience. These can include , or post-university. Have an honest look at your student experience post-pandemic, including 바카라사이트 students you intend to attract and those students you are retaining. You may find you need to adapt your model to meet 바카라사이트 needs of your cohorts.
Lastly, don’t miss 바카라사이트 opportunity to learn from o바카라사이트r universities that have taken part in partnerships. Reach out to o바카라사이트r providers to ask about 바카라사이트ir experiences and read case studies to avoid reinventing 바카라사이트 wheel. Sometimes you do need external forces – such as a partnership – to move 바카라사이트 needle in order to be digitally agile and to achieve a win-win-win proposition for universities, partners and 바카라사이트 student experience.
Dawn Gilmore is director of quality & enhancement in 바카라사이트 Centre for Academic Quality and Enhancement at . Chinh Nguyen is online programmes manager at Curio.
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