The
ACADEMIC COUNCIL
TITLE:
ARTICULATING A STRATEGY FOR COLLABORATIVE PROVISION
Summary
The attached paper reviews and elaborates the University’s current strategy for collaborative
academic provision, and outlines its future direction. It is supported by a paper on Collaborative
Provision: Policy and Practice which describes the University’s approach to collaborative
provision, identifies key principles and types of partnerships, and details the role and
responsibilities of Schools, LEAP, the Recruitment and Admissions Office’s International Unit
and others in delivery and implementation of the strategy. It also describes the arrangements for
authorisation, approval, monitoring and review, and financial planning of the University’s
collaborations.
Background and context
Collaborative provision has been established in the University for more than ten years and is a
growing dimension of its work in the UK and overseas. Collaboration can be viewed along a
continuum from the formation of strategic alliances and partnerships (which may result in
mergers), to articulation agreements which provide broad recognition to a partner’s programmes
in providing access and progression routes to further study on University of Greenwich
programmes. It is important that the University has a clearly stated rationale for all its
collaborative activities and a shared vision of the nature and purpose of collaboration among the
University’s partners; any growth in collaborative provision needs to take place within agreed
overall parameters.
The significance of the University’s collaborative portfolio is recognised by the separate QAA
audit of its collaborative provision scheduled for March 2006. A paper outlining some of the
present arrangements and issues for collaborative provision was considered by Academic
Council in April 2004 when proposals for a matrix of threshold criteria for collaborative
authorisation and approval were endorsed. The growth and development of collaborative
provision make it timely to build on the earlier work to articulate formally the University’s
collaborative strategy and to identify its future direction. That articulation is designed to
encompass the present process of academic planning and authorisation, and to set out the
framework within which School collaborative initiatives operate. School-level approaches will
need to take account of, and also feed into, the University-level strategy.
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University of Greenwich
A Strategy for Collaborative Provision
The University’s collaborative provision has grown organically over a number of years and
expansion of much activity, particularly international, has taken place with due care and attention
to clearly agreed operational procedures, but without the benefit of a formal overall collaborative
strategy. Over time some strategic approaches have emerged, for example, in terms of
geographical focus and subject areas, and partnership and collaboration is regularly debated
within the University’s deliberative and executive committees.
The University’s current partnerships include:
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The FE Partner College Network of eight colleges in South East London, Kent and
Medway;
The Post-Compulsory Education and Training (PCET) Network of 20 Linked
Colleges across the UK, 3 of which are also in the Partner College Network;
Full-cost collaboration with both private and state institutions in the UK and overseas
delivered through a variety of modes;
Partnership with other HEIs to develop jointly agreed and developed academic
awards
External credit-rating of UK organisations’ courses and programmes;
Progression arrangements with a diverse range of institutions in the UK and overseas
to support entry and advanced standing to University of Greenwich programmes.
There are links with 25 UK FE colleges, 8 other UK partners and more than 20 overseas
institutions for collaborative programme provision, and with a growing number of institutions for
arrangements governing progression. Currently more than 4000 students are registered on
partnership programmes in the UK and overseas.
1. Rationale
For the University of Greenwich, the rationale and purpose for developing its collaborative
provision are that such academic partnerships serve to:
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meet regional and local demand, both in the UK and overseas, for higher education
support growth in provision in the area served by the partner and meet identified skill
shortages and the needs of industry
support established, new and emerging markets for higher education
raise the University and partner profile both regionally, nationally (and
internationally)
facilitate and develop access and progression routes to University of Greenwich and
other higher education programmes
develop related collaborative activities for example in research and consultancy
generate income for all partners
support diversification of University income
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share good practice and enhance the student learning experience for all partners’
students
enrich the curriculum offered by all partners through, e.g. internationalisation and
global perspectives
provide high standard internationally recognised qualifications
support staff development and staff exchange
broaden and stimulate staff experience and horizons
Collaborations also seek to build on shared values between the partners in which the overriding
element is both partners’ aim of providing a high quality and vocationally relevant learning
experience. Within this context the University takes a measured approach to partnership
development through a careful and balanced assessment of the benefits of collaboration and the
risks and challenges associated with particular developments. New partnerships and centres are
only approved following this assessment at a number of levels within the University and
consideration by committee.
Proposals for collaborative development can emanate internally at School and corporate level,
and externally from a range of organisations with approaches being made to individual staff,
Schools and to the University itself. Whatever the direction of approach the potential to create a
new partnership and/or area of collaborative provision is assessed against the principles outlined
above, the degree of fit with University and School policy for collaboration, and the structure of
collaborative provision outlined in the Collaborative Provision: Policy and Practice paper.
2. The Basis of Collaboration
2.1
Local and Regional
At the local and regional level, the University’s Partner College Network, formed of
eight FE colleges in South East England, is part of a regional plan to widen participation in higher
education by enrolling students on HE courses at their local FE college and, where appropriate,
encouraging progression to the University itself. This collaborative activity between the
University and its Partner Colleges aims to:
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provide increased education opportunities for the local and regional community;
promote the sub-regional economy;
widen participation and increase access to higher education;
enable and enhance progression into higher education through a recognition of the
role that education, as a continuing activity for all, has in contributing to the
regeneration of communities;
enhance career and personal professional development opportunities for the staff
within the Partner College Network;
jointly develop and maintain programmes leading to higher education awards.
The University may also establish partnerships related to regional and national policy agendas
with HEIs and other organisations, as it has with the University of Kent in the development of
the Medway School of Pharmacy.
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2.2
National
At national level, the University has encouraged the School of Education and Training to develop
a Network of Linked Colleges. The network offers programmes which aim to:
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help meet the national teacher training requirement for all FE teachers.
enhance the University’s national profile
The small number of full-cost and other partnerships within the UK aims to:
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improve accessibility to learning
provide award-bearing programmes in response to specific demands and needs.
International
The increasing number of overseas collaborations is a key dimension of the University’s
developing international strategy. That strategy aims to expand and improve the recruitment of,
and support for, international students on campus, is concerned to ensure that there is a
cross-curricular international (and European) dimension to the programmes and courses offered to
all students, and seeks to increase academic links and research opportunities with institutions
elsewhere in the world. Taking account of this international strategy, the University believes
that collaborative delivery of University programmes can:
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enhance the University’s international reputation, and thereby assist its international
recruitment targets and opportunities for academic and research interchange;
help to meet growing in-country demands for qualifications and professional
updating;
help to enrich the University’s on-campus curriculum;
provide the University and individual Schools with an important source of income
diversification and income generation.
Where possible, the University already consolidates its international collaborations in particular
regions, so as to capitalise on accumulated knowledge and economise on staff resources. Where
institutions are offering, or have the potential to offer, collaborative programmes in several
disciplines, the University has in mind, where appropriate, to strengthen institutional level links
with a view to designating some partners as Overseas Partner Colleges.
3. Development of new collaborative partnerships
Building on the University’s existing collaborations, the development of new partnerships will seek to
emphasise three factors in developing new partnerships, viz: geographical focus; the nature of the
link, with a particular focus on the potential to build on existing or establish a new multidisciplinary
link, and financial returns and the evaluation of the costs and benefits of a particular partnership.
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3.1 Geographical focus
The University’s collaborative provision partnerships cover a wide range of areas in both the UK and
overseas. A key part of the collaborative strategy, particularly in the development of overseas
collaboration, is to seek geographical clusters of partnerships to provide:
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developed knowledge and understanding of the local and regional community, needs of
the economy and the education market
resource efficiency in meeting with, and supporting, partners and therefore more effective
quality and standards arrangements
enhanced regional/country expertise
development of links between partners
development of related links in, for example, recruitment, research, and knowledge
exchange
A number of geographical areas have been identified that build on the University’s recruitment of
overseas students and where there are either established, or strongly developing, partnerships. In
establishing new partnerships consideration will be given to:
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existing links - whether through recruitment, articulation arrangements or collaborative
provision
the potential for further partnerships to be established
the size of the regional and national in-country market for collaborative activity and for
student recruitment and progression
clusters of partnerships and the potential to support new partnerships through geographical
proximity
New partnerships will be particularly encouraged when the above criteria indicate further potential
exists.
3.2
Number and Nature of Links
The University has established links with more than 30 education institutions in the UK and over 20
overseas. These links can be multi-disciplinary, mono-disciplinary or unique.
It is the intention to strengthen multi-disciplinary links in target geographical regions to support the
quality assurance and standards of collaborative provision and to develop related linkages for example
through research and knowledge exchange. The following criteria will normally inform the
establishment of new multi-disciplinary partnerships:
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achieved or potential multi-disciplinary links
the proposed number of students on the programme(s)
the potential to add additional programme areas to the collaboration
existence of other institutions with whom related partnerships can be established
the size and experience of the partner in delivering a range of higher education
programmes
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3.3
Financial Returns and Costs and Benefits
While financial returns are not the principal rationale for the establishment of partnerships the income
received makes an important contribution to the diversification of the University’s income and to both
central University overheads and the financial robustness of University Schools. It provides the latter
with additional resources to underpin key School activities, for example, internally funded research.
All proposals for collaboration are accompanied by a Business Plan approved by the by the
University’s Academic Planning Sub Committee and, where necessary, the University’s Financial
Controller. Financial returns vary, but there is an expectation that all collaborative activity, whether in
the UK or overseas, will break even within the first two years and will return a clear operating profit
by year three. In approving new partnerships the University expects that
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there is a normal agreed minimum cohort size, and associated minimum income, to ensure
an appropriate student experience and to provide an appropriate level of income
all costs, both direct and indirect, are assigned to the business plan
costs are sufficient to ensure that revenue is available to ensure robust QA procedures
a 20% contribution is made to University overheads
a minimum agreed surplus is achieved by year 3 and by year 5 (together with a
recommended annual operating surplus.)
In approving business plans consideration will be given to the financial viability of partnerships
through geographical and/or subject clusters and through the clear articulation of the costs and
benefits. While the University expects agreed surplus to be achieved it also recognises the
important indirect benefits which emanate from a particular partnership through, for example,
information exchange, research or enhanced recruitment of students studying on University
Campus through a raised in-country or in-institution profile.
4.
Assurance and Enhancement
As the awarding institution, the University has ultimate responsibility for the quality of
programmes of study delivered in its name and for the standard of its awards. Partner
organisations collaborate with the University in assuring the quality and standards of provision,
through engagement with the quality assurance mechanisms of the University and through their
own internal quality assurance systems. The University and its partners work jointly on ensuring
that the interface between their respective quality assurance systems works to best effect for the
benefit of students.
In establishing collaborative academic provision the University and its partners are also
committed to establishing strategies and programmes for enhancement through:
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Staff development
Investment in resources to underpin programmes of study
Learner support programmes
Subject-specific activities
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Where practicable the University and its partners will work jointly in these areas, for example, to
run joint staff development events, provide opportunities for staff shadowing and staff exchange
and share good practice through conferences, seminars and symposia, etc.
The bilateral agreements already established with the Partner Colleges provide an important
means of detailing jointly agreed frameworks for partnership development. These will be
reviewed on a regular basis to identify shared priorities and approaches to enhancement.
Where appropriate, mutual support will be provided as part of the Partner College Network in
bidding for development monies and activities, for example, in widening participation and
learning and teaching development.
5.
Memoranda of Collaborations
All partnership arrangements must be supported by a Memorandum of Agreement/Cooperation
that sets out details of the partnership in terms of:
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Arrangements for registration
Student entitlement
Examination and assessment
Quality assurance
Conferment of awards
Appeals and regulations
Financial arrangements
Marketing and promotion
Responsibilities of partners and delegation.
Memoranda are normally accompanied by a Financial annexe that sets out details of fees,
invoicing etc. Memoranda will usually be established for a period of up to five years with an
annual review of financial arrangements.
6.
Future development
The University aims to grow selectively and to develop its collaborative academic provision
further through a mixed balance of partnerships at local, regional, national and international
level. Growth will be achieved primarily through the approval of programmes developed by
partners or the franchising of existing University of Greenwich programmes with:
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a clear geographical focus
concentration on selected subject areas
the development of multidisciplinary partnerships
All proposals for growth will be assessed in terms of degree of fit with the rationale and aims and
the costs and benefits, both financial and academic, of partnerships. Careful consideration will
also be given to the ethics of partnership development in both political and cultural contexts and,
where a proposed partnership raises significant ethical or cultural concerns, it will be referred for
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consideration by the Vice Chancellor’s Group. The University will also assess the availability of
support infrastructure for partnerships and will ensure that all Schools and Offices are consulted
over developments.
In the further selective growth of collaborative provision, the University will consider the way in
which proposed developments harmonise with institutional priorities and objectives and the
wider policy context. For the UK, for example, most growth is likely to be through sub-degree
provision via foundation degrees and developments at this level will provide the major focus for
growth.
The University has identified the following target areas for growth:
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sub-degree provision through the FE partner college network and the PCET
network of colleges, primarily through foundation degrees involving close
employer liaison
in-country provision overseas with a major emphasis on clusters of regions and/or
the potential to develop multiple links with a partner, or group of partners
investigation of the potential of supporting major campus development of key
partner institutions
the development of primary partnership arrangements with partners, where
appropriate
A major objective will be to develop enhanced QA arrangements and a focused enhancement
agenda with partners.
Summary
This paper has set out the University’s Strategy for Collaborative Provision. It is accompanied
by a paper on Collaborative Provision: Policy and Practice which outlines the current ways in
which partnership arrangements are developed and operationalised.
It is recognised that this collaborative strategy will continue to evolve. Monitoring and
evaluation of all aspects of partnerships will be undertaken on an ongoing basis. It is anticipated
that a formal review of the University’s collaborative strategy will take place on a regular basis.
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