Transnational Collaboration On Lifelong Learning Between Higher Engineering Education Institutions: A University Perspective

Lifelong learning (LLL) is in focus in all European countries. Workforce upskilling and reskilling are seen as central elements in ensuring national competitiveness. Universities are main players in this effort but often find it difficult to find sustainable models for LLL activities, in terms of e.g., economy, student intake, and academic resources. Collaboration between universities can be one possible way forward to overcome such obstacles, and given the enhanced post-Covid digitalization is also increasingly made possible, even across borders. However, many universities also find such collaboration challenging, e.g., due to outdated legislation, lacking financial predictability, lacking 1 J. Bennedsen [email protected] academic capacity, or other factors. Studies done by the authors indicate that universities’ perspectives are seldom present in the literature when barriers and enablers for LLL participation are analysed. This motivates us to particularly consider a university perspective here. This paper analyses responses to a questionnaire sent to 28 Nordic and Baltic universities, collecting information about successes, opportunities, and barriers for formal (i.e., ECTSawarding) university-level LLL with professional content within engineering and technology. The respondents were management representatives representing an institutional view and having good knowledge of the institution\u27s LLL offer (e.g., further education centre managers and LLL coordinators). 19 institutions answered, mostly with free text. Our analysis is done following constructivist grounded theory using an open and focused coding approach. The main aim is to identify the main barriers and success factors seen by the universities for upscaling LLL activities, and subsequently to suggest strategies for alleviating barriers and facilitating success factors

Higher Education and Society: A research report

This report draws on a substantial body of research undertaken by the Open University's Centre for Higher Education Research and Information (CHERI) on the changing relationships between higher education and society. Higher education currently faces many changes, some externally driven by government policies and changing patterns of social and economic demand and some internally driven by changes in the way knowledge is produced and organised within universities and other 'knowledge organisations'. CHERI examines these changes through empirical research which is policy relevant though not policy dictated, frequently international, and broadly focused on the social impacts of higher education. Does higher education make a difference and to whom? In their different ways, the articles in this report seek to provide answers to this important but difficult question

Social Effectiveness of Tertiary Education for Adults in Mid-life

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Responding to the vision of the information society: first steps towards a national virtual university.

Executive Summary 1. There is confusion, both in academic circles and the public more generally, about the definition of a virtual university. Hence in considering such an option, it is worth looking more fundamentally at the contexts for higher education, and the functions of a National Virtual University equipped to meet the needs of the 21st Century. 2. The increase in the use of ICT has caused a radical increase in demand for higher education globally, and increased access to higher education via the use of ICT. New suppliers in the form of private and corporate universities, now compete with universities in their home countries, and increasingly, overseas. 3. Although demands for higher education are growing rapidly, analysis of the new and changing demands on universities at local, national and international levels, within an increasingly global knowledge market, indicates that the role of a National Virtual University will be much broader than that of an existing university. Moreover, a NVU will need to successfully compete in an environment which is growing in competitiveness and complexity as corporate universities start to operate, but will have to do so with greater efficiency and lower funding. 4. The socio-economic environment in Finland is characterised by an internationally high (and growing) involvement with information and communication technologies in all spheres of life. Within this fast developing Information Society, there is a high need for increasing skills levels and retraining, especially with respect to ICT. However, like elsewhere in Europe, the use of technology for collaborative teaching in Universities and for promoting joint research with industry, is comparatively underexploited, although the existing higher education platform, provides a useful structure which could adapt to, and benefit from, the establishment of a National Virtual University. 5. The rationale for incorporating the use of new technologies in higher education by building a National Virtual University is well-established. Such a development would require a quantum leap in the design and development of a new learning method. However, in addition to educational benefits, the NVU would aid the creation of a knowledge based economy, the promotion of social cohesion, the protection of the existing Finnish university system, and the preservation of national language and culture. 6. The experience of previous virtual university ventures in the USA demonstrates that collaborative ventures, based on existing providers and reliant on reengineering of existing teaching and learning practices, are unlikely to be successful, even where they are well financed. A National Virtual University can be constructed with varying degrees of functionality, but where it covers all ranges of university activities (teaching, research and technology transfer), and is well-linked to the local community, the cost of development will be high but the returns on expenditure will be greatest. 7. A project of this size, complexity, cost and importance will only succeed in maximising its potential as a collaborative venture, if it involves all stakeholder groups in discussing its form, as consensus on the form of the NVU will be critical in ensuring the success of its implementation

The Global University: The Role of Senior Managers

Contributors address the role of senior managers in relation to internationalisation, globalisation, and sustainable development and share how these often overlapping challenges can be addressed. Consideration has been given to a range of potentially competing demands including the relationship between what Paul Luker describes as the 'core mission and values of HE' and what Caruana and Hanstock describe as 'marketisation discourse'. The Global University: The Role of Senior Manager is written by higher education institution senior managers, for HEI senior managers. Supported by HEFCE Leadership, Governance and Management Funding, 'The Global University: the role of senior managers' is a companion publication to 'The Global University: the role of the curriculum'. Many of the contributors are regarded as critical champions of internationalisation in the UK as well as thoughtful strategists in the process of affecting sustainable university-wide change. To provide further food for thought, in addition to the UK contributions, a case study on university-wide approaches to the development of global citizens at the University of British Columbia and a perspective on the barriers affecting the process of internationalisation in Latin American Universities have also been included. Contributors address key concepts from a variety of perspectives and what will quickly become apparent is that the terms are not always translated in quite the same way (a way of seeing is also a way of not seeing) but in spite of this, collectively, considerable insight for moving the agenda forward is provided. At the very least, the publication will serve to inspire debate on what should constitute the vision, mission and values of a global university, within the context of global society. Given the global footprint of universities and the ability of our graduates to influence change in global society, the publication maintains that universities cannot ignore their corporate and social responsibilities: senior managers have a critical role to play as leaders of this agenda and of change that results in positive benefits for a wider stakeholder group

New models for learning flexibility: negotiated choices for both academics and students

‘Flexible learning’ represents a need associated with ‘lifelong learning’ and the equipping of graduates to actively engage in a ‘knowledge society’. While the precise meaning of each of these terms is not easy to discern, notions of flexible learning have progressed an evolutionary path that concentrates on students as though they are the only stakeholder group in the higher education environment that would benefit from choice. Academic discourse also presumes that all cultural groups making up the increasingly diverse student population aspire to engage in student-centred learning as a precursor to involvement in a knowledge economy. In this environment academics have been encouraged to embrace on-line teaching and promote a more student-centred learning approach when the natural inclination and talent of many academics may make this style of pedagogy so challenging that learning outcomes are compromised. We question this ‘one size fits all’ mentality and suggest a model that empowers both the students and academics by allowing them the ability to choose the approach that suits their educational philosophy and preferred learning/teaching approach. The model represents an innovation in flexibility that recognises initial embedded learning foundation abilities and reaches both teachers and learners by utilizing their own frames of reference