Studie om Sveriges position på den globala utbildnings-marknaden I ...

upsetsubduedManagement

Nov 9, 2013 (7 years and 10 months ago)

223 views

1

Konsekvenser av studieavgifter:

Sveriges position på
den globala
utbildningsmarknaden

2

Studie om
Sveriges position
på den globala
utbildnings
-
marknaden

I

Bakgrund




Behov av att identifiera vilka
länder/geografiska regioner som insatser
bör inriktas på för att lyfta fram Sverige
som
studiedestintion




På SI:s uppdrag gjordes an studie av
Exportrådet 2006 om geografiska
prioriteringar




Projektet
Study

Destination Sweden ville
göra en lite djupare studie om geografiska
prioriteringar

3

Studie om
Sveriges position
på den globala
utbildnings
-
marknaden

II



Uppdraget gick till
Illuminate

Consulting
Group, ICG




Tidigare gjort strategiska studier på
uppdrag av kanadensiska och nya
zeeländska staten
bl

a




Lite annat upplägg än Exportrådets studie




Utgångspunkten var att titta på vilka
utbildningar som är konkurrenskraftiga i
Sverige och varifrån Sverige attraherar
studenter idag…




… och sedan matcha detta med andra
relevanta data om potentiella målländer

4

Studie om
Sveriges position
på den globala
utbildnings
-
marknaden

III



Fokus på master
-
/magisterutbildningar
och på avgiftsskyldiga studenter




Mer än ett dussin intervjuer med
nyckelpersoner inom sektorn, prorektorer,
informationschefer, dekaner, internationella
koordinatorer mm




En enkät sändes ut till alla 29 lärosäten
som ingår i
Study

Destination Sweden, gav
24 fullständiga svar

NON
-
EES STUDENTS BY SOURCE COUNTRY (TOP 10)

0
200
400
600
800
1,000
1,200
1,400
1,600
1,800
2,000
Cameroon
Russia
Thailand
USA
Turkey
Bangladesh
India
Iran
China
Pakistan
All Other
Non
-
EES International Students by Top 10 Source Country
Balanced, long
-
tail source country distribution pattern

Notes: A substantial problem remains with regards to students of “unknown” nationality.

Source: SDS Survey.

Tier One

Tier Two

Long tail

MOST POPULAR ENGLISH
-
LANGUAGE MASTER PROGRAMS

Business Leads Engineering

Notes: Light grey (16): IT, computing, technology, and engineering; red (9): medicine and health sciences; orange (23): busin
ess
, management and marketing;
green (12): all other.

Source: SDS Survey.

Most popular

Second
-
most popular

Third
-
most popular

Blekinge

MBA (full
-
time)

M.Sc. in Business Admininstration

MBA (part
-
time)

Borås

Industrial Engineering
-

Quality and
environmental Management

Applied Textile Management

Resource Recovery
-

Sustainable
Technology

Chalmers

Networks and Distributed Systems

Communication Engineering

Software Engineering and Technology

Jönköping

International Logistics and Supply Chain
Management

Innovation and Business Creation

Information Engineering and
Management

Karlstad

Common Skills; Faculty of Business,
Economics and IT

Corporate Governance

Human Resources and Development

Karolinska

Public Health Sciences

Biomedicine

Global Health

Kristianstad

Real Time System and Programming

Distributed Systems and Computer
Security

Limnology

KTH

Wireless

systems

Project Management and Operational
Development

Communication systems

Linköping

Computer Systems

Language and Culture

System on Chip

Lund

Environmental Studies and
Sustainability

Geographical Information Systems,
Faculty of Science

Public Health, Faculty of Medicine

Mälardalen

International Marketing

International Business and
Entrepreneurship

IT Management

Malmö

Communication for Development;
Faculty Culture and Society

Project management and organization;
Faculty Culture and Society

International Migration and Ethnic
Relations; Faculty Culture and Society

Mid

Business Administration

Computer Engineering

Electronics Design

Skövde

Bioinformatics

Marketing

Biomedicine

Stockholm

International and Comparative Education

Educational Planning

Media and Communication Studies

SLU

Rural Development and Natural
Resource Management

Environmental Communication

Animal Science

Umeå

Financing

Public Health

Marketing

Uppsala

Applied Biotechnology

Biology

Computer Science

West

International Business

Computer Science

Robotics

PERSPECTIVES ON THE POTENTIAL MAGNITUDE OF FEES (I)

Half of the respondents agree that fees and quality align, but…

Source: SDS Survey.

0%
5%
10%
15%
20%
25%
30%
35%
40%
Fully agree
Somewhat
agree
Neutral
Somewhat
disagree
Fully disagree
Do not know /
Does not apply
The Quality of Your Course Offerings Appropriately Reflects Recent Tuition Fee Estimates
PERSPECTIVES ON THE POTENTIAL MAGNITUDE OF FEES (II)

… less than half
believe
fees reflect brand positioning

Source: SDS Survey.

0%
5%
10%
15%
20%
25%
30%
35%
40%
Fully agree
Somewhat
agree
Neutral
Somewhat
disagree
Fully disagree
Do not know /
Does not apply
Tuition Fee Estimates Adequately Reflect the Brand Position of Your Courses
LESSONS FROM DENMARK (I)

The enrollment situation in Denmark has been widely mis
-
understood


The introduction of tuition fees for non
-
EEA students in Denmark in 2006 was
followed by a sustained decline in non
-
EEA university
-
level student enrollments
from 4,233 in 2007 to 2,989 in 2008



But in 2009, enrollments had began to recover to 3,541, the same level as in 2006
(most of these students were not fee
-
paying, their share amounted to just 16.1% in
2009)



Importantly, some universities grew enrollment numbers while others
experienced declines; individual university responses to the introduction of tuition
fees thus proved to be a decisive factor in their respective enrollment
performances.



These data run somewhat counter to the belief of a heavy and sustained decline of
non
-
EEA student enrollment in Denmark and may have reflected an
extrapolation of developments at a single institution.

LESSONS FROM GERMANY (I)

Results have been dire…


In 2006, the German Supreme Court cleared the way for the introduction of general tuition
fees after years of debate



Despite a long
-
standing debate, policy
-
makers and institutional leaders were unprepared for
immediate practical and long
-
term strategic implications



A clash of political paradigms and social belief systems resulted in a patch work of tuition
fee schemes, differing from state to state



By early 2010, five states continue to charge tuition fees (out of seven initially). The
maximum tuition fee is Euro 1,600 p.a. Most universities which charge tuition fees have set
these at Euro 1,000 p.a.



There are numerous exceptions and diverging policies, many which have been changed,
terminated, or legally invalidated since 2006. Protests continue



The German higher education landscape has fundamentally failed to communicate the
introduction and value of tuition to both Germans and the rest of the world


LESSONS FROM GERMANY (II)

From 175,065 to 233,606 Higher Education Students


Source: DAAD/HIS.

… after strong growth in the early part of the last decade…

0
5,000
10,000
15,000
20,000
25,000
30,000
2000
2001
2002
2003
2004
2005
2006
2007
2008
International Student Enrolment in Germany
(Top 10 Source Countries)
China
Bulgaria
Poland
Russia
Morocco
Turkey
Ukraine
Italy
Austria
France
LESSONS FROM GERMANY (III)

-
5.6% YoY Growth in 2008, all Top 10 Source Countries are Shrinking


Source: DAAD/HIS.

… entirely collapsed since 2006

-
20%
-
10%
0%
10%
20%
30%
40%
50%
60%
2001
2002
2003
2004
2005
2006
2007
2008
International Student Enrolment in Germany
(YoY Growth, Top 10 Source Countries)
China
Bulgaria
Poland
Russia
Morocco
Turkey
Ukraine
Italy
Austria
France
Total
Enrolment
INTRODUCING TUITION
-
BASED COMPETITION

The next two to three years will be challenging


Tuition
-
based competition is a concept which places a given course or institution into a
competitive tuition framework



This includes establishing a set of competitors based on a mixture of rankings and
indicators, and a given institution’s “recruitment brand”



A finding from past research is that most programs are subject to global “tuition brackets”,
i.e. a clearly definable range of tuition fees charged by peer institutions



Swedish universities are entering a tuition
-
based competition landscape in the absence of
experience with setting tuition fees, and in many instances an analytical framework with
which to identify proper competitor institutions



As a result, early discussions around tuition levels often centered on tuition ranges which
are likely to fall outside of an established tuition bracket



Under
-
pricing course offerings, as much as over
-
pricing is, can be dangerous

MANAGING THE ADMISSIONS PROCESS (I)

General Comments

High quality, competitive admissions is complex, costly, and specific


At this time, applications from international students are centrally collected and
processed at a national level



This approach carries a number of competitive disadvantages. Most of these
disadvantages are inherent in national systems and only some can be overcome or
modulated



Managing admissions at an institutional level is a key competitive differentiator.
Actively recruiting universities with large numbers of international students
typically govern and run their own talent selection



For a select number of Swedish universities, it is recommended to take over
international student admissions if this is strategically vital



The remainder of Swedish universities is likely better of to operate iwthin an
improved national processing framework

A LOOMING TRANSITION PERIOD


Based on experiences with fee introductions in other countries, as well as under
consideration of Sweden
-
specific factors, it seems likely that Swedish universities
will undergo a transition period of 2
-
3 years



Early on, a reduction of non
-
EEA fee
-
paying student enrollments is all but certain



However, the system
-
wide loss of enrollments may not be as severe as feared and
may recover more quickly than generally assumed



These system
-
wide dynamics are shaping up to be strong differentiators between
universities



These differentiation patterns are driven by numerous factors, including
institutional size, research intensity, international rankings, location, existing
recruiting target country footprints, leadership commitment to an active, tuition
-
based competition strategy, staff experience, and so on


SHORT
-
TERM OUTLOOK


While it is difficult to make any definitive predictions, a number of universities
should be able to reverse a given decline in non
-
EEA fee
-
paying student
enrollments at the end of a three
-
year transition period



A few hold the potential to actually grow enrollment numbers



Conversely, a number of universities are likely to struggle with this transition and
may see their intake number decline sharply



Some of these universities may not be able to recruit large numbers of non
-
EEA
fee
-
paying students even after this transition period, and may be strategically
better advised to re
-
focus their efforts otherwise



Overall, Sweden’s decision to introduce fees is moving it into a new competition
landscape. Pragmatism, expert analysis, and long
-
term oriented planning offer
institutions the best chance to succeed


17

Några slutsatser från ICG
-

studien


Det behövs en nationell dialog och samverkan kring
marknadsföringen av högre utbildning


Snabb och smidig antagningsprocess, det kanske enskilt
viktigaste konkurrensmedlet


Lärosäten behöver större utrymme i regelverket för att kunna
konkurrera på en global marknad



Lärosäten måste göra strategiska val


fokus på 2014,
snarare än 2011


De allra flesta studenter siktar inte på forskarutbildning,
koppling till arbetsmarknaden därför viktig konkurrensfaktor


18

Uppdrag från
Utbildnings
-


departementet till
SI i april:



Underlag till en övergripande strategi för
marknadsföring av Sverige
som
studiedestination




I samverkan med andra centrala
utbildningsmyndigheter:
HsV
, IPK, VHS,
Stint och Tillväxtanalys




SI har även konsulterat nyckelpersoner i
Study

Destination Sweden




För diskussion vid mötet 12 maj, dit
samtliga rektorer och medlemmar i Forum
för Internationalisering bjöds in




Inte en strategi för internationalisering!


19

Varför en
strategi?




Koppling till många andra
politikområden: lärosätenas möjligheter att
rekrytera påverkas av många faktorer de
inte kan styra




Om Sverige ska kunna vara
konkurrenskraftigt, måste alla berörda
parter dra åt samma håll




Ökad konkurrens, Sverige okänt som
studiedestination




ICG:s

studie pekar på behovet av en
nationell dialog kring arbetet med att
attrahera kompetens till Sverige




20

Viktigaste
punkter i
underlaget till
strategi som
skickats ut:


1.
Statsmakterna behöver formulera något
slags mål som alla inblandade parter
kan arbeta mot

2.
Undanröja hinder/oklarheter i regelverk
(antagning, arbetstillstånd mm)

3.
Samordning kring processerna på
hemmaplan

4.
Samarbete med näringslivet för att
möjliggöra för en del studenter att
stanna kvar och arbeta

5.
Identifiering av nischer/starka områden

6.
Prioritering av länder/regioner

7.
Code

of
Conduct

för internationell
marknadsföring





21

Åtgärderna
indelade i
kortsiktiga och
långsiktiga




11 av punkterna skulle kunna genomföras
med relativt kort varsel,
dvs

inom det
närmsta året




Övriga 6 punkter kräver mer komplexa
regel
-

/lagändringar eller mer ekonomiska
resurser




Varför en åtgärdslista? Ont om tid! Viktigt
med konkretion




Lista det viktigaste som skulle behöva
göras


i prioriteringsordning

22

Nästa steg


SI har skickat ut dokumentation från mötet den
12 maj


Uppmaning att arbeta vidare med frågan om
strategi tillsammans med SUHF


Möte under andra halvan av september