Transcript Presentation by Colin Knapp

Collaborations and
Partnerships
Colín Knapp
Director for International Collaborations &
Development (Business)
[email protected]
Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005
Introduction

How to select the right partner

Issues related to developing partnerships

Sharing some aspects based on experience in
developing overseas partnerships

Best/Good practises, policies, procedures

The rationale for international collaborations
Colin Knapp - London
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005

General Types of International
Partnerships
Taught Programmes (all levels)*

Research Projects

PhD programmes

General Areas of Cooperation
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Principles
To be truly effective, and to be managed effectively,
collaborative engagements need to:
(a)operate only with partners who share the mission
and vision of the ‘home’ institution and who are
deemed sound in terms of their management and/or
governance, academic credibility and quality
structures;
Colin Knapp - London
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Principles
(b)operate only within disciplines in which the
‘home’ institution has sufficient expertise and
credibility to be able to judge the standard of
an award and the quality of student learning
opportunities;
(c)demonstrate an awareness of the risk
inherent in the collaboration and manage that
risk effectively;
Colin Knapp - London
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Principles
(d) operate within a context which facilitates
networking with other institutions (at any level
of the organisation) but which co-ordinates
activity centrally in order both to manage risk
and to maximise the efficiency of processes.
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Stages

Developments Issues

Approval Procedures

‘Start Up’ Period

Managing Collaborative Provision

Monitoring & Review

Termination
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Developmental Issues

Congruency with proposed partner

Proposed partnership conforms to institution’s ‘corporate
strategy’

International experience of the potential partner institution

Due Diligence

Risk Analysis

Good personal relations
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Risk Assessment (Example)
and
and
and
The
proposed
partner
must
have all
of:
the
proposal
must be
based on
at least 2
of:
must
feature at
least 1
of:
low risk
support for
national politics LSBU mission
and vision
stable financial
record and
governance
low risk
collaboration
type
financial break- generation of a
even
profit for LSBU
under FEC
guidelines
existing
experience at
LSBU or
resources to buy
in expertise to
LSBU
partner
partner
institution
institution
within M25
outside M25 but
programme
holds niche
market
there
academic
demand for
must be benefit to LSBU programme
at least 1
from students
of:
partner’s
HEFCE
numbers (for
collaborations)
academic
credibility,
accountability
and QME
structures
the ability to
attract students
to LSBU
programmes
demand for
cultural benefit
programme
to LSBU
from employers
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Models for Collaboration






progression accords/admissions agreements
articulation agreements
validations
full franchise; part-franchise; distributed
delivery
dual award
joint award
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Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005

Approval procedures for initiating
and agreeing a proposal for a new
collaboration
Developmental Issues completed (see
previous slide)

Financial aspects of a collaborative provision

Memorandum of Understanding

Internal approval system

Memorandum of Cooperation
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Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Start Up Period

Promotion and ‘Marketing’

Staff Development for both partners

Staff visits to both partners institutions
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Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Managing a Collaborative provision

Comprehensive ‘Handbook’ & Documents

Link Staff

Communication with partner/students

Assessment/Quality Management and
Enhancement/Monitoring
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Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Monitoring and Review

Written reports

Audits

Visits on a periodic basis (eg. 3 years)
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Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Termination of a Collaboration

Termination of a collaborative agreement by both
partners.

Non-viability of the programme(s) in terms of
enrolment, retention, cost

Issues identified through the internal monitoring and
review processes or by external accrediting bodies

Changes in the potential level of risk in relation to the
Hierarchy of requirements

Changes in corporate strategy and mission
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Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Important Factors for Success

Commitment from Senior Management

Suitable staff to managing the programmes

Good communications

Good Personal relations

Trust

Compatible goals and objectives
Colin Knapp - London
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South
Bank
University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Potential Problems

Cross Cultural Issues

Semantic misunderstanding

Poor personal relations & communications

Commitment from one or a few members of staff, potential
problem if they cannot continue

Lack of planning and preparation

Lack of / or poor monitoring

Lack of trust
Colin Knapp - London
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University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Final Points

Should be a two way relationship, if not in first instance
than should be a medium or long term objective.

It is desirable to start with one collaboration and then if
successful attempt another collaboration – advantages
of economy of scale and personal / institution familiarity
can come into play.

The are many advantages to international partnerships
but with open minds we can learn from each other and
a good partnership if managed correctly can and should
add value to both institutions.
Colin Knapp - London
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South
Bank
University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Final Comment

Beware of the danger of wishful thinking and
aspirations. Partnerships can be rewarding in
many ways and can / should add value to both
partners BUT PAINFUL AND HARMFUL TO
REPUTATIONS if they go wrong through lack
of preparation, approval mechanism and
monitoring.
Colin Knapp - London
19
South
Bank
University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005
Final Points
Thank You For
Listening !
Colin Knapp - London
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South
Bank
University
Exploring Corporate
Strategy,
Seventh
Edition, © Pearson Education Ltd 2005