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![Page 1: KL, Dec 3-5, 2007. Institutional Advancement Institutional Advancement Higher Education Resources in the Post-Industrial Era Kai-ming Cheng The University.](https://reader030.fdocuments.net/reader030/viewer/2022032703/56649f525503460f94c76802/html5/thumbnails/1.jpg)
KL, Dec 3-5, 2007
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Institutional AdvancementInstitutional AdvancementHigher Education Resources
in the Post-Industrial Era
Kai-ming ChengThe University of Hong Kong
Kurla Lumpur, Dec 3-5, 2007
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Higher Education Developments
• More demand for higher education• Building elite institutions• New expectations on higher learning
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1 Greater Demand
on Higher Education
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Industrial Society: the Pyramid
Higher Higher EducationEducation
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Industrial Institutions
Operatives
Craftsmen
Technicians
Engineers Degrees
Diplomas
Basic Education
Vocational
Training
Higher Higher EducationEducation
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• Society has changed …
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Hong Kong …
Around 304,000 registered companies (Sep 2006)
99.3 % under 100 (SME) • 69% of employees
• 94.3% under 20• 40% of employees
• 87.0 % under 10• 33% of employees
• Over 1,000: 110
• Free-lancers 220,000 estimatedvis-à-vis 2,200,000 in registered companies
The United States
Business Enterprises
98 % under 100
86 % under 20
National Bureau of Economic Research, 2002
Shanghai (2005/6)
•SME: 99.7%
•Employees: 86.8%
•Total asset: 69.2%
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Project Groups/Task Forces
Small Enterprises
Free-lancers
Post-industrial: Workplace
Higher Higher EducationEducation
On-going processes of– Re-engineering– De-layering– Down-sizing– Out-sourcing– M & A– Closure
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Hence, Expansion of Higher Education!
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2Building Elite Institutions
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Establishing elite institutions:• China:
– Project 211, Project 985
• Pakistan: Major expansion– 11 new elite universities
• Thailand: Major expansion– 1 global top-50; 4-5 regional top-50
• South Korea– BK 21 (Brain Korea 21): Top 10
• Taiwan, China– 50B for 5 years
• Saudi Arabia– 2 elite universities
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3Different Expectations
on Higher Education
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Organisations
Industrial• Large pyramids• Producer-centred• Departments• Hierarchy• Tight structure• Design at the top• Assigned procedures• Rules & regulations
Post-industrial• Small companies• Client-centred• Project teams• Flat • Loose & fluid • Design at front-lines• Improvised actions• Fit-for-purpose acts
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Working Modes
Industrial• Division of labour• Individual tasks• Specialist duties• Administrative links• Credential-based
appointments• Appraisal by seniors
Post-industrial• Total solutions• Team work• Integrated expertise• Human interactions• On-demand, just-in-
time learning• 3600 appraisal
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Work ActivitiesIndustrial• Paper work
• Circulars
• Minutes
• Documents
• Instructions
• Written reports
• ……
Post-industrial• Communications• Brainstorming• E-mailing• SMS• Blogs• Seminars• Debates • Conferencing• Negotiation• Presentation• Confrontation• Lobbying• Retreats
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Front-line workersIndustrial• Bottom of the hierarchy• Hiring due to credentials• Member of a specialised
department• Implementation of design • Using specific skills• Routine and repetitive
activities• Working according to job
descriptions• Following set procedures• Maintaining the
convention• Abiding by rules and
regulations• Appraised by degree of
compliance• Stable and secure• Blue collars
Post-industrial• Member of a small group• Hiring due to personality• Working in teams• Directly facing clients• Handling human relations• Directly facing problems• Anticipating total solutions• Designing solutions with
creativity• Using multiple skills• Taking risks• Improvising fit-for-purpose
activities• Managing oneself• Learning on-the-job, on-demand,
just-in-time• Appraised 3600
• Unstable, uncertain and insecure• Knowledge workers
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Individual LivesIndustrial• Lifelong career• Long-term loyalty• Occupational identity• Work-study consistency• Org membership• Stable employment• Escalating salaries• Upward mobility• Foreseeable retirement • Constant networks• Stable relations • Security, certainty
Post-industrial• Multiple careers• Multiple jobs• Blurred identity• Work-study mismatch• Possible free-lancing
• Frequent off-jobs• Precarious incomes• Fluctuating status• Unpredictable future• Varying networks• Changing partners • Insecurity, uncertainty
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Expectations …
Industrial• Credentials• Specialized skills• Planning &
implementation• Navigating the
bureaucracy• Following the
heritage
Post-industrial• Communications• Team-working• Human relations• Problem-solving• Risk-taking• Design & innovations • Personal responsibility• Continuous learning• Self-management• Ethics, values, principles
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Theoretical KnowledgeTheoretical Knowledge
Practical CapacityPractical Capacity
CreativityCreativity
Vertical Disciplines
Baseline Competence
Social CapacitySocial Capacity
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An example …Accounting• Mismatch
– Physics, Psychology PhD, Computer Science PhD• Morgan Stanley
– “Winning Personality” • Senior Partner Deloitte
– “Integrity and sensitivity”• KPMG
– More non-accounting graduates• Society of Accountants
– “Don’t teach!”
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Key competencies
• Interacting in socially heterogeneous groups
• Acting autonomously
• Using tools purposively and interactively
OECD: The Definition and Selection of Competencies: Theoretical and Conceptual Foundations Project (DeSeCo)
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Key competencies (OECD)
Interacting in socially heterogeneous groups
• The ability to relate well to others• The ability to cooperate• The ability to manage and resolve
conflicts
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Key competencies (OECD)
Acting autonomously
• The ability to act within the “big picture”
• The ability to form and conduct life plans and personal projects
• The ability to defend and assert one’s rights, interests, limits, and needs
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Key competencies (OECD)
Using tools purposively and interactively
• The ability to use language, symbols, and text
• The ability to use knowledge and information
• The ability to use technology
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Hence, Greater variety of Learning
Experiences
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Lives in Higher Education
ClassesClassesStudyStudyStudent Activities/Halls
Executives of Organisations
Internship, Placement, Mentorship
Design, Music, Drama, Sports
Community Services/NGO
Visits to Rural, Deprived Communities
International Exchange
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ClassesClassesAcademi
cKnowled
ge
Alternative Learning
Leadership Learning
Workplace Learning
Creativity Learning
Learning to ServeLearning to CareLearning across Cultures
Learning Experiences
Are we interested in the quality of all these learning experiences in higher education?
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Some Trends in AsiaSome Trends in Asia
• Unprecedented Expansions• Building Elite Universities• Expanded Student Learning
Experiences
Who pays?
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• Dancing with the Private Sector• Fostering higher education
philanthropy
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4Dancing with the Private Sector
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Resource Strategies for HE
Public Public MoneyMoney
Public Public InstitutionsInstitutions
Community Community ResourcesResources
Private Private InstitutionsInstitutions
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• Public funding no longer adequate for the expanded system
• Private participation as a matter of resources strategy
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• Repositioning the Private Sector…
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Enhancing private participation
% Students Institutions
Korea 78 87
Taiwan 72 66
Japan 77 86
Philippines 81 75
Indonesia 96 71
Malaysia 92 39
Pakistan 64 18
Significance of Private SectorSignificance of Private Sector
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Enhancing private participation
% Students Institutions
Brazil 71 89
Chile 71 93
Venezuela 41 57
Nicaragua 48 52
Argentina 20 50
Significance of Private SectorSignificance of Private Sector
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The blurring boundaries …• Purely public institutions
– Government appropriation only
• Public institutions – + partial self-financing programs– + projects on competitive basis– + private donations– + commercial incomes
• Private institutions– + projects from public sources– + public subsidy to students
• Purely private institutions– Tuitions only
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Two Sectors?
Public Private
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Or One Continuum …
Public Private
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Harvard expenditures
• 60%Projects• 65% levy
• 30%Tuitions• 55% on scholarship
• 10%Donations• 29.2B at 16.7% p.a.
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Dancing with private participation
• Recognizing private contributions• Blurring the sectoral boundaries • Innovations of private participation• Focusing on learners• Living with the “market” • Moving beyond the civil service ideology• New framework of accountability
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5 Philanthropy in Higher Education
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Evolution of Terminology
• Fundraising• Resource Development• Institutional Advancement
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Institutional Advancement
• Mobilizing resources beyond government appropriation
• for the advancement of the institution in areas of prime importance
• hence enabling the institution to achieve excellence at a higher plane
• thereby empowering the institution to enjoy autonomy at a new level
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Institutional Advancement
• Donation is not charity to the deprived
• Donation is partnership with the strong
• Donation is endorsement of mission• Donation is recognition of
contribution
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Higher Education ResourcesP
ub
lic A
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rop
riati
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, S
ub
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ies,
…
Pro
jects
, S
erv
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Don
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Philanthropy: a different pie
Government AppropriationGovernment Appropriation + Learners’ Fees + ProjectsGovernment Appropriation + Learners’ Fees + Projects + Private Donations
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A different paradigm Public funding• No money, no plan• Budget cut, activity
reduction• Look for small
money• Ask for money when
poor• Funding is the limit• Doing what we did• Steady progress • Appropriation
Advancement• No vision, no money
• Great vision, big money
• Look for big money
• Ask for money when strong
• Sky is the limit
• Scaling new planes
• Advancement
• Partnership
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Why fundraising?
• Public appropriation maintains us as just “one of many”
• Advancement makes a difference!
Advancement = Community Support = Fundraising
= Resources Development = Donations
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•Fundraising: How to do it?
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Target Goal
Strategies
Needs/Products Donor Accounts
Activities
Capacity & Infrastructure
Stewardship & Renewal
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20 April 2002 Hong Kong Universities
The Classic Fundraising Pyramid: Gift Profile
Leadership Gifts
Premium Gifts & Sponsorships
Corporations Foundations Individuals
Major Giving
Annual Giving
International reference
10%
10%
40%
40%
1
10
100
1000+
No of Donors Amount of Donations
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The PyramidThe PyramidAmount $'K Min. No. Max. No. Min. Sum ($'K) Max. Sum ($'K)
100,000 2 3 200,000 300,000 30,000 14 18 420,000 540,000 10,000 22 25 220,000 250,000
5,000 25 32 125,000 160,000 2,000 70 80 140,000 160,000
500 130 150 65,000 75,000 100 300 400 30,000 40,000
5 600 1,000 3,000 5,000 1 6,000 10,000 6,000 10,000
TOTAL : 7,163 11,708 1,209,000 1,540,000
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Philanthropy: Power of Matching
• Government Matching– Singapore: perpetual – Hong Kong: 3B HKD (USD400M)
• attracted USD1B
– UK: GBP200M for 3 years
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The Power of Matching: HK
• Government Matching I: 2002-3 (1B)• Government Matching II: 2003-4 (1B)• Government Matching III: 2005-6
(1B)– Attracted over 7.4B
• Stanley Ho Alumni Challenge (500M)• Azalea 1972 (100M)
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Alumni Donations on the Rise
• Alumni Donations: 296M ↑646%Maximum match $5M per donation per year only
• Number of Donors: 2,455 ↑214%
• First-time Donors: 85%
Alumni Challenge Effect: 05-06/04-05
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•How to plan …
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Example: Planning
..\..\..\Institutional Advancement\Centennial Campus\Campus Pyramid 070719.xls
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•How to start …
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Case Statement
• What are we doing?• What is so great in what we do?• Why should we need money?• How would donation make a
difference?• Why us, and not others?
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Institutional Advancement (the broad sense)
• Communications – Public Relations– Branding– Media Relations– Publications
• University Relations– Alumni Networking– Government Relations– Corporate Relations
• Development/Fundraising
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After all, …
Higher Education excels with,
and only with,Mission and Passion!
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Assessing the needs …
..\..\..\Institutional Advancement\Campaign 07\Campaign
calculation.ppt