higher education without borders: learning to live together victor ordonez january, 2007 keynote...
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Higher Education Higher Education without Borders: without Borders: Learning to Live Learning to Live
TogetherTogether
Victor OrdonezVictor Ordonez
January, 2007January, 2007
Keynote Address:Keynote Address:The Need for Catholic The Need for Catholic Universities to Universities to Respond to Respond to Globalization and Globalization and EvangelizationEvangelization
15TH ASEACCU Conference for administrators
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OutlineOutline
Part I: The Inevitable Impact of a Fast Part I: The Inevitable Impact of a Fast Changing Society and Changing Society and
Globalization Globalization
Part IPart II: The Essential Role or Mission of a I: The Essential Role or Mission of a . Catholic University: . Catholic University: Evangelizaton?Evangelizaton?
Part III: Brief Summary and ConclusionPart III: Brief Summary and Conclusion
15TH ASEACCU Conference for administrators
The Inevitable Impact of a Fast The Inevitable Impact of a Fast Changing Society and Globalization Changing Society and Globalization - Knowledge has changed.
15TH ASEACCU Conference for administrators
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
A historical overview of universities reveals its traditional functions: create, transmit, and preserve knowledge.
Those functions have taken many forms over time, as political, social and economic demands change.
Today’s changes are so fast that universities have great difficulties in re-shaping these traditional functions.
The Inevitable Impact of a Fast The Inevitable Impact of a Fast Changing Society and Globalization Changing Society and Globalization - Knowledge has changed.- Higher learning and knowledge no
longer monopoly of universities.- Society’s knowledge needs have
changed.
15TH ASEACCU Conference for administrators
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
Learning needs have changed; but curricula have not.
Curriucula supply driven, not demand driven (examples
Danger of teaching for a world that may no longer exist.
Fundamental reorganization of programs not around academic disciplines but around global issues.
Delors: 4 pillars; currently the weakest of which is learning to live together (MINEDAP consensus)
Implications: pedagogy, technology, calendaring, teacher configurations, etc.
The Inevitable Impact of a Fast The Inevitable Impact of a Fast Changing Society and Globalization Changing Society and Globalization - Knowledge has changed.- Higher learning and knowledge no
longer monopoly of universities.- Society’s knowledge needs have
changed.- The clientele of higher education is
changing, and growing.
15TH ASEACCU Conference for administrators
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
Students and individuals have greater demands from a competitive, globalized, and still unfolding knowledge society.
Universities must cater to this learning society. Its clientele is no longer just early adults pre-work secondary school graduates; it must serve learning needs of individuals of all ages in a knowledge society.
Even in undergraduate degree programs, students are:
Older
More discriminating
Think and learn differently, ergo musts be taught differently
Turning up in greater and greater numbers
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
Chart of statistics, c/o David
Implications
Corporatization, privatization
Equity concerns: loans, scholarships, taxes
Equity, market distortions
Global standards vs. national capacities
Government policy ambiguities
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
h
The Inevitable Impact of a Fast The Inevitable Impact of a Fast Changing Society and Globalization Changing Society and Globalization - Knowledge has changed.- Higher learning and knowledge no
longer monopoly of universities.Society’s knowledge needs have
changed.- The clientele of higher education is
changing, and growing.- Higher education is internationalizing
dramatically in many ways.
15TH ASEACCU Conference for administrators
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
Student and faculty mobility increasing dramatically (charts?)
Greater Mobility of labor: need for mutual recognition of degrees
International standardizatoin of expectatioins; league tables, national centers of excellence (equity issues again)
Distance education – national and international
Other forms of cross border education: branchy campuses, twinning arrangements, joint degree programs, etc. (Government policy still in flux.)
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
h
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
h
TheThe Essential Role or Mission of a . Essential Role or Mission of a . Catholic University Catholic University
Key Questions: - What makes a Catholic university
Catholic?- What does the Christian message tell us
about the way we should run universities?
- Is evangelization at the center of the answers to these, or just an important component of them?
15TH ASEACCU Conference for administrators
TheThe Essential Role or Mission of a Essential Role or Mission of a Catholic University Catholic University
What makes a Catholic university Catholic? - common misperceptions
- ownership, quality, social commitment, values (are alumni, faculty any different?), service to poor, teaching theology classes
- What then is the essence?
15TH ASEACCU Conference for administrators
TheThe Essential Role or Mission of a Essential Role or Mission of a Catholic University Catholic University
What makes a Catholic university Catholic? - common misperceptions
- ownership, quality, social commitment, values (are alumni, faculty any different?), service to poor, teaching theology classes
- What then is the essence? - parts of the answer available
as starting points
15TH ASEACCU Conference for administrators
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
From you:“______________________________________________________________________________________________________________________.”
From a university mission statement:
“to create (programs) that will be signs of God’s kingdom and instruments of salvation...for those who seek the fullness of their humanity through education”
From the thoughts of the IFCU President
“its misson is to preserve, transmit, and develop the Catholic intellectual tradition.”
From a keynote address for OIEC Asia:
“the distinctive contribution must be in the mananer in which it supports and nurtures the faith in individuals and Christian communities.”
TheThe Essential Role or Mission of a Essential Role or Mission of a Catholic University Catholic University
What makes a Catholic university Catholic? - common misperceptions
- ownership, quality, social commitment, values (are alumni, faculty any different?), service to poor, teaching theology classes
- What then is the essence? - parts of the answer available as starting points
- How can better manifest this essence?15TH ASEACCU Conference for administrators
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
• From a keynote address for OIEC Asia:
- keeping a distinction between teaching and preaching
- need to distinguish what is the essence of the faith vs. accumulated accretions of historical expression of this
- need to re-package this essence for today’s students—a priority research agenda (with curruiculum and budget implications)
• From the thoughts of the IFCU president:
- a humanistic approach that seeks to place the learning of all academic disciplines in the service of addressing questions of human meaning
- educational programming to help student make the link between discipline knowledge and thier engagement of this with contemporary issues of the common good.
- creating the lifing experience of the Church’s liturgical and spiritual life
- involve in ministries of charity AND reflect and learn from them
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
From a university mission statement:
- imbuing a sprit of faith
- participating in the Church mission of easing the plight of the vulnerable and marginalized sectors
- bringing Christian perspectives and values to bear on human knowledge and culture
- impeling leraniers to translate their knkowledge into actula practrice for the betterment of society
- preparing learniers for responsible particpat in the familyh, the community, soiciety, and the Church
From you:
“_______________________________________________________________________________________________________.”
Brief Summary and ConlusionBrief Summary and Conlusion
- Catholic universities must reconginze inevitablility of quick and paradigmatic change.
- Task is two fold: driven by the impacts of globalization and rapid societal change, and driven by a need to re-invigorate the Catholic dimension of its universities.
- Questions have been raised here, hopefully to provoke discussion and analysis, and more importantly to provoke action—policy and program change.
15TH ASEACCU Conference for administrators
Higher Education Higher Education without Borders: without Borders: Learning to Live Learning to Live
TogetherTogether
Victor OrdonezVictor Ordonez
January, 2007January, 2007
Keynote Address:Keynote Address:The Need for Catholic The Need for Catholic Universities to Universities to Respond to Respond to Globalization and Globalization and EvangelizationEvangelization
15TH ASEACCU Conference for administrators
25
Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
28
Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
29
Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
30
The Impact of Globalization on Higher Educatiobn
Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
FAPE in-service program for administrators
The Conceptual FrameworksThe Conceptual Frameworks
The Management Task:- the achievement of a specified goal (or target or vision), using available resources—human, financial, assets, and time—in the optimum manner possible.
FAPE in-service program for administrators
The Conceptual FrameworksThe Conceptual Frameworks
The Management Task:- the achievement of a specified goal (or target or vision), using available resources—human, financial, assets, and time—in the optimum manner possible.
FAPE in-service program for administrators
The Conceptual FrameworksThe Conceptual Frameworks
The Management Task:- the achievement of a specified goal (or target or vision), using available resources—human, financial, assets, and time—in the optimum manner possible.
FAPE in-service program for administrators
The Conceptual FrameworksThe Conceptual Frameworks
The Management Task
Results Orientation: Articulating objectives Ensuring the links of the motivational chain by translating goals downwards Management by Objectives (MBO) and evaluation mechanisms
FAPE in-service program for administrators
The Conceptual FrameworksThe Conceptual Frameworks
The Management Task:- the achievement of a specified goal (or target or vision), using available resources—human, financial, assets, and time—in the optimum manner possible.
FAPE in-service program for administrators
The Conceptual FrameworksThe Conceptual Frameworks
The Management Task Results OrientationStrategic Planning:
Situation Analysis
FAPE in-service program for administrators
SITUATIONAL
ANALYSIS
It depends.
It depends on Information
- What info is needed?
- Who has it?
- Who can contribute to the decision?
FAPE in-service program for administrators
SITUATIONAL
ANALYSIS
It depends.
It depends on the need for Participation
- Who can contribute to the decision?
- Who is familiar with resolving this type of problem or decision?
- Who can I trust to make a decision on the basis of the general good?
FAPE in-service program for administrators
SITUATIONAL
ANALYSIS
It depends.
It depends on the need for acceptability
- If I decide, will it be accepted?
- How important is it to effective implementation that it be accepted by the people?
FAPE in-service program for administrators
SITUATIONAL
ANALYSIS
It depends.
It depends on who is affected.
- To whom is this decision important?
- Who is affected by the decision?
- What difference does it make if one alternative is chosen over another?
FAPE in-service program for administrators
SITUATIONAL
ANALYSIS
It depends.
Finally, it depends on one’s personal preference.
- What style am I most comfortable with?
- What style am I most effective with?
FAPE in-service program for administrators
Insights from the Case StudyInsights from the Case Study
Management of Resources
Results Orientation
Strategic Planning
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Managing Financial Resources
Costing and multi-year projections
Optimum use of existing financial resources
Seeking collaborators for joint activities; fund raising
Financial management of projects
The negotiated budget as a management tool
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Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
46FAPE in-service program for administrators
Managing Physical Resources
Maintenance costs
Impact on student satisfaction, public image
Potential for revenue generation
Involvement of PTA and local community
47FAPE in-service program for administrators
Managing Time
Tools for yearly, monthly, weekly planning
Articulating project time frames/timetable
The difference between project management and operations management
48FAPE in-service program for administrators
Results Orientation
Justifying decisions and projects in light of school’s goals and priorities
Involving staff in project definition and evaluation
Anticipating resistance
Forging a results-oriented master plan
Assessment through outputs/results rather than through inputs
49FAPE in-service program for administrators
Strategic Planning Analysing the needs of the school
Judging the feasibility and acceptability of the activity/project/policy
Seeking alternative plans and contingency measures; thinking “outside the box”
Consultation as a means of soliciting support and co-ownership
FAPE in-service program for administrators
Actionable ItemsActionable Items
1.Establish clear goals and objectives for the school and ensure that they are translated at every level of the organization.
2. Justify every major decision in light of the school’s goals.
3.Budgets, timetables/calendars, master plans, and priorities should reflect how activities and projects support goals.
FAPE in-service program for administrators
Actionable ItemsActionable Items4. For project management:
- recognize the different sub-culture, and rhythm of projects
- use consultation to generate co-ownership and acceptability
- recognize impact and implications of project on other aspects of the school
- anticipate expected and unexpected outcomes