kirkland by ashrafp

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									A Strategic Approach
   to Scholarships
 Making the Best Use of the
  Opportunities Available


                      Dr John Kirkland
Deputy Secretary General (Development)
     A Changing Environment
          - from a donor perspective
“Twelve years ago 30,000 post-graduate students
came to the UK from outside the EU. Since then
that number has gone up by 160 per cent. British
universities actively market themselves, and many
offer their own scholarships. So we need to focus
on the value-added from the FCO‟s scholarship
schemes. This value-added is the creation of
relationships between the United Kingdom and the
international leaders of the future.”
              UK Foreign Secretary, David Milliband
                                      13 March 2008
            The Implications
         Will we need fewer scholarships?
                        No
•   Higher education more market driven than
    ever
•   More competition than ever
•   Strong recognition of higher education in
    development
•   Ambitious targets for staff development in
    higher education
            Do we need more focus?
                     Yes
• The more scholarships there are, the more
  institutions and governments need to take
  a strategic approach
      A Strategy Comprising
• Aims          • Partnership

• Targeting     • Communication

• Selection     • Career Development
                   Aims
Do African Universities want scholarships to:
• Reward the best candidates academically
• Support candidates that will add most value
• Develop strategic areas
• Have the maximum catalytic impact
• Help develop international
  education/exposure
• Help promote equity (gender, minorities, etc)
      Which candidates best meet
           these objectives
• Candidates with the strongest academic record
• Candidates with „need‟
• Candidates showing most commitment/potential
• Candidates who have not previously had
  overseas exposure
• Candidates in certain subject areas
• Candidates with specific personal characteristics
  (age, gender, ethnicity, etc)
               Selection
 Methods may vary according to donor
 requirement, but . . .
• who is involved? (high level, open,
  strategic)
• pro-active or re-active?
• academic or professional?
• relevance to strategic planning?
                  Partnership
Can the number or value of scholarships be
increased by
•   greater awareness of existing opportunities
•   influencing donor priorities
•   more clearly stating institutional needs
•   leveraging internal funds
•   attracting new donors
•   building on existing collaborations
•   working together with national bodies/other
    recipients to add value
             Communication
•   To potential recipients
•   To decision makers within the university
•   To donors
•   To scholarship holders whilst on award
       Career Development
How can institutional objectives best be
developed
   • before the scholarship
   • during the scholarship
   • after the scholarship

What help is needed? What barriers exist?
. . . But also placing scholarships into context

•   as a preparation of staff development
•   in terms of impact
•   in terms of risk
•   in terms of staff effort

    . . . If you could do things better please
    tell us!

								
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