Tag Archives: collaboration

Traitorous cooperation – Weeknote #345 – 10th October

The week before I was quite unwell with covid. I was getting better, so I did another test and this one came back negative. I wasn’t 100%, but I did think I was well enough to travel to Birmingham for a couple of days. We had a team away day on Tuesday and an all staff conference on the Wednesday.

Jisc is very much a hybrid geographically distributed organisation across the UK, so more often than not, conversations and discussion is over Teams. So, it makes a nice change to actually meet in person and chat and discuss stuff.

On Monday the day before I headed off to Birmingham, we had a meeting about collaboration. I was reminded of the article I wrote on blocking collaboration back in 2022.

Collaboration is defined in the dictionary as: traitorous cooperation with an enemy. That may not mean what we think when we say collaboration. Of course there is another definition which is: the action of working with someone to produce something.

I concluded that collaboration does require teams to plan and think about their ways of working. Compromises have to be made to ensure effective collaboration. You have to trust, and trust is a two way street.

It is looking like I will be travelling to the Netherlands quite a bit over the next few months delivering workshops and attending various meetings. One of things I will need to do before all that is renew my passport. In theory I have just under three months left on my passport, reality is that I need to have at least three months left on my passport if I am going to travel. I will be losing my nice burgundy passport and getting a new blue one.

The BBC reports on an UCU analysis which shows universities have collectively announced more than 12,000 job cuts in the last year. The article discusses not just the closure of courses, but also cuts to services for students. Could the ongoing financial crisis for the sector actually become worse, as some young people decide that an deprecated student experience isn’t the experience that they want from university, and choose a different path.

Is it a bird… Is it a plane… No, it’s a super-university! – Weeknote #341 – 12th September

The big news this week was the announcement of the merger between the University of Greenwich and the University of Kent. It is being called the creation of the “first” super university. I wrote about this on the day of the announcement. Degrees from the new super university will still be awarded in the name of Kent or Greenwich. I think that this is a wise move and needs to be supported, mergers don’t and shouldn’t always means the loss of institutional identities.

Image by Free-Photos from Pixabay

Also this week I published a couple of vision pieces on The University Group™ and The Specialist University Centre. With the recent announcement of the “first” university super merger between Greenwich and Kent, I was reminded of a piece of work I wrote last February, which never got further than my hard drive (well cloud storage). Also last week was the UUK Annual Conference, the then science secretary Peter Kyle was speaking on the second day, and calling for increasing specialisation and collaboration in higher education, which reminded me of another vision piece. So, I put them both on the blog.

One of the reports I have been working on this year was on subject collaboration within higher education. We did reference a previous British Academy report, so it was with interest that I read their recent report, which obviously focuses on the arts and social sciences. I wrote up some thoughts on the report and the implications for the UK higher education sector.

laptop
Image by fancycrave1 from Pixabay

On the 1st September we published a version of one of the reports I have been working on, this week I have been  working with others finalising the second report which will be sent to UUK members.

The NRENS 4 Education group I am part of had a meeting with the European Commission. The last time we met, it was in-person in Brussels, this time it was a Teams meeting, so no Belgian chocolates for me this time.

We had a discussion and reflected on UUK’s annual conference, which took place last week. Positive attitudes to collaboration, however still understanding the challenges in making it happen. The Kent and Greenwich merger may demonstrate one way forward.

Writing up a business case for visit to Netherlands and attendance at Learning Impact Europe 2025 Conference.

I have been invited to be a speaker at HE Transformation 2025, taking place 19 – 20 November at the NEC, Birmingham.

I did make it to our office in Bristol and London this week.

Increase in cold spots

fence with ice
Image by Ramon Perucho from Pixabay

One of the reports I have been working on this year was on subject collaboration within higher education. We did reference a previous British Academy report, so it was with interest that I read their recent report, which obviously focuses on the arts and social sciences.

In this report the British Academy revealed a troubling trend in UK higher education: a growing number of “cold spots” where students have limited to no access to local humanities, social sciences, and arts degrees (known as SHAPE subjects). This is especially concerning since more than half of UK undergraduate students attend a university within their home region, and that number is even higher for disadvantaged students. The report argues that the lack of local access to these degrees risks deepening social inequality.

The Scope of the Problem

The decline in subject provision is not uniform. The report identifies specific subject areas that are particularly vulnerable. Modern foreign languages have been hit the hardest, with the number of available courses having nearly halved since 2011. Other subjects like linguistics, anthropology, and drama are also showing significant declines in geographical coverage. While parts of England are affected—especially the North, South West, and East—large areas of Wales, Scotland, and Northern Ireland are also experiencing a shrinking of SHAPE degrees.

This issue is a symptom of wider financial pressures on universities. The report warns that institutions are making decisions based on short-term financial concerns and competition for students, rather than a strategic vision for the future. The British Academy cautions that if these trends continue, even more popular subjects like English and history could be at risk.

Recommendations for possible solutions that come from the report.

To combat this trend, the British Academy is urging a collaborative response from the government, universities, and regulators. The report’s key recommendations include:

  • National Registers for At-Risk Subjects: The creation of a national register to monitor and track the health of specific subjects in different regions. This would provide a clearer picture of where “cold spots” are emerging.
  • Government Financial Support: The government should provide targeted funding to protect and support subjects that are identified as being at risk.
  • Encouraging Collaboration: Universities in each UK nation and region should actively seek opportunities to collaborate on teaching, research, and shared services. This would help ensure that specialised courses remain available to students without requiring every institution to run a separate program.
  • Legal: The government (well the CMA) should issue clear guidance on how far higher education providers can collaborate without breaching competition law.

The report serves as a stark warning that without urgent intervention, access to these critical subjects will continue to diminish, undermining the UK’s reputation for academic excellence and weakening the skills needed to tackle major societal and economic challenges. The British Academy argues that SHAPE subjects are crucial for fostering a well-rounded society, as they contribute to innovation, critical thinking, and cultural understanding.

It should be noted that there are similar cold spots in other subject areas as well, including core priority subjects such as nursing.

Radical Collaboration – Weeknote #334 – 25th July

I headed to the Bristol office this week, in the main as the car was getting a service, but also, I do like working in the office on a regular basis.

This week saw the publication of the Radical Collaboration Playbook.  This report is one of the key outputs for Universities UK’s (UUK) transformation and efficiency taskforce which was established in December 2024 to understand where further opportunities for universities to save costs and transform their operations exist. It has become clear in this process that one of the greatest opportunities lies in collaboration – in building on what exists and in finding novel ways to deepen partnerships across the sector.

This is quite a substantial piece of work, covering 74 pages. My first reading and first impressions was that this was a detailed piece of work and certainly well worth looking at if you are looking at mergers, collaboration, or sharing. Though one question it doesn’t, and couldn’t answer, is when do you make the decision to merge? Do you wait until everything is falling apart or even afterwards? Do you plan for that possible future now? Or, what about biting the bullet and merging now, before things get bad.

This is the outcome from strand 3 of the UUK Phase 1 Transformation and Efficiency Taskforce. I have spent much of the last year working on strand 2.

Though there appears to be an appetite for collaboration, I haven’t seen much evidence for actual collaboration or sharing over the last twelve months. Will that change over the next year, who knows!

people
Image by StockSnap from Pixabay

Went through a third draft of my objectives for next year. Our year runs from August to July, in line with the academic calendar. They cover three main areas, continuing the E in NREN work I have been doing, likewise a similar objective looking at optimisation and collaboration. The third objective is looking at the LLE (Lifelong Learning Entitlement) in UK higher education and what it means for Jisc.

Writing up stuff – Weeknote #314 – 7th March 2025

Much of the week was about working on the UUK project on collaboration.

I have been working on supporting the work on 12 ideas; combine that with review meetings, writing content, tidying up slides for a presentation, and then some.

Also been working on the E in NREN work looking at student mobility across Europe.

Attended the Wonkhe and Mills and Reeve Connect More webinar realising opportunities for strategic collaboration in higher education which was very interesting and relevant to my current work.

Attended a briefing for Digifest which is happening next week.

So does your institution still have a silo mentality?

grain silos
Image by Dimitris Vetsikas from Pixabay

I have been thinking about the challenges of higher education institutions having a silo mentality and the potential impact of this on collaboration and sharing.

Just over a year ago I wrote a blog post about institutional silos inspired by this post on WonkHE about higher education silos, Institutional silos are making it harder to build learning environments for student success.

Ask any higher education institution leader about the organisational challenges they’re grappling with, and they’ll start talking about silos.

As one respondent said in our research in the Collaboration for a sustainable future report said “my institution doesn’t even collaborate with itself.” Part of that has to be having a silo mentality.

What this means is that across an organisation, different departments work to their own specific strategy and needs. Sometimes silos are referred to as “cylinders of excellence”. You can have outstanding and excellent departments, but though often we think of the phrase first coined by the philosopher Aristotle, the whole is greater than the sum of its parts. With cylinders of excellence, the whole can be a lot less than the sum of the parts.

From personal experience, having high performing teams, means that they are achieving their objectives, but unless those objectives are aligned or contribute to the organisational whole then, the overall impact on the organisation might be negligible or even negative.

Collaboration internally means alignment, it means common goals, thinking of the whole rather than the one. Internal strategies and objectives need to be connected to other internal strategies and objectives to ensure alignment and maximum impact. 

Part of this is breaking down silos. Though as anyone knows breaking down silos is hard. We often think of grain silos, metal cylinders that are close together, they should be easy to break, shouldn’t they? I always now think of higher education silos as missile silos, embedded into reinforced concrete and dispersed across a wide area.

A couple of years ago I wrote this;

I wonder if silo working is another word for non-strategic working? People often complain about silo working and the resulting challenges that can arise. I think part of the reason why there are problems with duplication, conflict, and lack of communication, across silo working, is teams are working to their own objectives and aren’t necessarily working towards common objectives.

Breaking down silo working, isn’t just about saying, we need to break down the silos but is so much more about thinking strategically about what your organisation is trying to achieve. Recognising that even if your department is successful in achieving your strategic goals, doesn’t mean that the university is being successful.

In the current economic climate the sector is facing real challenges. Strategically you may want to have an outstanding student experience, world class research, and a global impact, but the reality is you might need to keep the lights on first. If you take the “usual” strategic objectives that most universities have, as stated, an outstanding student experience, world class research, and a global impact, as a given. Then the strategic objectives of the organisation can be focused on survival, resilience, and change. Part of that change has to be breaking down the internal silo mentality. Of course, easier said than done.

Is there an appetite for collaboration? – Weeknote #309 – 31st January 2025

This week I attended the joint HEPI and Jisc webinar: Competition or collaboration? Opportunities for the future of the higher education sector. This was building on the Collaboration for a sustainable future report we recently published.

The appetite for collaboration and sharing appears to be growing, but as with any change, people want change, but don’t necessarily want to change. The more radical the change, the more resistant people become it would appear. However to maximise the benefits of collaboration, then very likely we will need some radical change.

One thing I have been thinking about is the barrier of identity. When you collaborate, do you lose your institutional identity. This actually brings back to the table the importance of personalisation.

I have continued to research, plan, and start writing an initial draft for higher education state of activity internal report. The challenge is how much to include and how much detail to put in there.

iPad
Image by Photo Mix from Pixabay

I have also been researching data standards for teaching and learning, and corporate systems. The more I do, the more I realise I don’t know.

Managed to get to the Bristol office twice this week, Wednesday was very busy, and as you might expect Friday was less so.

Sharing

On a mailing list I frequent, the question was asked what was hindering or helping the sharing of digital learning resources. 

IPR issues aside…

One issue that I wonder about, is are practitioners (and/or colleges) actually creating a wealth of digital learning resources, or are they generally repurposing (third party) resources which exist already.

Second issue, sharing learning resources is only part of the story, the context in which those resources are used and how they are used is equally if not more important and certainly then makes the resources (or even just the ideas) much more transferable, not just between colleges but also internally between courses.

Third issue, storing and finding resources. A folder or hierarchal structure makes filing simpler, but searching more complex.

Fourth issue, compatibility. Here we could be talking about Office 2007 or 2003, Publisher on a Mac, or other resources which require specific software.

Fifth issue, branding, not just from a college perspective but also from a qualificational perspective. One of the things I didn’t like about the NLN materials, was they were branded by subject and level. But as anyone who teaches the subject knows, Level 2 Business materials can be used with Level 3 Tourism students, but sometimes the branding, or qualificational specific nature of materials can put off or confuse learners.

Sharing is good, it saves time, enables practitioners (and learners) to access a wider range of resources.

Despite the issues, these are not reasons to not share, more issues to be aware of.