Post on 25-Dec-2015
Sustainability and Profitability
A Turkish Example within International Context: Istanbul Bilgi University
Prof. Dr. Halil GüvenRector
Transitions in Higher Education (HE) Arena
• Transformation of societies• Empowerment of middle class• Middle class’ demand to gain access to
HE• Massification of HE versus Elitist HE of
1950s
Numerical Facts about HE
• 1.5% (100 million people) of world population in HE
• 6 million professors/lecturers worldwide(Economist, 2005; Tekeli, 2009)
Numerical Facts about HE
• From 1975 to 2000, increase in participation rate from 22% to 41% in OECD countries
• In the last 50 years, human population increased 2.5 times
(Economist, 2005; Tekeli, 2009)
Private Sector’s Involvement
• Abandonment of social state principles• Privatization of HE• State control of HE despite privatization• Autonomy and Accountability as important
issues
Business Model for HE
Sustainability and accountability in private HE require:
• Professional management support• Budget control• Business institution-like management
Private HE and Turkey
According to Turkish laws;• HE cannot be profit-seeking• Only state and foundations may establish
HE institutions• Concept of “Foundation Universities”
instead of “Private Universities”
Pressures on “Foundation Universities”
• Government and its HE regularity body; YÖK
• Founders and investors of “Foundation Universities”
Istanbul Bilgi University (BILGI)• Founded by scholars after 1980 coup d’état • Emphasis on Social Sciences• No conglomerate support• Emphasis on autonomy• BILGI identity as the main asset
“BILGI can be best described as an ‘‘intellectual power house’’, which consisted of several respected ‘’public intellectuals’’ taking strong positions on
social issues leading BILGI image of ‘’provocateur’’ and ‘’post modern anarchist. “
“BILGI can be best described as an ‘‘intellectual power house’’, which consisted of several respected ‘’public intellectuals’’ taking strong positions on
social issues leading BILGI image of ‘’provocateur’’ and ‘’post modern anarchist. “
Sustainability, Accountability and Institutionalization at BILGI
• Turkish HE industry is becoming competitive.
• Only in 2010, 16 new universities• BILGI joined Laureate International
Universities Network to increase sustainability, accountability and institutionalization.
• Through protecting autonomous structure.
How to achieve sustainability?
• Academic and managerial efficiency• Accountability and autonomy• Internationalization• Professionalism• Becoming a “Comprehensive University”
Two-perspective approach to university administration:•Administration as an academic institution•Administration as a business institution
Two-perspective approach to university administration:•Administration as an academic institution•Administration as a business institution
Strategy
• Repositioning BILGI with a future perspective of becoming a regional steering force
• Better institutionalization• Two dimensional growth: qualitative and
quantitative• Thematic focuses on environmental issues,
leadership, peace and online education
Institutional Priorities
• Institutional efficacy• Internatiolization• Innovation• Student Centricity• Vocational Training
Implementation: Comprehensive University
• Two new non-social science faculties; Engineering and Architecture
• Enlargement of Professional and Vocation Schools in the areas of health, law and fashion
Implementation: Internationalization
• Laureate International Universities Network
• Erasmus Agreements• Bilateral Agreements
• More opportunities for our students and faculty
Implementation: Two-Perspective Managerial
Paradigm
• Management Committee• Academic Excellence Committee
Implementation: Keeping Plurality and Autonomy
• Rector’s Initiatives for Environmental and Sustainability Issues, Peace Studies, and Leadership
• Keep BILGI as an influential player locally, regionally and globally
Implementation: Institutional Excellency
• A clearly defined academic organizational chart• Restructuring of the office of the Rector• Restructuring budget• Restructuring academic departments• Democratic distribution of resources and authority• Transparent and straight-forward decision
mechanisms• A centralized research tracking system (AIDA)• Outsourcing
Findings• Keeping the pre-Laureate BILGI autonomy and
democratic values• Keeping the position in the eyes of public and
intellengentsia• Concerns about compatibility between
accountability/profitability and autonomy centred BILGI culture and identity
• Resistance to inner restructuring and outsourcing• Communication tools to overcome resistance;
bulletins, faculty news website
Main message as “sustainability is essential for autonomy”Main message as “sustainability is essential for autonomy”
• Economical development and higher education• Qualified human resource for sustainable
economical development
Conclusion
Sustainable and profitable universities mean qualitatively and quantitatively enlarged higher education.
Sustainable and profitable universities mean qualitatively and quantitatively enlarged higher education.
BILGI’s strive for being sustainable and profitable lies in providing more seats for prospective students.
BILGI’s strive for being sustainable and profitable lies in providing more seats for prospective students.
Conclusion
BILGI still carries on with this process of “cultural change management” and alligning for profitable, efficiently operational and sustainable growth.
BILGI still carries on with this process of “cultural change management” and alligning for profitable, efficiently operational and sustainable growth.