The market economy in higher education, in particular the role of variable fees and new competitive influences, will dictate how the University of Lincoln approaches 2008 and beyond according to Vice Chancellor Professor Chiddick.

Chiddick comments “the higher education system is opening up laterally as well as vertically at the moment. With an anticipated decline in the number of 18 year old entrants to the system in 2011 and the potential for food chains and airlines to award degrees in the future  we have to ensure we protect the gold standard of the University degree in this competitive market.”

Chiddick also anticipates an increased focus on entrepreneurship by universities in 2008, as they try and play a more central role in local, national and global economies. “I would certainly expect universities like Lincoln to work closer with business to identify new opportunities” he says.

These changes will have a significant impact on the makeup of university leadership teams says Chiddick: “ Whilst academic merit is still paramount, our leaders will also need to reflect the entrepreneurial spirit of the institution to ensure that our students are competitive in the world of work”.

He adds that “those students who pay for their higher education have a higher level of expectation from their experience; they are paying to enjoy the best student experience but also develop their skills and rightly demand to learn with the most advanced technology, understand the best business strategies and to achieve a truly entrepreneurial outlook that will help their employment prospects.”

Chiddick believes that some universities will struggle in 2008 to meet their own labour supply needs with the talents to support these demands.   But some universities, such as Lincoln, are proving that they can attract top flight academics with sufficient commercial credentials. “Our senior team have bought into the ambitious plans that we have for this university; we have to match their ambitions with our own” he says.

However, senior administrative roles could prove difficult to recruit for as the higher education sector continues to evolve. “We need to look at how we recruit our senior support team and ensure they are incentivised to share in our success” says Chiddick

Social consciousness is resurgent in young people according to Chiddick, but he is not sure that it will translate into a groundswell of people looking at the public sector as a career. “The private and voluntary sectors have been changing just as fast as the public sector in recent years” he says.

Careers for young people are becoming more fragmented and the line is blurring between corporate roles and social enterprises. He concludes that “successful higher education institutions are going to be those who can equip young people with the skills to find commercial solutions to community needs.”

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