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Implementing the International
Education Strategy
International Education Council meeting
25 September 2013
International Education – Global Growth and Prosperity
The context: Why we need to act
1. No return to the old growth model
A stable macro business environment is key to enabling growth
•Previous growth model based on government spending, consumption and property
•Contribution to GDP from Govt activity grew from 0.3% between 1990-99 to 0.7%
between 1999-2008 – becoming 2nd most important driver of growth.
•Deficit means Government spending cannot contribute to growth to the same degree.
2. UK’s relative position is being challenged
If the UK stands still there is a danger we will be left behind
• Globalisation and rise of BRICS economies changing UK’s relative position in global
• Developing countries competing higher up the value chain, challenging UK’s
comparative advantage.
CONCLUSION: The UK Growth Strategy – strong, sustainable & balanced growth
International Education – Global Growth and Prosperity
Industrial Strategy: government and industry in partnership
Industrial Strategy: Long term; Partnership with business; Whole of Government
approach; and Giving businesses the confidence to invest.
Five principles of Industrial strategy:
1. spectrum of support for all sectors
2. Supporting emerging technologies including the “8 Great”;
3. Working with business to help develop skills that businesses will need;
4. Working to improve access to finance for businesses;
5. Giving confidence to business by publishing a forward look of government contracts.
International Education – Global Growth and Prosperity
The Education Sector
•This is one of 11 key sector
•The International
Education Strategy sets out
how Government will work
with all parts of the UK’s
world-leading education
sector to take advantage of
new opportunities around the
•Launched on 29th July 2013
International Education – the facts (1)
International Education – the facts (2)
Major Trends and Challenges
Summary of UK strengths and challenges
• International brands from Oxbridge to the Royal College of Music
• World-class qualifications
• A sector of independent, autonomous institutions with the confidence and expertise to
take decisions and develop strategies for themselves.
• Science and research working closely with business to innovate and commercialise
Lack of coordination between agencies and actors
Not structured for growth
Competition from new types of provider
Stronger country-to-country competition
The Policies
Summary of key policy strands
• 1. A warm welcome for international students
E.g. clear communication of ‘no cap on number of students’ policy; protection for
overseas students coming to the UK; brokerage for government scholarship schemes
• 2. Supporting Transnational Education (TNE)
E.g. voluntary scheme for quality assurance of British schools and colleges overseas,
‘end-to’end’ offer on English language training; HE TNE quality assurance consultation
3. Leading the world in education technology
E.g. encourage developments in MOOCs; Technology Strategy Board design call to
exploit modern edtech; expert advice group to improve learning across skills sector
• 4. Building a new relationship with emerging powers
E.g. Focus on China, India, Brazil, Saudi Arabia, Colombia, Turkey, Mexico, Indonesia
and the Gulf; DFID to double investment in development HE partnerships; FCO
expanding number of Chevening scholars; outward mobility strategy for HE
• 5. Building the UK brand and seizing opportunities
• E.g. New ‘Education is GREAT’ campaign; refresh of ‘Education UK’ recruitment
service; new UKTI Education team to take advantage of high value opportunities
Possible priorities
• A wide range of issues to be progressed in the next six months,
• including:
Building the UK brand
UKTI Education’s work
HE outward mobility strategy
Mutual recognition of qualifications
DFID Higher Education Taskforce
English Language Training offer
• Measuring success:
• Based on the average rate of international student number growth over the last
three years for which data is available (3.7%), the Government estimates that the
number of international higher education students at publicly-funded HEIs in the
UK could increase by 15-20% over the next 5 years.
• The UKTI Education team will help build UK consortia to take advantage of high
value opportunities overseas. By 2015 the Unit aims to secure contracts worth £1
billion, with a longer term goal of securing £3 billion by 2020.
The International Education Council Work Programme
• In order to drive implementation, the Council may wish to
consider the following questions at its future meetings. Members are
invited to suggest other suitable topics.
• Does the Education Sector have access to all the skills it needs?
• Education Technology: chasing the USA ?
• What support do schools and colleges need to expand overseas?
• How can we make the most of our strengths in different sectors to develop a stronger
UK offer?
• Marketing and branding - collectively promoting the UK?
• London: the world’s premier education city?
• Access to finance - growing the international education sector;
• Development education - driving growth and prosperity;
• SMEs: their role in the sector and the support available.