|The partnership develops a sustainability framework based on a strong basis:
|Develop joint policies and planning for the medium and long term;
|Continue to align and involve partner universities;
|Organize an annual institutional evaluation with an improvement plan;
|Develop a sustainable financial framework;
|Promote the broader development of continuing education and professional
development as the third mission.
Develop joint policies and planning for the medium and long term
The course team defines a medium- and long-term policy and planning for the joint course with qualitative and quantitative milestones related to attracting (inter)national students, income streams, study progress and success, learning agreements with third universities, collaboration with stakeholders and other factors to consider.
Continue to align and involve partner universities
The course team remains aligned and committed to the shared objectives, main structure and pedagogical principles of the course and the qualifications awarded. They regularly assess the relevance of the course to the individual universities.
Organize an annual institutional evaluation with an improvement plan
The course team conducts an annual course evaluation with recommendations for improvement. The assessment may address dimensions such as the relevance and sequence of the learning activities, the alignment of media and tools, the embedment in the technological infrastructure of universities or the platform used, course interactions, learning communities and discussion forums, the student learning experience and workload, the flexibility and inclusiveness of the course.
The E-xcellence instrument and the European Maturity Model for Blended Education can contribute to this evaluation.
Develop a sustainable financial framework
The course team should develop a medium and long-term financial plan, based on the original business plan, comprising revenue streams from public funding, tuition fees, external stakeholders and sponsored scholarships. The plan also relates to the allocation of budget streams to individual partners.
The institutional frameworks for continuing education must also ensure that course revenues are allocated to the faculty and to the joint course team according to the financial planning.
The plan will also be flexible, taking into account foreseen and unforeseen changes. Therefore, it should be reviewed annually with advice from financial experts.
Promote the broader development of continuing education and professional development as the third mission
Partner institutions should promote the institutional development of continuing education as a comprehensive offering, alongside regular degree programmes and in line with the university’s social mission to meet large-scale needs in society and in the economy. Micro-credential courses and programmes will be structurally embedded and supported in such an approach, which will also support them through extension school or another continuing education structure.
In this perspective, the partner universities should also participate in the upcoming discussions on micro-credentials at national government level to ensure a national framework for the recognition and funding of continuing education.
next chapter: Conclude a consortium agreement
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back to overview: Models and guidelines for the design and development of
joint micro-credential courses and microlearning units in higher education