Download Presentations

Dear Forum Participants

• Kindly be informed that the online registration is now closed
• You can still register on the first day of the Forum through approaching the “Walk-in” Registration Stand
• Please be informed that that no discounts may apply for the “walk-in registration” and the regular registration fee will apply as listed on the website. Only cash payments in UAE Dirham or US Dollars will be accepted.

We look forward to meeting you soon.

Dear Forum Participants

• Kindly be informed that the online registration will close on Saturday 22nd of February, 2020 at 20:00 UAE Time.
• On-site registrations and payments will still be possible on the day of the Forum. However, please note that the regular registration fee will apply and only cash payments in UAE Dirham or US Dollars will be accepted.

We look forward to meeting you soon.

Case Studies’ Presentation Parallel Streams| 26^th February, 2020

Case Studies’ Presentation Parallel Streams| 26^th February, 2020

Case Studies’ Presentation Parallel Streams| 26^th February, 2020

Panel Discussion II: “Looking beyond the 4th Industry Revolution: How to Plan the HE Sector for Relevance in the Future”

Panel Brief

The Fourth Industrial Revolution has brought fundamental changes into almost every aspect of our lives; however as opposed to earlier industrial revolutions; the speed, breadth and depth of this revolution is forcing us to quickly adapt and rethink about the purpose of our universities, how will we educate for the fourth and future industrial revolutions how will be able to create value and support tomorrow’s knowledge based economy.

During the panel discussion, various panelists will discuss how higher education has responded to previous industrial revolutions around the world and what difference and new aspects are emerging from the 4th IR. They will attempt to address three core questions:
• Is the education sector catching up with the fourth industrial revolution?
• What should the sector do to adapt to rapid disruptive changes ?
• How do we plan and reconstruct our education systems so that they remain relevant?

Chair
Solveig Nicklos, Dean, Abu Dhabi School of Government (ADSG), UAE
Panelists
> Dr. Jeffrey D. Senese, President, Saint Leo University, USA
> Dr. Mervat Chouman, Vice President, Planning and Development, Effat University, KSA
> Prof. Ali Hamie, Vice-President, Academic Affairs at Arts, Sciences & Technology University, Lebanon Consultant, Lebanese Parliament, Information & Communication Committee
> Prof. Muhammadou M.O. Kah, Vice President of Academic Affairs, Provost, American University of Nigeria, Yola, Adamawa State, Nigeria
> Mr. Ghanim Al Falasi, Senior Vice President of People Happiness and Innovation Corporate Services, Vice Chairman of Smart City Project Committee, Dubai Silicon Oasis Authority, UAE

Abstract
Higher education institutions – including research universities, universities of applied science, and community colleges – are exploring innovative practices to engage with their ecosystems and help firms innovate, communities solve societal challenges, and individuals thrive vis-à-vis the future of work. What was once called the “third mission” of HEIs, has become a broader concept that requires HEIs to connect proactively with their ecosystems and networks. Higher education institutions can promote students’ entrepreneurial skills – creativity, team work, accountability, etc. – and can cooperate with business of all size to improve their innovation capacity and productivity. To engage with such activities, higher education systems and institutions need to adopt governance and leadership innovations and to generate synergies with other policy sectors including internationalisation, regional development, industrial innovation, SDGs, etc. Within this context, to support governments and institutions, the OECD and the European Commission have implemented HEInnovate; a holistic guiding framework promoting international policy dialogue and good practices.

Panel Discussion I: “The 4th Industry Revolution and the HE Ecosystem: The Changing Paradigms”

Panel Brief

The 4th IR is demanding for profound changes in the model and approaches adopted by the HE sector. The education system must accept the idea of becoming more diverse, less formal, and in many ways un-conventional in order to be responsive to the rapid changes we are witnessing. The concept of lifelong learning and enabling learners to explore their potential, ability to learn and become agile learners should be considered as a top priority by HEIs. We must expedite the strategies that will allow us to close the gap between education and industry and create better synergies with the workplace to ensure we produce graduate that the business needs.

Throughout various interventions panelists will discuss various megatrends reshaping the HE sector and discuss what changes are occurring today in our HE ecosystem as a result of the 4th IR. The panelists will also suggest a roadmap for higher education institutions, policymakers and regulators to enable the HE Ecosystem to both adopt and adapt to these changes

Chair
Professor Ghassan Aouad, President, Applied Science University, Bahrain
Panelists

– Dr. Kevin Mitchell, Chancellor, American University of Sharjah, UAE
– Prof. Makhanya Mandla, Vice Chancellor, University of South Africa (UNISA), South Africa
– Prof. Khalid Al-Begain, President of Kuwait College of Science and Technology, Kuwait
– Dr. Lahcen Haddad, World Learning Trustee (US) & Toulouse Business School Professor (France & Morocco)

HE in the Era of the 4th IR: Policies and Strategies to Educate for Current and Future Industrial Revolutions

The 4th IR has given a new motivation to educational transformation. In recent years, advancements in robotics, virtual reality, cloud technology, big data, artificial intelligence, the internet of things and other technologies, etc have presented many exciting opportunities for the sector which have the potential to transform society for the better. While the
opportunities universities will need to have clear roadmaps, strategies and policies to embrace change.

Education systems, curricula and modes of delivery will need to be more responsive, and flexible. In order to educate for the fourth and future industrial revolutions. There is will be a need to adopt and integrate new technologies, reconsider the way we teach and assess our students and facilitate real lifelong learning opportunities. Universities and colleges will need to expand the sort of qualifications and learning paths they offer.

This round table aims at considering how to reshape the higher education eco system into an adaptable, flexible and relevant social environment to ensure that universities can continue to be relevant and educate for today and for the future. What strategies and policies will need to be put in place at global, regional, national and institutional level.

Empowering the Future Graduate: How can Universities Prepare Agile Lifelong Learners?

The skills needed to thrive in today’s rapidly changing environment and economy are continually shifting, requiring many workers to pursue additional education. According to the McKinsey report, 11.5 million workers over age 50 are at risk of losing their jobs to automation and current technologies could take over about 30% of activities in 60% of jobs. Another study undertaken by the Institute for the Future predicted that 85% of the jobs that today’s students will do in 2030 don’t exist yet This may be a ‘wakeup call’ for universities to be more agile in their role and approach to lifelong learning; it may offer both a challenge and an opportunity to universities.

This particular round table will engage participants in exploring how universities can prepare students for a rapidly changing world; what fundamental shifts universities will need to consider for the future in the context of globalization, demographic change, the shift to ‘on-demand’ learning and the rapid technological advancement; what models will need to be considered; what essential skills will university have to focus on in order to develop agile life long learners and what role will universities play in promoting and delivering more formal LLL(what models and what new possibilities?).

Creating Positive Synergies Across Various Sectors in Support of the Future

The fourth industrial revolution (4IR) is brining unprecedent changes to the workplace including the forecasted loss of many jobs through automation and artificial intelligence (AI); the need for re-skilling and the emergence of new professions. Governments are in need to prepare their populations for significant shifts in labor market demands and Universities will need to re-consider the programs they offer and the way they do things in order to continue to remain relevant.

The main purpose of this round table is to consider various strategies and approaches to create smart synergies between the higher education, government and industry sectors in order to capitalize on the opportunities brought by the 4th IR and effectively and efficiently address associated challenges. Participants will discuss how such collaborations would look like, what would be needed to maximize their benefits and consider examples of new frameworks in which collaboration between government, industry, and higher education institutions can prevent lagging behind in this rapidly changing and uncertain future.

How HEIs can adapt to the disruptive effects of digital technology
A proposed strategy based on agility orientation

As the Fourth Industrial Revolution continue to disrupt the global economic set up, its effects will accelerate in terms of putting technology at the core of every organization’s intentions, strategies and plans to deliver value for its customers. The higher education sector is no exception to this new order and this era of digital disruptiveness. The higher education sector will be redefined, reshaped and renewed in order to remain relevant and in order to adapt and transform itself. So that it can meet current and future requirements of learners at all levels. This keynote will address three perspectives that will help guide the future of higher education institutions and which will ensure that a purpose driven philosophy will be the anchor for ensuring that the provision of higher education is not threatened, but what will be called into question all the time is the relative aspects of what an institution offers and the shrinking lifecycle of curriculum, learning propositions and even the shape of higher education enterprises. By considering that everything could become relative, the pace of transformation through digital means and the confidence of leadership to disrupt if need be or adapt by being resilient or even use agility as means for avoiding the accumulation of redundancies and stealing higher education institutions in a safe approach and with a confidence that their sustainable existence can be guaranteed.

The first perspective that the keynote will focus on is the subject of future shaping. It’s very important for institutions of higher education to develop readiness in facing the future for creating possibilities but also for planning a home to steer with a future in mind. This would mean that new capabilities will have to be developed in assessing future readiness on a continuous basis in risk management and also in deciding on the level of transformation maturity that is required to preserve institutional relevance.

The second aspect is very much on developing higher education institutions as dynamic ecosystems. This would mean that agility will be at the heart of the organization, the decision-making process will be based on rich data, powerful analytics and generation of insight. The ecosystem will also be based on putting innovation at the core and by ensuring that the replenishment of learner needs and the other stakeholders’ needs is constantly being addressed with agility, with speed and with value orientation. Other capabilities that need to be developed are related to technology adoption and the dependency on a digital smart infrastructure. The leadership of higher education enterprises that are future oriented will also be operating through an open system governance being versatile, developing a fast learning culture and putting in place smart partnerships for leveraging, for being connected and for being agile. Ultimately, higher education institutions will be expected to impact significantly through digital infrastructure enablement, a consideration of the human capital as the key asset through positive engagement and driving learning through the principles of value creation and ensuring that there is a proactive learner involvement. By putting leadership at the helm through adopting the customer centric philosophy, organizations will be able to shape the future with confidence. A maturity model based on eight dimensions will be the final component to the keynote address to help the leadership of higher education institutions drive the institutions to be relevant in the 21st century and to impact through the notion of learner experience and through making learning relevant in all aspects.

Blackboard Brief:
Blackboard is an EdTech leader offering a portfolio of connected capabilities aimed at making measurable and sustainable impact on the student experience. Our mission is to serve the global education community and enable student and institutional success with innovative technologies and services.
Blackboard partners with clients to facilitate engaging learning experiences—experiences that are seamless, intuitive and insightful. In the classroom, across campus, from enrollment to graduation, institutions are using Blackboard solutions to deliver the type of connected learning, support network and community today’s lifelong students demand.
Our solutions provide institutions education insights that are accessible, relevant and actionable.
In partnership with Blackboard, institutions are using data to inform decisions and change behaviors. They are leveraging data from all touchpoints and delivering insights at every level, providing the right information, to the right person, at the right time. With education insight, institutions are enhancing understanding, making informed decisions and defining and validating institutional performance.
Our portfolio of solutions is open, scalable and integrated to support excellence in all things teaching & learning. Institutions are seeking technology ecosystems that fit the specific needs of their users. As Blackboard partners, they are establishing adaptable platforms that simplify integration across all solutions and work seamlessly across existing systems. Institutions are maximizing resources, creating dynamic ecosystems and anticipating the future driving academic effectiveness.
With 100 million users across 90 countries, an unmatched partner ecosystem, the most comprehensive student success solutions and best-in-class technology, Blackboard is education’s partner in change.

www.blackboard.com

Quality Assurance in higher education has undergone significant change over the last ten years. Driven by governments, technology and universities themselves the policies and processes for quality assurance have had to react to a multitude of external pressures. In the UK, there has been a divergence in methodologies to cope with the changes going on in the sector both in the nations of the UK and internationally.

 As this year’s theme points out, the higher education sector ecosystem itself will need to rapidly evolve to meet the changing demands of new technologies and ways of learning. In the next ten years, universities must be both at the forefront of developments in the fourth and future industrial revolutions, and adapting to accommodate new ways of learning. Higher education quality assurance will need to be able to support that innovation and adaptation through developments of procedures and of external QA Agencies themselves.”

Abstract :
In 2018, the European Commission published a “Digital Education Action Plan”, which builds on two Communications which it adopted in May 2017 : “A renewed EU Agenda for Higher Education and School development” and “Excellent teaching for a great start in life”.
These documents outline a number of relevant policy objectives, which remain more valid than ever. These include : support for high-quality education; improving its relevance; developing Europeans’ digital skills and making them more visible; boosting innovation and digital competences in all education institutions; opening up education systems.
The Action Plan focuses on implementation and the need to stimulate, support and scale up purposeful use of digital and innovative education practices. It draws on a wide range of education and training stakeholders including business, research, NGOs, as well as, non-formal education where relevant. It has three priorities : (1) Making better use of digital technology for teaching and learning; (2) Developing relevant digital competences and skills for the digital transformation; (3) Improving education through better data analysis and foresight.
For each priority, the Action Plan sets out measures to help EU Member States address the challenges. These include: (i) providing tools to help educators and trainers make better use of technology including better internet connectivity; (ii) targeted action to develop relevant digital competences; (iii) reinforced and new efforts to improve education via better evidence and analysis.
The keynote presentation will focus on all these elements from the perspective of a forward looking European HE institution.

Dr. Osama Obeidat is the Chief Executive Officer of Queen Rania Teacher Academy. He
brings more than 20 years of experience in education quality, policy, evaluation, reform,
among other areas. Previously, he was with Abu Dhabi Department of Education and
Knowledge where he worked for 6 years as the Director of the school inspection system,
which monitors and evaluates the quality of education in all public and private schools at
the Emirate of Abu Dhabi.
Before moving to Abu Dhabi, Dr. Osama established and managed multiple monitoring
and evaluation systems in Jordan. He also consulted for several local and international
organizations such as the World Bank, UNICEF, EDT, Ministries of Education in Saudi
Arabia, Oman, Rwanda, and Iraq.
Dr. Osama’s academic experience include working for 5 years as a professor and
researcher of education at the Hashemite University in Jordan. He also worked for 3 years
as an Assistant to the Director, Institute of International Studies in Education at the
University of Pittsburgh-USA.
Dr. Osama holds a PhD in International and Development of Education from the University
of Pittsburgh in 2003, a Certificate in Evaluation Practices from George Washington
University as well as an Executive Leadership Certificate from INSEAD.

At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 158 countries with over 250,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more and tell us what matters to you by visiting us at www.pwc.com.

Established in the Middle East for 40 years, PwC has 22 offices across 12 countries in the region with around 5,200 people.

We are Advance HE:
We believe excellence is achieved by people. We are dedicated to helping higher education shape its future. Providing insight, so you can use the foresight. Enhancing organisational performance, to deliver sustainable change. Developing and connecting people, so they can share best practice. Accrediting achievement, so you can be recognised. Removing the barriers, so you can succeed. Driving positive change, to make higher education better for all.

We focus on supporting transformative leadership and management, teaching and learning, equality, diversity and inclusion, and effective governance, including the importance of accreditation of teaching and learning programmes, Athena SWAN, and the Race Equality Charter. We support the higher education sector by convening and facilitating continual enhancement; building on our established networks and communities of practice; and, concurrently, building our resources, insights and knowledge in support of ‘what works’ and best practice in the areas our members tell us are priorities for them.

Contact: solutions@advance-he.ac.uk

Workshop 3| University 4.0: Meeting the Demands of the 4th IR: A Strategic Imperative

Workshop Overview

The era of the 4th IR demands from University leaders and decision makers to re-think the way it used to do ”business” and examine how it can effectively respond to the significant shifts in labour market demands and benefit from the many advantages technological advancements are bringing to the table while appreciating also the challenges that may be encountered.

For universities to be responsive there is a need for a strategic vision and a clear sense of direction with close involvement from external stakeholders including government and industry and strong leadership to prevent universities from lagging behind in this fast changing environment.
This workshop will considers how universities should strategically plan for the future, what sort of opportunities and challenges they must be ready to face and what kind of synergies and collaborations they must establish.

Workshop Objectives:
• Predict the trend that would have the greatest impact and discuss how institutions could best respond
• Determine the best strategies to create synergies between the HE sector, industry and government
• Identify the most profound changes to working practices within Universities
• Set strategic priorities/ directions for universities to enable them to meet the demands of the 4th IR
• Discus the role of leadership into setting priorities and facilitating change
• Provide examples of University 4.0 in action

Workshop Facilitator: Sally Jeffery, Partner and PwC’s Global Education Network Leader

Workshop 2| The Impact of various I-4.0 technologies on the Higher Education Sector

Workshop Overview

In order to educate for the 4th IR and future ones, there is a need for universities to embrace the technologies associated with them. New technologies such as AI, virtual reality, cloud, mobile learning, social network and big data have been reshaping the sector by creating many opportunities that build a learning ecosystem that allows for personalized and flexible learning to take place. Students can be empowered to design their own educational pathways based on their personal goals and pursue lifelong learning pathways. This workshop aims at addressing some of the emerging technologies most likely to impact the HE sector in the next 3 to 5 years and explore how they can be effectively integrated within a clear framework.

Workshop Objectives:

•Identify 7 of the most disruptive technologies having the biggest impact on higher education in the next 3-5 years
•Explore how each of these technologies is or will be re-shaping the higher education sector
•Examine how these technologies can be effectively used within the context of higher education, not only in teaching and learning but in all aspects related to the learning experience
•Address some of the key challenges associates with the use of these technologies

Workshop Facilitator: TBA