Skip to main content

UK DROPS DOWN UNIVERSITY LEAGUE TABLE

The OECD today reported that only 39 per cent of school leavers went on to gain a degree in 2007 - placing the UK 14th out 26 developed nations.

This is despite the OECD finding that men graduating from university across the western world earn £113,000 more over a lifetime than those leaving education at 16 whilst women would earn £81,000 more.

Indeed, the UK has fallen from third place in the university graduation rate table in 2000 to 11th position in 2007, being overtaken by countries such as Poland, Iceland, Ireland, the Netherlands, Sweden and Portugal.

Perhaps the most damning statement comes from Andreas Schleicher, senior analyst at the OECD’s education division, who said that it was vital that university places were expanded during the economic downturn, suggesting the UK may be worse placed to recover.

He said

“You can clearly see for the majority of OECD countries that it does make sense… to create enough places...You can always say ‘well, shouldn't we wait until the crisis is over and then do it then?’ No, the moment of the financial crisis is when the opportunity costs are low. People have nowhere else to go...So countries who want to position themselves well after the crisis that is probably the best moment to provide enough places for people.”

A few weeks ago, I suggested that WAG could and should be using the £110 million of unspent European funding to make additional university places available to students.

If it continues to ignore this issue then, as the OECD has predicted, the Welsh economy will not be in the position to be competitive with other nations when the recession ends.


Comments

Anonymous said…
Hi Dylan

OT but...

New buttons for the 2008 Bronze Owain:

English

Cymraeg

Regards

Popular posts from this blog

THE IMPORTANCE OF FRANCHISING

When we talk about start-ups and entrepreneurship, rarely do we discuss the potential of franchising not only as a way of establishing new ventures in the economy but also as a method of growing existing businesses. According to the British Franchising Association, franchising is the granting of a licence by one person (the franchisor) to another (the franchisee), which entitles the franchisee to own and operate their own business under the brand, systems and proven business model of the franchisor. The franchisee also receives initial training and ongoing support, comprising all the elements necessary to establish a previously untrained person in the business. This enables individuals to start their own businesses without having to develop their own ideas and utilising an existing brand and established market. Of course, whilst each franchise business is owned and operated by the franchisee, the franchisor controls the quality and standards of the way in which the business is

THE MANUFACTURING STRATEGY FOR WALES

Last night, I received the following comment on the previous post relating to a piece I had written back in early 2007 about the state of the manufacturing sector in Wales. "Dylan, you seem to be ignoring the fact that manufacturers in Wales have written the manufacturing strategy. Small and large manufacturers, all represented at the Manufacturing forum, have co-written this strategy. WAG has recently supported this strategy and have funded a co-ordinator with resources. Manufactures are happy with this progress as they are following the strategy they wanted. I know that the Conservatives have attacked the strategy as they seem to think that WAG wrote the strategy. They couldn't be more wrong. The Manufacturing Strategy was written by manufacturers, for manufacturers and is supported by WAG. If you don't agree with this, then I can invite you to the next Manufacturing Forum and you can explain to the manufacturers how their strategy is wrong....I appreciate that there is

Change your business through change

All business organisations, especially entrepreneurial small firms, must cope with an ever changing business environment. However, small firms have a very limited ability in being able to control and relate to changes in the environment, although this can depend on the context of change. For example, if a major customer changes increases its order, the entrepreneur should be able to predict events and actions with regard to the timing and consequences of such a change and forecast any changes in the required resources and cashflow. Given this, the entrepreneur can undertake rational short-interval planning activity in order to underpin organisational control. However, much of the change facing business today is largely unpredictable in terms of its timing and its consequences. In other words, such change is open-ended, with it often being unclear what is changing or why it is changing. For example, the effect of the 9/11 bombing of the World Trade Centre was largely unexpected and its