www.le.ac.uk

Developing International Projects and Collaborations

Suzanne AlexanderDirector, International OfficeUniversity of Leicester

BUTEX winter workshop, London10 December 2010

Overview and objectives

• To consider institutional objectives for collaborative projects and partnerships and their place in international activity/strategies

• To explore different approaches to successful collaborative project management and organisation

What can collaborative projects and partnerships (CPP) do for us?• Internationalisation:

- Diversification of student body- Opportunities for student mobility- Opportunities for staff mobility- Curriculum and programme development- Potential for research collaboration- Access to new networks

• Reputation, profile and positioning

• Economic drivers:- Changing structure of international education

market and global student mobility trends- Access to new initiatives, funding opportunities

Collaborative activities

Collaborative projects and partnerships may include:

• Student mobility and exchange

• Staff mobility, exchange and development

• Course development eg joint courses, dual degrees

• Course delivery eg articulation, franchising, twinning, distance learning, transnational education (TNE)

• Research collaboration (individual, departmental, institutional)

• Technical co-operation and development projects (capacity-building)

• Other co-operative projects eg summer schools, short courses, student projects, student placements, teaching/language assistants

Models for collaborative working

• Bilateral

• Multilateral

• Formal networks or consortia

• Informal networks (“circle of friends”)

Collaborative projects and partnerships (CPP): myths or reality?

• CPP are a good thing

• CPP are for the long term

• CPP need a clear focus from the beginning

• CPP work best with partners who are “like us”

CPP are a good thing

• Contribution to institutional international strategy and internationalisation objectives

• Opportunities for learning from each other, sharing knowledge and experience

• Benchmarking

BUT we don’t all take advantage of these!

CPP are for the long term

• Setting up CPP is time-consuming

• Partners need time to get to know each other better

• Partnerships inevitably evolve over time: there will be internal and external changes, such as: leadership, staffing, funding, institutional strategy

CPP need a clear focus from the beginning

• Ownership: individual, departmental, institutional?

• Objectives stated - and communicated

• Scope for development

• A sense of realism

CPP work best with partners who are “like us”

• Identifying partners

• Initiate or respond?

• The importance of research

• Understanding each other’s expectations

Group exercise: Villestadt University would like to meet ….The International Partnerships Office at Redbrick University

receives a letter from Villestadt University, which is seeking partners

• How would you react to this approach?

• What are the reasons for your reactions?

• What do you think should be included in a “cold call” approach in order to create a positive impression and encourage it to be taken seriously?

.

Group exercise: Villestadt University would like to meet ….(2)

The International Partnerships Office receives a letter from Villestadt University, which is seeking to work collaboratively with Redbrick University

• Would you react differently to this approach from Villestadt University?

• What are the reasons for your reactions?

CPP: priorities, options and opportunitiesWhat do you (International Office, institution) want

from your international collaborations/partnerships?

• Develop networks/programmes/expertise in particular countries or regions

• Increase:- International students- Students and/or staff mobility- International profile/reputation- International collaboration, exchanges, networks

• Attract funds for collaborative multinational projects

• Provide assistance/expertise in developing countries

Assessing institutional capacity and capability: what kind of partner will you be?• Study programmes offered/academic

strengths and expertise

• Resources/services/facilities

• Experience and track record

• Leadership and commitment

Case example: University link, Pakistan • New University, Government-funded, but

aims to be self-financing

• Multi-faceted relationship, which has evolved over time

• The impact of changing institutional leadership and priorities

An evolving relationship

2007 2008 2009 2010

Sponsored PhDs (staff development)

x x - -

Support for the International Office

- x x x

Student study tours - x - x

Student recruitment (Master’s degrees)

- - x x

Distance Learning centre

? ? - -

Customised staff development courses

- - - x

Important factors in the relationship• Getting to know each other: two-way visits,

building good personal relationships

• Ensuring that there are clear benefits for both parties to the Agreement

• Creative approach to incentives in the Agreement

• Flexibility in responding to changes - every activity will not necessarily succeed or continue

• Continuing commitment to the management and development of the relationship

Strategic approaches to CPP: Leicester’s strategic partnerships project• Develop and implement a framework to

use links and partnerships around the world more strategically, supporting the broader objectives of raising the University’s profile and reputation internationally

• Identify opportunities for further development of existing CPP

• Assess and prioritise opportunities for new CPP

Strategic partnerships project: Intended outcomes and objectives

• Creation of a comprehensive and accessible record of worldwide links

• Identification of key strategic partnerships (“preferred partners”) for future development

• Establishment of guidance and criteria for future partnership selection and/or prioritisation

Group discussion

Thinking about your institution now, and yourobjectives/priorities for CPP:

• What would you put forward as an example of good practice in collaborative project/partnership management from your institution?

• What would you most like to change or improve about the approach to collaborative project/partnership management in your institution?

Critical success factors in managing CPP• Appropriate organisational structure for decision-making

• Knowing who is responsible for the relationship at all times, and making arrangements for handovers when necessary (continuity)

• Clear communication channels

• Recognising that a CPP involves a two-(or more!) way relationship

• Sharing experience and information

• Regular monitoring and review (quality assurance)

• Managing and meeting expectations

• Clarity about financial arrangements (if appropriate)

• Recognising when a CPP is over

Group exercise:Breaking up is hard to do …

Many institutions are taking a more “strategic” approach to collaborative links. Your office receives a letter from one of your long-standing partner institutions about their review of CPPs

• What would be your reaction to such a letter? Is this a good way to try to manage your partnership relationship?

• What other approaches could you take?

• What are your views on the proposed selection criteria for preferred partners?