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Becoming International,Delivering International and
Being International
Ian ShellAssociate Dean, Learning and
Teaching
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Context of Responsibilities• 2002 - Present PAB Chair (student awards)• 1999 - Present SLT Member / Chair (learning assurance and
enhancement)• 1999 - Present ULT Member• 2002 – Present Member – International Committee• 2002 – present International Development Cttee member• 2004 -2006 Chair – International Collaboration
Enhancement Group• 2005 Chair – Collaborative Procedures Review Group• 2006 -2009 Chair - International Learning Enhancement
Group • 2006 Chair - English Language Task Group• 2008 Chair – Global Citizenship Award
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1999
• Becoming, Delivering and Being• Where were we?• Where were we going?• How were we getting there?• How would we know we’d made it?
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Strategy
• December 1998 – Review of International Policy and Strategy
“To be a global university of first choice for students and corporate clients who value high quality English language based education and training to support lifelong learning skills for employment, the personal development of individuals, and the enhancement of education systems worldwide.”
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Key Objectives
• Competitive in a global market• Widen access• The University as a multi-cultural institution• Income and diversification of streams• Challenging but rewarding experience for staff• Staff and student exchanges• Research and consultancy opportunities• Student employability in global economy• Integration into EU• Economic and social development of Region
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Progress by 2004
• 20% target of FT reached• 15% of gross income achieved(School contributing ca 40% of this)• China emerges as dominant market• Increase in PG recruitment• Semester 2 start emerging as significant
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International Student NumbersNewcastle Business School
Year In UK Franchise
1999 - 2000 503
2000 – 2001 528 1137
2001 - 2002 665 1170
2002 – 2003 877 804
2003 – 2004 963 745
Year Proportion of University International
Proportion of University Franchise
1999 - 2004 32% 60%
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International Country of Origin
• East Asia 60%• (China 32% of total)• (Malaysia 16% of total)
• West Asia 10%• Africa 6%• Middle East 4%• Europe (non-Eu)5%• UK Domicile 14%
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So Where had we got to?Key Objective Achieved?
Competitive in Global market Yes
Widen access Yes, volume and new markets but ...
Multi-cultural University Yes -many cultures in University but ...
Income growth and Diversification Yes
Challenging and rewarding staff experience ?
Staff and student Exchanges No evidence of major growth
Research and consultancy Limited
Student Employability in global Economy ? FDS remain high but International Student employment unknown
Integration into EU ?
Regional development ?
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What were we doing for International Students
• Strong support from student services – ‘meet and greet’, International induction
• International Office – increasing strategic role• Development of accommodation services to
support recruitment• ‘International’ programmes developing• Collaborative Ventures growing• Individual Pedagogic Research
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2004 Learning and Teaching Strategy
• 17 major objectives, 42 sub-objectives• Diversity as enriching element in development
of ‘Global citizens’ • Balance diversity in recruitment• Understanding diversity in relation to
effectiveness of the Learning and Teaching Process
• Pedagogy as a valued activity
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2004 – International Development Strategy
• 30% target for FT Newcastle campus by 2009 (min 15% by school)
• Grow International recruitment 10% per year• Increase franchise numbers and income by 50% over
5 years• Diversify markets • International income 25% gross turnover• Strengthen university brand around Teaching Quality
and employability
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Institutional Audit
• Institutional Audit 2005 (2010)• Collaborative Provision Audit 2006• “continue to ensure that students for whom
English is a second language are fully capable of learning through the medium of English from an early stage in their programme..” (CPA 2006)
• English Language task group (2006)
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Global Citizenship
• International Learning Enhancement Group• A required outcome of Northumbria awards?• What is it?• Curriculum issues – what is core, what is
subject specific?• Pedagogical issues – what is the process?• An award that is informed by but sits ‘outside’
the academic programme of study
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Learning and Teaching Strategy 2007
• 5 Themes• Curricula – incl. Internationalisation • Delivery – incl. Meeting the needs of the
diverse student body• AfL• Development of Lifelong Learners• Development of staff in Teaching and
Supporting Learning
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International Recruitment Strategy2007
• Objectives – Diversity, Brand Enhancement, Income
• KPIs – Increase enrolments, improve conversion, secure volume recruitment streams
• Agent Contract – conformance to recruitment criteria
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Moving to an Internationalisation Strategy - 2007
• The process of integrating an international, intellectual, or global dimension into the purpose, functions or delivery of post-secondary education (non-attributed reference in 2007 “Towards an Internationalisation Strategy”)
• Why – response to globalisation, response to instability, response to market (what type of graduates does a global marketplace need), regional development
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Moving to an Internationalisation Strategy - 2007
• Internationalisation home - pedagogy, critical mass of (diverse) international students on campus, wider support, international staff, staff development, research, career guidance
• Internationalisation abroad – transnational education, staff and student exchange, alumni, joint research, business partnerships
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2009 – Where Are We NowYear In UK Franchise
2008-09 969 2543
Year Proportion of University International
Proportion of University Franchise
2008-09 31% 66%
% Proportion of School International
UG PG
China 30 33
Malaysia 11 3
India 5 18
Sri Lanka 8
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2009 Learning and Teaching Plan
• Learning and Teaching Strategy• Curriculum – relevant to the global knowledge
society• Recruitment – entry tariffs incl. international• Delivery
– access to internationalised global learning environments
– responsive to diverse body of learners
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2009 International Plan• Globalise the curriculum - development of global citizenship and addressing
structural barriers to international experience • Encourage student international mobility and cross-cultural experiences• Enhance areas where the international student experience can be improved• Students access to specialised advice on global labour markets • Continue to develop transnational learning initiatives and work towards parity of
experience wherever the student is located• Develop the University profile globally while maintaining recruitment• Seek high-quality partners for initiatives both University-wide and for niche areas• International capacity-building projects, including those that may give the
University a long-term presence overseas• International opportunities for staff / recruitment/retention of a diverse staff base• Support and grow international research and enterprise activity
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Dissonance
• Strategies• Engagement in learning• Performance – PAB, External Examiners• Perceptions – staff, student• Coping strategies – staff, student vs. Enabling
strategies, “emotional labour”• Deficit Model
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Process Issues
Induction
Programme Outcomes
Learning Process
ContactNon –Contact
Recruitment
Assessment & feedback
Learning Support
Student Support
Award1st
2:12:23rd
PassComm.
Dist.
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Programme Outcomes and Awards
• Do outcomes address internationalisation / global citizenship? Should they? How?
• Criticality? • Should ‘benchmarks’ for award classifications/
achievement be the same for home/international?
• Can a fixed award standard be achieved by a diverse intake with a common process?
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Recruitment
• Criteria for knowledge entry and process entry• Knowledge - mapping, articulation,
qualification equivalence• Process – language, pedagogy• Review of performance – fed back to who?• Do we have a supply chain approach?
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Induction
• Familiarise the student to us – does it raise our awareness of them as learners
• When do staff find out they are teaching a diverse group and what that diversity is?
• Purpose of induction / timing of induction– Social– Programme – Process
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Delivery
• Curriculum• Interaction – opportunity, motivation, skills
(Does the same apply to staff )• What is IELTS 6, 6.5, 7 relative to our process• Directed Learning – how much can an
International student do?• What is our process capability?
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Assessment
• Familiarity• Understanding• A true measure of an international student’s
ability?• Coping strategies
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Where Next?
• Who has the whole picture?• Where is staff development?• What is the International Student Journey?• What do International students want from us?• What do we want from them?• What is internationalisation?• How do we deliver it?