Creating Innovation through International collaboration
Melanie Relton & Helen Kidd, British Council
7 April 2013 , Qatar
Aims of the seminar• To provide an introduction to British Council’s international skills
partnerships, including: Why build international partnerships What are the benefits of international collaboration What are the challenges of working collaboratively on an international level
• To provide a case study of successful international skills partnership work
• Tool kit for international partnerships
How much experience does British Council have of supporting partnerships?
• British Council has been facilitating international educational partnerships for over 75 years
• Over 60 skills partnerships delivered in 32 countries since 2008• Close links with partnership institutions leading to enhanced
understanding of all aspects of partnerships within the UK and the Region
• Increasing delivery of our work through partnerships working is part of our corporate vision
Why build international partnerships?
• Demand for skills is ever growing • Knowledge economy • Young people who are now competing in a global market place • Increased demand for innovation and development
Why do institutions embark on international skills partnerships?
• Institutional enhancement including inter-culturally• Institutional reputation nationally and internationally• Capacity building at an organisational and individual level • Positioning and income generation• Increased opportunities for learners• Drives forward innovation and new approaches of delivery • International bench marking
What are the challenges of working collaboratively on an international level
• Lack of resources• Lack of trained/ experienced staff• Lack of knowledge and expertise• Not part of the organisations mission / strategy plan• Lack of confidence• Government discourages• Funding
British Council support for international partnership development in the region
• British Council works with in-country leaders to identify mutual national priorities, gains relevant buy-in and defines partnership criteria
• Briefing workshops for interested institutions are held in the partner country and the UK
• A competitive process leads to selection of candidate institutions in the partner country
• Successful applicant institutions awarded travel grants and visit country, meeting in-country candidate institutions
• Prospective partnerships design and submit partnership proposals • British Council supports partners in the UK and in-country
Case story – Improving Employer engagement
Sharjah Institute of Technology, ColegGwent and Pembrokeshire College • Increase employability of their students• Raise their profile • Moved to self-funding model• Increase national and international links
Achievements:• Establishment of direct links with public and private sector• Creation of partnerships at a national and international level
‘The project came at just the right time to assist the change process.
It provide a rationale for looking critically at what the organisation
did and what we needed to improve’
Reham Mustafa
Formation of an employer advisory forum
Development of a work taster day programme
Development of industry related programmes
Development of a business partnership to operate internationally
What are international partnerships’ key impact stories to date?• Innovative approaches • Joint curricula• Quality assurance processes• Employer engagement modeling• New business opportunities • Informing policy
Lesson learnt from our international partners
• Research and preparation • Design and planning• Strategic commitment• Shared vision• Building understanding and trust • Resources • Communications systems and shared ways of working• Mutual respect for expertise• Programme support, monitoring and review• Dissemination and sustainability
What makes a good international partnership?• A good, achievable mutually-beneficial project plan, shaped and
understood by all partners, with innovative elements and clear deliverables
• Regular and effective communication between partners, and between the partnership
• Understanding the different contexts, priorities, skills of those involved and building strong working relationships
• Flexibility and ability to adapt to changing circumstance and identify and take advantage of opportunities
What makes a good international partnership? • A strong external focus, proactively engaging with other organisations
and partnerships to form mutual beneficial, leverage access to funding, expertise, access to networks and increase impact
• Energetically promoting the partnership from the start and throughout• Maximising the reach of partnership dissemination• A focus on sustainability, positioning and income generation from the
start to establish a long-term partnership• Delivering significant impact and reporting that impact in a timely way,
including long-term impact
Key questions • What is the main reasons that you/your institution wants to become
involve in international partnerships?• Are there best practice examples around to build on • Are there existing networks you can utilise
Melanie Relton Regional Vocational Education Manager British Council
www.britishcouncil.org/skillsforemployability
