Internationalising HE - Internationalising HE - challenges and responseschallenges and responses
John Fielden, CHEMS ConsultingJohn Fielden, CHEMS Consulting
UCET. 6th October 2008UCET. 6th October 2008
Our agendaOur agenda
• Aim:
to describe what internationalisation is, to show what UK universities are doing as regards internationalisation, to identify the key issues and to describe some of the management challenges.
UCET. 6th October 2008UCET. 6th October 2008
Some of the big questionsSome of the big questions
• What does “internationalisation” mean?
• Why are universities doing it? What are their strategies and motives?
• Is “I. at Home” the poor relation?
• How do we improve student mobility?
• How does one get international partnerships right?
• How is the I. process managed?
UCET. 6th October 2008UCET. 6th October 2008
The classic definitionThe classic definition
• “Internationalisation is the process of integrating an international/inter cultural dimension into the teaching, research and service functions of the institution”.
• Knight, J. (1994) Internationalisation: elements and checkpoints .Ottawa. Canadian Bureau for
International Education.
UCET. 6th October 2008UCET. 6th October 2008
Key definitionsKey definitions
• “Internationalisation abroad” – flows of staff and students in both directions, strategic alliances, joint programmes with overseas institutions, overseas campuses.
• “Internationalisation at home” – reform of curriculum and teaching method, study abroad, recruiting international staff, Bologna, study and social support for international students.
UCET. 6th October 2008UCET. 6th October 2008
An “internationalised university”An “internationalised university”
• An international mix of students• An international mix of teaching and
research staff• Curricula that are culturally independent,
where relevant• Domestic students that study abroad• International collaborations in T & R that
may involve business partners• Commitment to development work.
UCET. 6th October 2008UCET. 6th October 2008
Implications of thisImplications of this
• A long process
• Involves everyone; all students, all staff
• Curriculum is affected
• On campus activities
• Off campus relationships in community
• Global research activity
• Teaching partnerships of all kinds
UCET. 6th October 2008UCET. 6th October 2008
Why universities are Why universities are internationalising internationalising
• I. is a key element in achieving/maintaining world class status.
• Creation of strategic partnerships with peers globally.
• Ensuring students graduate with ability to live as global citizens.
• Preparing students for employment in a multi-cultural/international environment.
• Positioning the university to contribute to solving global problems – pay “its debt to society”.
UCET. 6th October 2008UCET. 6th October 2008
Top reasons for internationalising in Top reasons for internationalising in CanadaCanada
94% Prepare internationally knowledgeable graduates
62% Build strategic alliances with institutions abroad
54% Promote innovation in curriculum and diversity of programs
35% Ensure research and scholarship address international issues
35% Respond to Canada’s labour market needs
Source: AUCC 2006 internationalisation survey update
UCET. 6th October 2008UCET. 6th October 2008
Why are we doing it?Why are we doing it?
Leiden University:“Internationalisation as a quality
enhancement that:* attracts excellent students and staff* adds dimension of intercultural adaptability for both staff and students* Produces better graduates* makes a better academic environment”
Source: Dr Robert Coelen, Vice President International
UCET. 6th October 2008UCET. 6th October 2008
Conflicting strategies?Conflicting strategies?
• University-centred: An I strategy that is focussed on improving the university’s profile globally and getting it accepted an a truly world class research institution.
• Student-centred: An I strategy that is focussed on students – ensuring that they acquire an understanding of other cultures and graduate with an international outlook.
UCET. 6th October 2008UCET. 6th October 2008
I. Strategies - 1I. Strategies - 1
• IoE, London– Identify countries of greatest strategic interest
to our mission and prioritise activities accordingly
– Strengthen knowledge and understanding of education systems outside the UK
– Embrace different pedagogical cultures– Be strategic in developing partnerships
UCET. 6th October 2008UCET. 6th October 2008
I. Strategies - 2I. Strategies - 2
• City’s International Strategy
“Our vision is to be celebrated as London’s premiere internationalist university for professional policy, practice and applied research, dedicated to preparing students for global careers and working with global practitioners, and research and teaching partners”
Source: City University Senate Papers. May 2006
UCET. 6th October 2008UCET. 6th October 2008
Internationalisation at homeInternationalisation at home
• What does “I. at home” mean?• Is it the same in every institution? (London Met
vs Exeter?)• How does one do it? By formal means
(curriculum) or informal (social)? • Does everyone understand what
internationalising the curriculum means?• How can I. students and home students inter-
relate better?• How give I. students a better on campus
experience?
UCET. 6th October 2008UCET. 6th October 2008
Outward student mobilityOutward student mobility
• Poor record of the UK in numbers that study abroad (US and Australia as bad)
• Change in student composition is a key factor limiting mobility
• Blockages are strategic, staff-related, resource-related, and personal to individuals.
• There are ways of removing the blockages (cf. UCL’s 25%)
See Global Horizons for UK students (CIHE for DIUS, July 2007)
UCET. 6th October 2008UCET. 6th October 2008
International partnershipsInternational partnerships
• A key feature of most I. strategies
• Three levels of partnership:– One. Strategic, centrally funded– Two. Faculty level, faculty funded– Three. Individual, often one to one.
UCET. 6th October 2008UCET. 6th October 2008
How do you get international How do you get international partnerships right?partnerships right?
• Strategic partnerships require central involvement and monitoring.
• Ditto for any with QAA/student exchanges.
• Selecting strategic partners for the institution – what criteria?
• How does one “deepen” the partnership?
• How are they best managed? Top down?
UCET. 6th October 2008UCET. 6th October 2008
Managing the internationalisation Managing the internationalisation processprocess
• Can something so all-embracing be managed centrally?
• What is the role of the responsible SMT member?
• How should the professional support be structured?
• How will we know when we have succeeded? (particularly if we have a student-centred strategy)
UCET. 6th October 2008UCET. 6th October 2008
Committees and co-ordinationCommittees and co-ordination
International Board(oversees the strategy)
Chaired by SMT person responsible and Includes other PVCs (eg: PVC (R))
Country working groups (egChina, India) to co-ordinate
and inform
Specialist advisers for particular countries/regions
Assistant Deans (International) in faculties
UCET. 6th October 2008UCET. 6th October 2008
So many support services involvedSo many support services involved
Knowledge transfer
Research Office
Careers
EstatesHuman
Resources
English Language
Marketing and PR
Alumni
Finance
Welfare support
Internation-alisation
UCET. 6th October 2008UCET. 6th October 2008
The expanding International OfficeThe expanding International Office
I. Marketing I. Enquiries I. Admissions Student support
Managing partnerships
Staff travel and research
Welfare for students
Exchanges and study abroad
English language support
Managing overseas offices
Responsibility for Int’l strategy
Alumni relations
Incoming visitors and Int’l PR
Due diligence on partners
Global employability
I. at home oversight
UCET. 6th October 2008UCET. 6th October 2008
ConclusionsConclusions
• Internationalisation is a question of embedding a culture throughout.
• Achieving it is a long haul.
• Partnerships are central, and are rarely achieved just from the top down.
• Managing internationalisation requires an element of rigour (targets, some central monitoring etc)