The Role of University Administration in Developing and Implementing an Internationalisation Strategy

iDA – Seminar: “Die Hochschulverwaltung als Motor der Internationalisierung?“

28. Januar 2011 an der Westfälischen Wilhelms- Universität Münster, Festsaal

Steve Woodfield, Senior Researcher, Kingston University, London, UK

What we know so far......

• Universities have been engaged in a wide range of international activities for many years

• The University Administration has supported these activities - particularly mobility and partnerships

• Internationalisation is becoming more strategically important, and now requires its own strategic focus

• Internationalisation activities are many and varied and engage all aspects of the University Administration

• It is important that the University Administration is fully engaged in both strategy development and implementation

In both Germany and the UK

What I plan to discuss today....• Working concepts• The UK context for internationalisation• Lessons from an audit-based approach to

strategy development piloted in the UK• Issues related to strategy implementation• Implications for the University Administration• Some questions for reflection and discussion• References

Please do ask questions if anything is not clear!

Some Working Concepts....

What is the University Administration?

• Non-academic/professional staff (not faculty/researchers)• Support core activities of Teaching, Research, and

Knowledge Transfer/Service• Centrally-coordinated departments and units

• Student-facing, generalist, specialist, blended roles

• Senior management structures• Institutional governance • Strategic planning

In the UK the term covers…..

However….• Universities typically have devolved structures and

administrative activities are replicated at faculty level

What is internationalisation?Early definition:

"Internationalisation of higher education is the process of integrating an international/intercultural dimension into the teaching, research and service functions of the institution.“ (Knight and de Wit, 1997)

Later broadened to…..“Internationalization at the national, sector, and institutional levels is defined as the process of integrating an international, intercultural, or global dimension into the purpose, functions or delivery of postsecondary education” (Knight, 2003)

What is a comprehensive internationalisation strategy?• Not simply a range of activities• Clear strategic direction and focus• Requires central coordination & resources• An ongoing planning process including:

• Mission or Vision Statement• Strategy Development• Implementation or Operationalization• Monitoring • Evaluation• Revision

What is the UK context for internationalisation....?

The UK national context

National Policy Issues• No national strategy/coordination• Role of education exports in economic growth• Increasing competition and volatility in overseas

recruitment – EU, Asia/Middle East, For-Profits• Partnerships & collaboration –research & teaching quality

Policy Drivers• International/EU – Bologna/EHEA, Quality Assurance• National – funding for international partnerships:

teaching, student mobility, research and capacity building• Other issues - immigration, trade, diplomacy

UK Institutional Responses (1)• Universities are autonomous and develop their

own international strategies• Limited accountability or Government direction• Vary according to institutional mission and resources• Academic, socio-cultural, financial, knowledge-based

• Increased central co-ordination/management of international ‘dimension’• Development of international strategies• Administrative restructuring• Benchmarking & measurement – league tables

• Remain based on existing academic activities

UK Institutional Responses (2)

• Developing student experience and support (academic, administrative, social)

• Internationalisation of curricula and teaching• Development of globally-orientated graduate

attributes• Market diversification in overseas recruitment• Focus on collaboration and partnerships• Strategic investment in new delivery modes• Links with regional development and employer

engagement agendas

Emerging Activities

An Audit-Based Approach to Strategy Development....

Developing Strategy: Audit

• Generation of institutional map of international activity and relevant administrative & academic units

• In-depth institutional research (IR):

– Analysis of management information & policy documents

– Interviews and focus groups with staff & students– Themed workshops with staff & students– On-line staff survey directed at all staff– Curriculum mapping exercise

• Reference to other universities and the policy context• Informs strategy, structures, and practice

Adaptation of the International Quality Review Process (IQRP) developed by Knight and de Wit (1999)

Developing Strategy: Audit Issues• Institutional research involves institution-wide systematic

data collection and analysis:• Institutional self-understanding and wide engagement• External intelligence and comparisons (i.e. Benchmarking)• Evidence informed strategy, policy and practice

• Expert researchers experienced in the institutional context:• Accessibility of data and participants – legitimacy, support• Ability to interpret and communicate the findings

• Some issues to consider:• Lack of external perspectives• Can be limited by resources and timescales• Exposing structural problems and organisational politics

Developing Strategy: Participants

• Student Recruitment

• Teaching & Learning

• International Partnerships

• International Office

• Student Support

• Catering & Accommodation

• Human Resources

• Registry & Quality Assurance

• Finance & Planning

• Research & Enterprise

• Library & Computing

• Alumni & Development

• Marketing

• Academic Units

• Senior Management Team

• Students’ Union & Societies

• Language Training

Developing Strategy: Audit Themes• Functions & Processes• Profiles of staff/students• Organisational structures • Leadership & management• Reporting lines• Linkages (internal/external)• Communication• Formal & informal

relationships

• Conceptions of internationalisation

• Resources & support• Knowledge Management• Curriculum development• Academic development

(teaching & learning)• Cultural integration (staff &

students)• Assessment of current

strategy & practice

Perspectives on Strategy and Implementation....

The Strategic Planning Process• Outlining the Vision & Rationale(s)

• Financial, Academic, Developmental, Competitive, Collaborative

• Articulating the conception of internationalisation• Narrow (focused on a particular international activity)• Functional (centred mainly around activities)• Inclusive (cultural, cross-cutting, holistic)

• Identifying priorities and areas of strategic focus• Development of detailed implementation plan(s)• Aligning structures and processes• Establish monitoring and evaluation approach

Development: Setting Priorities(1)Internationalisation at home and abroadStudents & student experience:• increasing recruitment of international students• tailored services & support• supporting study, work and volunteering overseas• developing internationalised curricula• diversifying markets for international students Staff & staff development:• recruiting international staff - global vs. regional• staff exchange• alternative pedagogies• cultural sensitivity & awareness

Development: Setting Priorities(2)Research:• undertaking internationally-recognized research• collaborations & institutional consortia • accessing international research fundingAdministrative & professional issues:• alternative or new accreditation & regulation• different/varied timetables & delivery arrangements• appropriate social structures• sign-posting of functions, services, products, activities• new incentives & rewards for staff• specialist knowledge & information resources

Implementation: Defining Structures

• Overall approach:• Executive• Co-ordinating• Matrix

• Statutory committees - governance, academic, and administrative

• Organisational units• Job roles and functions• Line management• Specialist structures – working groups, boards

and other fora

Implementation: Processes & Systems

• Finance – resource allocation• Human resources – recruitment, staff

development, reward• Management – accountability, reporting • Quality – review, assurance, enhancement• Organisational change/development• Communication • Information sharing and knowledge management• Dialogue and engagement with strategy

Implementation: Cross-Cutting Issues

• Formal and informal structures and processes• People – working practices and relationships• Boundaries, tensions and conflicts• Alignment and coordination - integration• Leadership – at all levels• Authority, power, legitimacy, ownership• Organisational (and management) culture, values

and ethos – symbolism, shared conceptions• Engagement and inclusivity

Implementation: Monitoring & Evaluation

• Senior Management commitment• Defined responsibilities and accountability• Allocation of resources• Appropriate processes & systems• Engagement of all staff and academic units• Agreed milestones• Targets & Key Performance Indicators (KPI)• Reporting and communication

Monitoring, formative and summative evaluation

And what does this mean for the University Administration....?

Role of the University Administration• More managed institutional environments – growing role and

importance in both strategy development and implementation• Provides critical professional support services help to achieve

institutional KPIs: HR, Finance, Marketing, Recruitment etc.• Development of specialist support to core activities: Research

Management, Academic Development, Enterprise• In complex strategic areas, e.g. internationalisation & student

experience: institution-wide role helps communication & alignment with other strategic agendas

• Key role in the development and transmission of organisational culture, ethos and values via systems and processes

• Institutional research, audit and review activities promote engagement, inclusivity and evidence-based organisational change

Issues for the University Administration• It should seek to internationalise its own

structures, processes and systems• The UA needs to both support and lead the

internationalisation strategy process through recognising critical points of input

• It should find ways of working across boundaries and barriers to effective coordination, alignment of values, structures and the strategic plan

• Remember that internationalisation should support student experience, knowledge creation and community engagement

Some Questions for Reflection.....• Where is your university on the continuum

between international activity and internationalization?

• How do different parts of the university perceive the need for, and process for achieving, internationalization?

• Would an audit-based approach project be feasible in your institution?

• Are mechanisms in place to enable the engagement of the University Administration at all stages of the planning process?

Some Useful References (in English)1. Bartell, M (2003). ‘Internationalization of universities: A university culture-based

framework’ Higher Education, 45 (1), pp. 43-70.2. Fielden J (2008). The Practice of Internationalisation: Managing International

Activities in UK Universities. London: UK Higher Education International Unit3. Knight J (1999). ‘Internationalisation of Higher Education’ in Programme on

Institutional Management in Higher Education (1999). Quality and Internationalisation in Higher Education. Paris: OECD.

4. Knight J (2001). ‘Monitoring the Quality and Progress of Internationalization’. Journal of Studies in International Education. 5(3): 228-243.

5. Knight J (2004). ‘Internationalization Remodeled: Definition, Approaches, and Rationales’. Journal of Studies in International Education, 2004 8(1): 5-31.

6. Olson CL; Green MA; Hill BA (2003); Building a Strategic Framework for Comprehensive Internationalization. Washington DC: American Council on Education.

7. Middlehurst R and Woodfield S (2007). Responding to the internationalisation agenda: implications for institutional strategy. York: Higher Education Academy.

8. Shiel C & McKenzie A (eds.) (2008). The Global University: The Role of Senior Managers. London: DEA.

9. Taylor J (2004). ‘Toward a Strategy for Internationalisation: Lessons and Practice from Four Universities’ Journal of Studies in International Education 8(2) pp. 149- 171.

Thank you!

Contact details:

Steve WoodfieldSenior Researcher Vice-Chancellor's Office Kingston University River House 53-57 High Street Kingston upon Thames KT1 1LQ. Tel: +44 (0) 20 8417 3032Email: s.woodfield@kingston.ac.ukTwitter: @sjwku