1. Internationalisation Strategy
Alan Mackay, University of Edinburgh

2. Internationalisation Benefits
Challenges
University of Edinburgh

3. Internationalisation

4. Internationalisation

5. Internationalisation

6. Internationalisation
Internationalisation is defined as the process of integrating an international, intercultural or global dimension into the purpose, functions or delivery of post secondary education
Jane Knight

7. Internationalisation
“The overarching priority is to further enhance our global presence. We are a distinctly Scottish university based in Scotland’s capital, but our reach and aspirations are international and it is in that context we must be measured. We operate on an international stage and this must be reflected in all areas of University life”
Professor Sir Timothy O’Shea

8. Why internationalise? Income diversification Enhance research Profile
Diversity
Global citizens
Teaching and learning
Grand challenges
Partnerships

9. Why internationalise? Social and cultural Political Economic Academic
Competitive
Development

10. Why internationalise? global competition complex landscape
scale and structure
resource
services
expertise
volatility

11. Why internationalise? Recruitment Overseas Campus Distance Learning
Partnerships Exchanges Language Skills
Joint Degrees Research Collaboration Knowledge Transfer
Study Options HR Strategy Institutional Projects
Student Support Reorganisation Social integration
Cultural diversity Regional National

12. International Student Mobility 4m
1.75m
1.1m
0.8m

13. …the strategic must have
Review of international activities
Development of central units
Increasing dialogue
Alignment with other strategies
Reorganisation of roles
International in services
Benchmarking
Networks

14. …the strategic must have
International Campus Liverpool, Nottingham, Westminster
Reorientation Middlesex, Warwick, UCL
Collaborative Derby, Coventry, Central Lancashire
Private Sector Heriot-Watt, Sheffield, Nottingham Trent
Consortia York, Edinburgh, Cambridge, Manchester
Distance Education University of London, OU
Curriculum Leeds Met, Salford, Bournemouth, Napier

15. Where do we want to be? Vision Where are we now?
Audit
IQRP

16. University of Edinburgh
Step change in global influence and perception
Attract the brightest and best students and staff
Our offer is understood globally
Knowledge is valued and applied globally
Research attracts the world’s leading scholars

17. University of Edinburgh
“….to stand still or even to make incremental progress will be to fall behind….”
Globalisation
Opportunities
“informed consumers”
Resources
Responsiveness
Constant flux
Benefits of success

18. University of Edinburgh

19. University of Edinburgh
Scottish Government
Edinburgh City Council
Universities
Scottish Development International
British Council
Universities Scotland
University of Edinburgh
University Court
Principal’s Strategy Group
Scottish Enterprise

20. Internationalisation
Matrix Pro Vice Chancellor – International Director
Coordinate Pro Vice Chancellor – International Committee
Executive Pro Vice Chancellor – Director of Development
_____________________________________________________________________________________
Activity Disparate activity
Strategy Coordination and alignment
Process Integrate, leverage, add value

21. Internationalisation
Vice Principal International
Director, International Office
International Executive Group
College International Groups
International Deans
Regional Workshops
Edinburgh Global thematic workshops

22. What is required? Shared vision Commitment Resources Engagement
Leadership
Review

23. Where do we want to be? Performance Indicators
Mobility New Partnerships Student experience
International Intake Research funding Curriculum
Inward visits International staff Media profile
League tables Income Student community

24. Planning Building shared vision Plan not the goal Knowledge Sharing
Friends, foes and fence sitters
Engagement circles

25. Planning Common vision Vision Group Measure and review Finance
Risks and benefits

26. Challenges Organisational Leadership Resource
Governance Management Commitment
Communication Shared vision Visibility

27. Challenges New players Global economy Competition
Volatility Legislation Partners
Risk

28. International Intelligence

29. Opportunities Student community Regional and national engagement
Global Academies
Governance
Intelligence
Resources
New opportunities….

30. 2025

31. 2025

32. India Office
“This office is an important step forward in Scotland’s relationship with India. Edinburgh’s base will help forge partnerships with Indian universities, businesses and government departments”
Alex Salmond, First Minister of Scotland

33. India Office

34. India Office

35. Partnerships

36. Partnerships

37. 2025

38. Opportunities

39. Opportunities

40. Opportunities

41. Opportunities 30 Edinburgh Global Masters Scholarships
30 Edinburgh Global Research Scholarships
Global Development Academy Scholarship
Global Health Academy Scholarship
Julius Nyerere Scholarship
Japan Earthquake Scholarship Fund
Southern Africa Scholarships
FCO Chevening Scholarships
Scotland Saltire Scholarships

42. Opportunities

43. Opportunities
The Global Academies bring together experts from over 25 academic disciplines to create knowledge communities in Health, International Development and Environment, with a vision to develop and implement innovative solutions to the world’s most challenging concerns.
The Global Academies
- Offer world leading interdisciplinary postgraduate degrees
- Engage in global collaborative research to make life better
- Participate and lead in the creation of global networks and partnerships

44. Opportunities

45. Opportunities

46. Opportunities

47. Opportunities

48. Opportunities
Influencing the world since 1583

49. Opportunities

50. International intake 09/10
University of Manchester 11,420
University of Nottingham 10,350
University College London 8,730
University of Warwick 8,440
University of Edinburgh 8,030
University of Oxford 7,740
University of Leeds 7,555
University of Cambridge 7,400
University of Birmingham 7,095
London School of Economics 7,085

51. Quality Review Process
Internationalisation Quality Review Process (IQRP)
Institutional Management of Higher Education (IMHE) OECD & ACA
Assessment and enhance quality
Self Assessment
Peer Review

52. Quality Review Process
Assess achievement of goals and objectives
Integration of international dimension into priorities
Inclusion of internationalisation as key element in QA
Initiation of international strategy or assessment
Self Assessment Team (SAT)
Peer Review Group (PRG)
Analysis not data collection

53. Quality Review Process
International strategy and policies
Organisational and support structures
Academic programmes and students
Research collaboration
Human Resources
Contracts and services

54. Essential ingredients
Vision and mandate
Resource
Structure
Dialogue
Governance
Communicate

55. Biggest challenges… Resources Communication People not projects
Don’t get restricted
Keep focus
Drifting

56. Positives… Innovation Delivery Partnerships Proactive Strategic
Intelligence

57. Next phase Embedding Improve communication Enhance engagement
Evidence progress
Refocus
Next five years…

58. Alan Mackay
Director, International Office
University of Edinburgh