1. AoC International Charter: A Framework for Excellence John Mountford AoC International Director

2. Introduction More and more Colleges are undertaking international activity of some kind, as a result of: Increasing awareness of the global impact of a global society and a global economy on home learners and communities Increasing recognition of the role UK Colleges can play with international VET systems and what we can learn from global partnerships The need to diversity income sources We will all need to take an international approach and the sooner we can engage globally the sooner we will be successful Essentially, Colleges are making the globalisation agenda and ‘agenda for all’ and an integral part of the College’s commitment to quality

3. Introduction A changing focus: Traditionally, international activity for Colleges has tended to be defined as student recruitment or commercial services. Colleges now embracing a more holistic global agenda are exploring ways in which all areas of their operations can help make staff more globally aware and equip its learners to achieve in in a global economy

4. UK Colleges’ International Activity This may include for example: Recruitment of international students to the UK Institutional twinning and international learning-based partnerships Consultancy and advisory services to assist with education reform overseas Delivery of training or other services or via distance learning or franchise arrangements Student exchanges and joint educational programmes Involvement in European programmes Involvement in aid programmes/capacity-building for institutions in developing countries

5. Challenges Competitive market, UK Colleges need to be able to demonstrate their commitment to high quality service delivery, scrupulous and robust business processes and an ethical, customer-focused approach to all their dealings with overseas students, clients and partners Lack of international understanding of the UK FE offer demands a clear ‘charter mark’ that will help these prospective students, clients and partners to make informed choices about working with the UK Lack of specific training and development for people working in international College work Internal UKBA – need to clearly define our work from the private sector and emphasise the quality, ethical approach we take to international work

6. AoC International Strategy Association of Colleges’ ‘Core purpose’ is: To represent and promote Colleges To provide services to members The aim of AoC’s International strategy: To support member Colleges with the implementation and further development of international, commercial and Internationalisation activities, to represent their interests with the UK government and national bodies (as well as where appropriate those in other countries) to raise the profile of the UK College sector

7. AoC International Strategy Key priorities: To promote and represent Colleges’ international work To promote Colleges’ international commercial opportunities To provide professional support for Colleges in the implementation of international and internationalisation activities To utilise the AoC International Charter to promote UK Colleges international work

8. Creating an International Community Competitive but by working together we can learn from each other on how we are planning, implementing and supporting international activities Encourage the forming a network that will create an international College community focused on forming partnerships and sharing resources that will assist in the capacity building of the sector as a whole, smarter business operations and enhanced collaborations To provide the framework and focus for a ‘joined-up’ approach to support the sector’s international activity on the part of UK government departments and national agencies Endorsed by The British Council, DBIS, and UKCISA

9. Key ingredients of the Charter New awareness of the opportunities afforded by engaging internationally Opportunities and challenges facing Colleges as they look to engage internationally A clear charter mark to capture and define Colleges’ work to international and domestic stakeholders A key tool in supporting AoC’s international strategy for Colleges The need to create a community of international College practioneers

10. The Review For a College to be awarded the AoC International Charter they need to demonstrate their commitment to: Developing an International/Global Strategy which Reflects the mission and learning goals of the institution Meeting the needs of its local community, staff and students in relation to understanding and responding effectively to a global society and a global economy Working strategically with international partners in order to share best practice and learn from other countries Embracing the highest possible standards of quality and integrity in all aspects of their work with international partners, clients and students Promoting an ethical approach to student recruitment and to working with developing nations

11. The Review Normally a 1 to 2 day Review visit conducted by AoC trained assessors Meetings with key strategic College personnel and internationally focused staff Four key commitments These commitments can be adapted to each College’s individual situtation

12. Commitment 1: The College has a management structure to support international work which includes: A policy statement for international work approved by the Governing body which reflects the core principals of the Charter A named member of the senior management team with designated strategic responsibility for international work An International/Global Strategy and a budget for a development plan approved by the Governing body

13. Commitment 2: The International/Global Strategy and Development Plan : Prioritises the target areas for development, including the development of international partnerships Has been developed in consultation with internal and external partners and relevant stake-holders Supports the economic and social development of the College and its wider community Promotes for international working, only those areas of provision which have been graded as ‘satisfactory’ or higher, via the external inspection process applicable Provides opportunities for appropriate professional development for all staff and managers Provides opportunities for the home student community to develop their knowledge and understanding of other cultures Seeks to disseminate the benefits of working internationally across the College, ultimately embedding an international dimension within all curriculum areas

14. Commitment 3: The College assures the quality of its services to international students, clients and partners by : Applying the same rigorous internal quality assurance to international work as it does to its provision for UK learners Including within its annual self-assessment report, all international activities, whether carried out at home or abroad Ensuring that all members of staff engaged in activities with international learners, clients and partners are appropriately experienced, aware of cultural sensitivities and supported by relevant professional development and training

15. Commitment 3: Where applicable to specific activities: Providing dedicated support for all overseas students attending the College Ensuring that the College has the capability and the capacity to deliver a high level of expertise and to make available necessary resources, before committing to the special projects, consultancy services and offshore programmes Operating robust processes for supporting, monitoring, quality assuring and evaluating off-site activities carried out by partners under franchise, agency or other types of sub-contracting or collaborative arrangements

16. Commitment 4: The College guarantees and ethical and inclusive approach in all its international activities, via: A marketing strategy and promotional materials which reflect high standards of accuracy and integrity Celebrating and valuing the diversity of cultures brought to the College community, upholding at all times, the Colleges’ policy for equal opportunities in relation to race, nationality, religion or belief, gender, disability, age and sexual orientation A student centred approach to international recruitment which is focused on the individual’s abilities, personal learning goals and career plans Ensuring that all international partnership activities are undertaken in a context of mutual respect and mutual learning

17. What are the specific benefits of the Charter? A kite mark which is recognised and promoted by national and international stakeholders and which will continue to grow international recognition A framework for strategic planning and quality improvement An access to a community of practice at sector level An vehicle to help drive up standards and gain competitive advantage for institutions and the sector as a whole Access to specific practical resources to assist with planning, implementation and professional development via website, seminars, events Protecting and capturing the fantastic UK offer to international partners

18. Department for Business, Innovation and Skills International activity in a College adds a new dimension to the learner experience. We welcome any initiative that enables learners, whether home; European; or international students, to make informed decisions about their place and course of study. The AoC’s International Charter demonstrates the FE College sector’s willingness to develop a framework and set standards for its members’ international business and measure performance against these

19. The British Council The British Council endorses this important step change in embedding quality improvement for international work in the FE sector within this integrated framework which addresses equality and inclusion for international students, as well as community engagement and diversity in the wider College. This has to be the way forward for embedding a global perspective within a College, achieving quality across the board for all students and all programmes, and maintaining the international reputation of the FE sector in an increasingly competitive environment.

20. UK Council for International Student Affairs This is an important new step to ensure that the standards of international student support and related activities in UK Colleges are maintained and enhanced. We are delighted to support it and will give whatever assistance we can to colleagues and Colleges committed both to the standards and overall vision reflected in the Charter

21. CONTACT/FURTHER INFORMATION Charter@aoc.co.uk John_mountford@aoc.co.uk