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Internationalising HE - challenges and responses

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1 Internationalising HE - challenges and responses
John Fielden, CHEMS Consulting

2 Our 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 2008

3 Some 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 2008

4 The 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 2008

5 Key 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 2008

6 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 2008

7 Implications 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 2008

8 Why universities are 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 2008

9 Top reasons for internationalising in Canada
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 2008

10 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 2008

11 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 2008

12 I. 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 2008

13 I. 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 2008

14 Internationalisation 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 2008

15 Outward 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 2008

16 International 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 2008

17 How do you get international 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 2008

18 Managing the internationalisation process
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 2008

19 Committees and co-ordination
UCET. 6th October 2008

20 So many support services involved
UCET. 6th October 2008

21 The 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 2008

22 Conclusions 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) UCET. 6th October 2008

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