February 21, 2012 Strategic Planning for Internationalization: A Discussion of Why to Plan, its Benefits and Issues in Implementing the Process Annual Conference Washington, D.C., February 21, 2012

Strategic Planning for Internationalization Dr. Barbara Hill, Senior Associate for Internationalization Center for Internationalization and Global Engagement

ACE History of Helping Institutions to Internationalize Promising Practices—8 institutions (2001) Measuring Internationalization in U.S. Higher Education (2001, 2006, 2011) Internationalization Laboratory (2003- present)

How is the Internationalization Laboratory organized? Each institution forms an internationalization leadership team on campus. Each team sends representatives to three learning community meetings in Washington, DC, to share information and to do problem-solving. Each team does on-campus work of an internationalization review, development of student learning outcomes, and creation of an internationalization strategic plan. Each campus hosts a site visit to begin the Lab process and a peer review visit at the completion of Lab activities to assess goals and strategies. Each campus gets monthly phone calls from the Lab director to assess progress in completing Lab activities

Lessons learned about Strategic Planning from the Internationalization Laboratory where you start makes a difference quality of leadership at all levels matters process and plans vary from one institution to another persistence in process patience with the plan pays off

What are the elements of an internationalization strategic plan? Vision for Internationalization Strategic Goals Performance Indicators – Outcomes and Evidence of Success Specific Action Steps and Timeline Responsible Agents (though this may be in a later implementation plan) Funding Plan for monitoring implementation

2012 Conference Building a Secure World Through International Education Strategic Planning: Two Models Diana K. Davies Vice Provost for International Initiatives Princeton University

2012 Conference Building a Secure World Through International Education Timed to respond to University’s Plan Clear mission, goals, strategies and indicators Centralized Model University of Iowa Strategic Plan Clear organizational lead Timed to respond to University’s Plan Developed by working group, approved by Executive Committee Clear mission, goals, strategies and indicators Advantages: Clear connection to larger campus goals; Efficient and painless process Challenges: IP strategy, not internationalization strategy; Out of sync with broad internationalization assessment

2012 Conference Building a Secure World Through International Education No University strategic plan, loose mission: “… in the service of all nations” Clear on what will NOT be done, less clear on what WILL be done Decentralized Model Princeton in the World, No clear organizational lead No University strategic plan, loose mission: “… in the service of all nations” Developed by all-faculty advisory committee, separate from OIP Clear on what will NOT be done, less clear on what WILL be done Advantages: Campus-wide, no “ownership” issues, allows flexibility Challenges: Hard to get started, can lead to confusion over who does what

2012 Conference Building a Secure World Through International Education Office of International Affairs Open Mind, Open World

2012 Conference Building a Secure World Through International Education UK Strategic Plan for Internationalization Process, Precipitated by a crisis ACE Laboratory, Honor your institutional culture Decentralized Faculty vs Administration Dean-centric Finalization of Strategic Plan – external input

2012 Conference Building a Secure World Through International Education Alignment with campus-wide planning Content Style

2012 Conference Building a Secure World Through International Education Alignment with campus-wide planning Content Style

2012 Conference Building a Secure World Through International Education Keep the Strategic Plan Alive! Annual “At-a-glance” Plans Annual reports, goals for coming year, performance reports… Every new initiative starts with link back to Strategic Plan

2012 Conference Building a Secure World Through International Education Planning never ends… Change in leadership at the top Change in external environment Mid-course adjustments

Strategic Planning for Internationalization A.I.E.A. Annual Conference February 21, 2012 International Planning at Case Western Reserve University

February 21, 2012 Why enter a Strategic Planning Process? Establish internationalization as a goal throughout the University Community Engage stakeholders in process of campus internationalization Determine who might be against internationalization and engage them Come to consensus on specific goals/programs Reach out to alumni, funders and the broader community Create a Plan for Internationalization on Campus CAUTION: MAKE SURE PLAN WILL BE ADOPTED

Steps in the CWRU Strategic Planning Process February 21, 2012 January, 2010Engage American Council on Education (ACE); introductory workshop with President and Provost; initial meeting of International Planning Committee (IPC) Spring, 2010Continuing meetings of IPC; Working Groups begin meeting May, 2010IPC endorses initial structure for Office of International Affairs Fall, 2010Launch Website; Campus Forums; continuing meetings of IPC and Working Groups December, 2010Draft reports from Working Groups Spring, 2011Continuing meetings of IPC and Working Groups; Retreat; Final reports from Working Groups; Draft Plan of Internationalization approved by IPC Fall, 2011Continued Review of Draft Plan by faculty and campus community; opening of Center for International Affairs, endorsement by Faculty Senate January, 2012Approval of plan by IPC; presentation to Provost, with reception

February 21, 2012 What were the most important findings of the Plan? Terrific amount of international work taking place International processes and policies need to be strengthened International work needs to be organized to allow better functioning and outcomes – Creation of the Center for International Affairs Metrics are required to move to the next level of international activity Raising funds is an important component of a successful program Work needs to continue—graduate and professional schools, research and broader strategy Continuous outreach and consensus building is the only way to have an ongoing, positive impact on campus

February 21, 2012 Thank You.