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Building Sustainable International Partnerships David J. Lock Director of International Projects.

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Presentation on theme: "Building Sustainable International Partnerships David J. Lock Director of International Projects."— Presentation transcript:

1 Building Sustainable International Partnerships David J. Lock Director of International Projects

2 2 Agenda The Leadership Foundation and Libya Types of partnerships Key issues in forming sustainable partnerships Leadership Development – leading to sustainable partnerships Questions and comments

3 3 The Leadership Foundation for Higher Education UK and International Projects range from National HE strategy to performance of Institutions and Individuals Scoping studies Programmes Leadership at all levels Student Leadership 32 countries

4 4 LF and Libya March 2012 Tripoli 46 newly-appointed leaders Strategic planning + leadership Ministerial and BC involvement Impressive plans Wish to follow-up

5 5 LF and Libya: March 2012 Tripoli Objectives of the Programme 1.Take stock of the current state of development 2.Obtain a systematic understanding of current and future principal policy agendas and analyse of what participants might need to prepare for this change. 3.Receive inputs on good practice on strategic planning and its implementation, effective team working and other leadership skills as may be helpful for HE development 4.Determine the outline of action plans 5.Consider what future assistance may be provided and what may be the directions of future cooperation between Libyan and UK universities

6 6 Partnerships by Level Level One Level Two Level Three A small number of select, deep partnerships, centrally directed (T+R) Faculty partnerships, both T and R One to one personal links, T and R Based on an article commissioned by the LF from John Fielden

7 7 Partnerships by motive Research focus (possibly in a consortium like WUN). Reputational motive. Teaching focus – Ranging from franchise, validation, collaborative Teaching, joint degree. May have a financial motive (two varieties). Comprehensive. Strategic partnerships as in Level One. Mutual benefit. Not usually a financial motive. Initial motive can lead to others.

8 8 Partnerships by structure Wholly owned operation with commercial partner Wholly owned activity operated with government, academic or financial partners JV with another academic institution usually on their premises Government sponsored institution with academic and management autonomy

9 9 Setting objectives Are they clear? Do the partner(s) have the same objectives? Is there an agreed timeline? Have the criteria for assessing the success of the partnership been agreed?

10 10 Some research partnership objectives A base for mutually beneficial exchanges of staff and students in selected areas. Collaboration in joint research interests with a critical mass of expertise. Capacity building in the partner institution. Diversifying scope of research Sharing facilities Increasing citations Other?

11 11 Selecting the right partner What are the criteria for selection? Size, shared values, reputation, subject mix, location, personal chemistry or contacts? How can we get an objective assessment of the partner (particularly if it is private or commercial)? Do we have the proper tools for a thorough due diligence? Do existing links with the partner work?

12 12 Agreeing roles Is there agreement on who does what in operational terms? Who signs off on these? What does the partner want and expect to get from the arrangement? For how long? How can the partner best help with national regulations, QA and legalities? Is the sharing of costs and income agreed at the outset? Does the partner agree with the management structure for the operations?

13 13 Quality How do we ensure that delivery is of the same standard in both countries? (Ideally the highest) What is the most effective way of organising input from faculty of the other partner and professional support? Should the home university’s ethos and “culture” be exported to the partner’s staff? If so, how? Has the role for the institution’s own internal QA processes been agreed? How will publicity be managed?

14 14 Particular Research issues Does the country/partner have guidelines on research ethics etc.? What is the partner’s position on IPR? Agreement on how joint Research will be conducted and who will benefit from any patents or income generated? Will the host university’s rights be protected? Will the joint research team be able to bid for national research funding?

15 15 Financial implications If upfront investment is needed, has a rigorous business plan been completed? Are the partner’s facilities (academic, sporting, residential) fit for purpose? If not, is there a Plan B? Are the respective shares of tuition income, costs and surpluses/losses agreed? Can funds be repatriated?

16 16 Managing the partnership Who is responsible for the partnership in each institution? Are SMT and central support services involved, if it is Levels One or Two? Is there regular reporting on performance? Who monitors performance? Is the partner part of the process? How does the local governance of the venture relate to the structures of the other country? Is there an exit strategy if things go wrong?

17 17 Roles of a Research/International Office? Authorise all MOUs for signature. Record and monitor operational MOUs. Professional support exploring possible partners - academic due diligence. Professional support developing operational aspects of partnerships – exchanges, QA liaison etc. Review the effectiveness of links.

18 18 Measuring success Were any targets or indicators of success agreed at the start? From whose perspective is success judged – students, staff, government, the partner or UK management? Are these viewpoints compatible? Is there a framework for regular reviews (and follow-up action) with the partner?

19 19 Leadership Development for Building Partnerships Trust and Confidence Understanding of system and institution India and Iraq Range of possibilities Details from

20 20 Questions and Comments

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