1. OMVÄRLDSANALYS FÖR INTERNATIONELLT SAMARBETE Mirko Varano KTH – Royal Institute of Technology

2. Scope Example on how omvärldsbevakning is applied to internationalization at KTH Terminology Business Intelligence VS External Environment Monitoring

3. Åsa Ankarcrona Avdelningschef Åsa Ankarcrona Avdelningschef Annika Engström Gruppchef (12) Kommunikation Annika Engström Gruppchef (12) Kommunikation Frida Pålsson Gruppchef (8) Student- rekrytering Frida Pålsson Gruppchef (8) Student- rekrytering Åsa Carlsson Gruppchef (18) Internationella relationer Åsa Carlsson Gruppchef (18) Internationella relationer Anna Johansson Gruppchef (4) Evenemang och konferens Anna Johansson Gruppchef (4) Evenemang och konferens Kommunikations- strateg Kjell Carli Internationell strateg Tina Murray (5) Internationell strateg Tina Murray (5) Kommunikation och internationella relationer

4. IS-group’s mission Develop KTH internationalization in the field of education with special focus on fee paying students -Develop and improve KTH capacity to attract and manage fee paying students -Provide strategic support on internationalization policies linked to education to the University Management through analysis and omvärldsbevakning

5. Examples of covered activities Omvärldsbevakning and supprt/management of externally funded projects Development of internal routines Communication International Analysis and development Joint programmes …mainly related to the internationalization of education with a special focus on the recruitment and management of fee paying students.

6. Internationalization objectives, Strategic Plan 2013-16 Number of own students that spend at least one term abroad: 700 (2013:618) Balancing the figures of incoming and outgoing student mobility (2013: 1058 incoming) Number of fee-paying students to be recruited in host 2016: 1000 (2013: 269) Number of recruited freshmen ad advanced level from EU/EES/Schweiz in fall 2016: 700 (2013: 570) Number of international strategic partner universities: 12 (2013: 2 consolidated partnerships)

7. External Environment Monitoring of Internationalization at KTH Why? React promptly to upcoming questions and challenges Enhance the efficiency of the system (not only facts but also processes are monitored) Improve the performance in specific areas Avoid duplications Select relevant and appropriate partners And more….

8. External Environment Monitoring of Internationalization at KTH Process Identification of the Needs Assignment Identification of the relevant sources Collection of information Analysis of the facts and data DeliveranceFollow up

9. Identification of the needs: focus areas Routine monitoring: 1)Rrecruitment of fee-paying students 2) Externally funded programs (national and European) 3) ERASMUS+ monitoring over than a year 4) EU policies 5) Prioritized Regions 6) Major trends and developments Ad hoc assignments For example MOOCS, Management of Joint Programmes, Prioritized Regions and most of the above but on a different level

10. Identification of the needs: geographical areas In principle the whole world but continuosly shifting focus: 1)Prioritized Regions 2)Norden 3)Prioritized EU partners 4)North America 5)EU neighbouring countries 6)Other Industrialized Countires 7)Africa (recently) All of a sudden the whole world with few exceptions is prioritized Pre-analysis (benchmarking and available resources) and request for new input

11. Assignments: WHO? University Management crucial starting point Schools via IAG Communication and International Relations Department IS own initiative Individuals based on personal relations

12. Identification of the sources + Collection of information National: UHR etc (relevant component but not enough) EU policy documents National Agencies (DAAD; NUFFIC, etc.) University Networks (CLUSTER, TIME, Dean’s Forum) International Associations and Organizations (ACA, EAIE, NAFSA, British Council, etc.) Bilateral benchmarking (field visits) Social Media Publications Newsletters Past project results Database of available information (from follow-up project to internal resource)

13. Analysis of facts and data Skimming Double checking with partners (sometimes in a workshop) Ensuring relevance with the objective Rationalization and preparation of reports

14. Deliverance General reports (depending on the nature of the assignment) including a follow-up/action proposal Workshop reports and follow up Estalishment of ad hoc working groups Database on international scholarship schemes

15. Follow-up New workshops Distribution of the outcomes to other relevant actors Specific project proposals Adjusting the outcomes Storing the results and making them available (database)

16. Challenges (1) 1) Getting clear and coherent input on the relevant issues to be covered 2) Changing priorities and complexity of the field 3) Diversity of interests and priorities in a complex system with many actors involved 4) Difficult to create a timeline and stick to it 5) Growing competition doesn’t make it easy to obtain relevant information

17. Challenges (2) 6) Growing number of events: important to get feedback on their quality, select carefully and plan the participation 7) Efficient participation to conferences and events 8) Shift of paradigm over time

18. Final Comments 1)One person assigned full time to this specific task 2)Clear input from the management and schools is crucial 3)Channels to spread the results identified before the process starts 4) Need to be proactive 5)Need to be structured 6)Identify good and complementary partners, create trust, ensure mutual benefit 7)Make best possible use of university networks

19. Example CLUSTER University Management benchmarking exercise

25. Example graduated M.Sc. student cohort during a given academic year divided by the initial student cohort 5 years before

26. Example Specific profile of university X in comparison to the CLUSTER average

27. Thank you! varano@kth.se