DRAFT UNIVERSITY INTERNATIONALISATION STRATEGY

Transcription

1 DRAFT UNIVERSITY INTERNATIONALISATION STRATEGY The draft of the Internationalisation Strategy has been considered by Executive Board, Council, Senate, University Research Council and Internationalisation Executive Group. The document covers the vision, strategic principles, key aims and objectives. Once the principles, aims and objectives have been agreed we will develop an implementation plan and the governance arrangements. There have been two meetings of a Special Interest Group (Ella Ritchie, Bob Hull, Mark I Anson, Paul Walker, Richard Dale, John Terry, Douglas Robertson) who have inputted their views. I am grateful to the members for their valuable input. The draft strategy is now undergoing a consultation period and is being circulated to University Teaching Learning and Student Experience Committee, Heads of Unit Forum, the Faculties Steering Groups and Faculty Executive Boards, before returning to Council for final approval on the 28 th May Professor Ella Ritchie, Deputy Vice-Chancellor On behalf of Executive Board 16 April

2 INTERNATIONALISATION STRATEGY 1. Internationalisation Strategic Vision To advance and consolidate Newcastle s position as a world-class civic university with a strong academic reputation and a commitment to excellence with a purpose. To achieve this vision, we will develop a shared sense of purpose and common goals to: Continue to build a strong international reputation Be active internationally in order to grow Strengthen the University through cultural diversity The purpose of the strategy is to articulate Newcastle University s international vision and to integrate an international, intercultural, and global dimension into the goals, teaching, research and professional service functions of the university. It acknowledges that not all Schools and Institutes are at the same level of international maturity but gives common purpose to our internationalisation activities. Our strategy, summarised in Vision 2021, is divided into two key areas: internationalisation abroad and internationalisation at home. It includes a series of long term actions and objectives, but it must be stressed that internationalisation is a process that will evolve over time and this strategy will gain focus as it matures. The Internationalisation Strategy will be subject to annual monitoring and review. We have six core objectives: Internationalisation abroad: Develop and sustain a number of high quality offshore operations and partnerships to deliver excellence in teaching, training, engagement and research. Promote international collaborations to ensure that our research remains at the forefront of world developments. Develop a cohort of high-quality Partner Universities abroad that share our vision. Internationalisation at home: Recruit and retain strong and diverse cohorts of high-quality international staff and students. Develop and maintain international opportunities for staff and students. Attract high quality international researchers to Newcastle for research 2

3 collaborations. 2. Context 2.1 External Environment A starting point for the development of this strategy was a consideration of the rapidly-changing external environment within which we operate. An understanding of the economic, social and political context has helped us to formulate a strategy which will be responsive to the forces of globalisation and demographic change. We must position ourselves to influence policy and, where appropriate, take full advantage of initiatives. To this end, it will be essential to to work more effectively with our network of alumni as advocates of Newcastle University, and to collaborate with partners for mutual gain and to achieve greater recognition cross nationally of our work to address global challenges. Here the strength of the University s approach to societal challenges will be significant. Global demand for higher education is likely to outstrip capacity in the next 20 years. Economic changes in new and evolving economies with a young demographic will lead to a burgeoning demand for higher education from the emerging middle classes. The transition to knowledge-based economies across the world will also significantly increase research activity. This growth in demand provides new markets for direct international recruitment, but also creates opportunities for the University to benefit in other ways. For example, the increased demand will be partially met by increased domestic provision and current evidence is that, in order to stimulate this provision, many countries are seeking international partners for training and research. New markets also create new competition.current international competitors for student recruitment are mainly from Australia and North America but there is a new challenge from a growing number of Asian, continental and Nordic European universities delivering programmes in English. We will also see a growth of new regional hubs especially in South East Asia and a growing number of private and corporate providers. As higher education systems develop there will be a high demand for capacity raising support (doctoral training, post doctoral training, initial lecturer training and governance and leadership training) and the University is particularly strong in these areas. It is important that we position ourselves as a leading provider. As a consequence of global change, the future number of international students likely to come to study in the UK is unclear. However the HESA data reveals that there were a total of 454,980 non-uk domiciled students in UK HE institutions in This represents an increase of 9.5 per cent on the previous year and a growth of 51 per cent since British Council Top level analysis of HESA data notes the number of non-eu domiciled students stands at 308,710 (growth of 11.1 per cent on 08/09). 3

4 We need to remain flexible, be alert to new opportunities, conduct market research and horizon scanning, and have a measured extension of the delivery of Newcastle programmes offshore and explore alternative ways of delivery (e.g. distance and mixed learning). We also need to ensure that our programmes are fit for purpose. Research has long been highly internationalised and Newcastle currently enjoys many diverse research collaborations around the world. It is important that the University supports staff to develop and grow international research collaborations that are driven by excellence. The main focus of international research collaboration will be with more developed countries but opportunities for high quality research collaborations with emerging nations are also growing. The University is well placed to secure grants from international schemes. The University will continue to focus on EU funding in particular and aim to enhance further its excellent track record in securing EU grants 2. We need to support UUK and the Russell Group to lobby government about changes to immigration criteria and other government policies that impact on international staff and students. In this increasingly competitive environment we need to turn up the volume on the University s quality, utility and distinctiveness so that we are a partner and destination of choice in course provision and training and a UK leader in international collaborative research. The Internationalisation Strategy is, therefore, contingent on developing an effective communications and PR strategy. 2.2 Internal Environment It is important to appreciate the extent to which the University is already an international organisation with students from over 120 different countries, staff from over 80 countries and collaborative agreements with over 220 overseas universities and institutions 3. This strategy is intended to develop and promote our strength in diversity and align it more closely with our corporate goals. The Internationalisation Strategy recognises that internationalisation is about the ethos, culture and mindset that permeate the institution and as such activity has to be bottom up as well as top down. Research collaborations, student exchange programmes and commercialisation activities are all dependent on staff successfully working with colleagues in other institutions. The Internationalisation Strategy takes account of this and whilst providing a common purpose and direction it does not aim to constrain the organic development of academic relationships which are essential for creativity, innovation and cutting edge research. 2 Total EU income in 2010/11 was 10.5m with new grants totalling 13.3m 3 These figures include EU. 4

5 2.3 Global standing Our global standing is recognised by the independent ranking of Newcastle University in the top 200 of the world s best universities. Some indicators of these strengths include: We were ranked in 146th equal position on the Times Higher Education World Rankings , which also places Newcastle University as equal 56th in Europe 4. We were ranked 127th in the world in the QS world rankings In the Research Assessment Exercise % of our activity was classified at 4* the highest ranking which recognises that the quality of our research is world-leading in terms of originality, significance and rigour. 44% of our research achieved 3* which recognises that the quality of research is internationally excellent and 34% is internationally recognised. The annual International Student Barometer, which measures international student satisfaction at 270 Universities and Colleges worldwide, has revealed year-on-year growth in international student satisfaction at Newcastle since the surveys began in 2005 with overall satisfaction now standing at 91%, an increase of 15% in just five years. The INTO Newcastle Centre is one of the best performing in the INTO group and in 2011 recorded 93% for learning satisfaction (best in group). The University is in the top 50 world-wide for International Outlook, with some 23% of staff and 22% of students of international origin 5. In 2009/10 we won 13.3m of new awards from the European Union in support of our collaborative research with other EU universities. Research income from the European Union in the same year was 9.9m. These results, which place us mid way in the Russell Group, confirm our strong competitive performance, particularly outside the golden triangle. In keeping with, and in order to enhance, our global position we are developing a series of institutional alliances world-wide in addition to major research partnerships developed at the research group level. 2.4 International Student Recruitment Profile Our international student recruitment level is steadily growing in both absolute and proportional terms. In 2004/05 the number of non-uk students was 3,052, representing 18% of the total student population. This increased to 4,221 in 2009/10, which represents 22% of the total population. 4 There are over 7,000 universities world - wide 5 Taken from Thomson Reuters 2011 Global Institutional Profile Newcastle University

6 In the context of EU student recruitment, the position is less buoyant and for undergraduate recruitment this is likely be challenged further by the introduction of the new fees regime and by the Government White Paper Students at the Heart of the System (June 2011). In 2004/05, 728 EU students represented 4% of the total student population. In 2009/10 we had 895 representing 5% of the total population a modest improvement. There is potential for increasing our share of the postgraduate taught market where the UK has the advantage of offering one year Masters and Research Masters. Competition is intensifying as the OECD market share of international HE declines. We need to ensure that we do not become over-reliant on a single market and there is a need to achieve both a diversity and balance in our student recruitment across a wider range of countries in order to ensure the quality of the student experience and to sustain our recruitment base. 2.5 City of Newcastle upon Tyne The City of Newcastle upon Tyne has a rich industrial and cultural heritage which adds further strength to our international profile. Newcastle has an international reputation for our ship-building, engineering and mining heritage and the North East of England is home to two World Heritage Sites. Newcastle University is located in the heart of a vibrant and popular student city which has been voted the number one city for students by MSN.com. The results reflect the popularity of Newcastle as a place to live and study. Whilst Newcastle is the most northern English University it is easily accessible and has excellent transport links and a large international airport linking us to the rest of the world. We recognise the valuable contribution Newcastle University staff and students make to the social and economic development of the regional economy (both at home and as part of our overseas operations). The Internationalisation Strategy will work in tandem with the Newcastle Engagement Strategy to ensure that impact is appropriately captured and promoted at both a regional, national and international level. 2.6 International Teaching Provision We have a well established and highly successful Joint Venture with INTO which has considerable potential for further development (through international collaborations and via the INTO network). There are currently two key offshore delivery operations - the NUMed Campus (in South Malaysia) and the collaboration with the Singapore Institute of Technology. There is also growing 2+2, CPD and postgraduate provision in other countries. The University has also developed a framework for joint doctorates and collaborative undergraduate programmes. There are a large number of partnerships at school level and there is a need for some consolidation to maximise leverage from these. 6

7 An overview of current Faculty Internationalisation Plans shows that one size does not fit all and each faculty s internationalisation focus is subtly different to reflect individual priorities. Each faculty is working to extend its international delivery, corporate support and partnerships and joint international research, whilst exploring the potential for development of provision at our overseas campuses. With clear enthusiasm for international initiatives in evidence across all three faculties, it is timely that we now seek to achieve greater coherence across the institution. 2.7 Student Experience We have already identified the growth of international opportunities in the form of placements and study abroad as part of our Project This needs to be continually enhanced and used effectively. We are exploring the development of a University-Wide Language Scheme (UWLS) as part of the NCL+ offering which seeks to provide students with a range of (largely) extracurricular opportunities to enhance skills and employability. Our graduates will be working in increasingly international and transnational environments and it is important that our curricula develop cultural awareness and are informed by the international environment, supported by study or work abroad. Our portfolio of student exchange partners includes some of the world s most highly-ranked institutions such as: The University of Illinois at Urbana Champaign, McGill University, University of Groningen, University of Copenhagen, Technische Universität München, National University of Singapore, Hong Kong University, Seoul National University and Kyoto University. 3 Statement of Principles The Internationalisation Strategy and its delivery are underpinned by a set of guiding principles: Our Internationalisation Strategy must embody and enhance our excellence and reputation as a world-class civic university. Our activities must be built on our values and objectives set out in Vision We approach international activities with a respect for cultural sensitivity and with an understanding of the needs of our partners. The principle of respect and dignity applies to all staff and students regardless of their environment, background and culture. We are responsive to opportunities but ensure our decisions are informed through due diligence and a thorough assessment of the potential for reputational risk and financial sustainability. Where we work with partners they must share our strong commitment to high academic standards and underpinned by a commitment to diversity, open-mindedness and ethical considerations. Our International Strategy will allow for the organic development of Individual academic relationships which are essential for creativity, innovation and cutting edge research. 7

8 4 Strategic Aims The Internationalisation Strategy has the following strategic aims: To position Newcastle University as an institution with a strong academic reputation and a commitment to excellence with a purpose. To enhance Newcastle University s teaching, learning and research by promoting the international context within which we operate. To value diversity at home and internationally in order to build a global community and prepare our graduates to work and live in a globalised environment. To incorporate international dimensions into the work of the University and hence strengthen the idea of one university laid out in Vision To value the contribution of our partners and recognise a commitment to long-term partnerships. 5 Strategic Objectives The Strategic Objectives listed in this section reflect both a confirmation of existing objectives and associated activity and the identification of some new priorities and initiatives for long-term delivery. The Strategic objectives are underpinned by a separate Implementation Plan, in which delivery is articulated and set within a realistic time-scale. Whilst existing delivery is generally incorporated within current operational plans, the implementation of new initiatives will depend on the resources available. 5.1 Vision 2021: Internationalisation abroad SO1: Develop and sustain a number of high quality offshore operations and partnerships to deliver excellence in teaching, training, engagement and research Our global presence will be reinforced by a portfolio of strategic international partnerships undertaken at institutional, faculty and school level and by individual collaborations in teaching and research. In our offshore operations we will: ensure that our existing operations in Singapore and Malaysia provide a broadly equivalent student experience to our Newcastle campus with a Newcastle study experience as an option for these students. These operations will meet the organisations legal, fiscal and ethical obligations and achieve the requirements of relevant accrediting bodies. seek to identify and implement a third offshore hub during the next 3-5 years. Initial analysis suggests that this could be based in the US in collaboration with a leading US institution that also has a strong sense of civic mission. This may take the form of a research hub with a strong link to study abroad programs. Alternative options will be explored for 8

9 example in India, China and Latin America or a virtual campus offering. be committed to a high quality research-led teaching environment at all sites which offer Newcastle University degrees; this generally means that we will not support franchising proposals. establish a reputation as a leading provider of capacity raising activities including (doctoral training, post doctoral training, initial lecturer training and governance and leadership training). be responsive to opportunities but ensure our decisions are informed through due diligence and a thorough assessment of the potential for reputational risk seek a broad engagement of Faculties, Schools and Institutes in our overseas activities and ensure that individual academic units are not overstretched. endeavour to conduct research at each of our overseas operations so that we may preserve the essential features of our approach as outlined in Vision2021. ensure that the operation will be financially sustainable in the medium term In the development of partnerships we will ensure that activities and partners are consistent with our core values and objectives. Our societal challenge themes will form a part of our international platform to influence policy, debate and research. build on our existing partnerships and work with them to explore the potential for development of our offshore ventures and international networks. ensure the application of effective quality assurance procedures. choose to work with partners which are financially secure and which share our strong commitment to high academic standards. respect cultural sensitivity and the needs of our partners. In developing our portfolio, we will also: develop stronger relationships with the Students Union to deliver joint activities to enhance our students experience. enhance our reputation as a major player in Europe and aim to hold a reputation as a high quality partner for collaborative research. 9

10 work in partnership with the City of Newcastle upon Tyne and the business community to develop the Confucius Institute which will act as a focal point for community, staff and student engagement. SO2: Promote international collaborations to ensure that our research remains at the forefront of world developments We will prioritise institutional international research collaborations with partners that have a similar or stronger research reputation that lead to a larger publication portfolio with international co-authors. We will seek to develop internal mechanisms that encourage early career researchers to develop an international perspective and international experiences in their work. We will selectively support research capacity building in line with our mission as a civic university whilst not damaging our international research reputation. SO3: Develop a cohort of high-quality Partner Universities abroad that share our vision We will create a small number (five is the provisional target) of high quality strategic alliances based on strategic intent, shared interests and informed choice, for example, through the network of sustainability universities or Societal Challenge themes either at School, Faculty or Institutional level. At an institutional level, we will ensure that our international partners are equivalent or higher standard in terms of academic reputation and practice (as evidenced by recognised international metrics). In the development of Research partnerships we will align with those institutions with which we hold complementary research streams. In addition, we ensure that the development of partners at an institutional level align with the Universities Civic Mission. We will therefore assist the development of higher education internationally by supporting and developing, where appropriate, capacity building initiatives in academic practice, leadership and governance and early stage researcher development. We will evaluate the establishment of a global network of research universities with strong civic goals and aligned ambitions. We will value strong global partnerships in bidding for research awards and ensure that we align to the internationalisation strategies of the UK Research Councils. 10

11 5.2 Vision 2021: Internationalisation at home The University will be strengthened through cultural diversity which will be placed at the heart of the staff and student experience SO4: Recruit and retain strong and diverse cohorts of high quality international staff and students We will seek to achieve a balance and diversity of the student body across the University, resulting in diversified income streams and enhanced student experience. We will achieve this by: developing our market intelligence and recruitment strategy which is flexible and adaptable to new market conditions. We will focus on ~25 priority countries 6, determined on a rolling assessment of existing demand, market potential, historic relations, current links and emerging opportunities. We will maintain an active and up-to-date list of academic collaborations. enhancing and targeting the use of country specific scholarships. developing the relationship between INTO and the University through joint programme provision, joint utilisation of facilities (laboratories). continuing the work carried out under the INTO Orientation Programme and buddy system as students progress from the INTO Centre to the University. We will enhance the internationalisation of our academic staff by recruiting and retaining a diverse cohort of internationally recognised staff who can bring an international perspective and an understanding of cultural diversity acquired through their experience which can be applied to their teaching and research. SO5: Develop and maintain international opportunities for staff and students We will maintain and promote an environment within which international perspectives are incorporated into our research, teaching, engagement and our professional support services. We will offer staff increased opportunities for an international experience that feeds into their research, teaching and administrative best practice. 6 Currently: Azerbaijan, Bahrain, Brazil, Brunei, Canada, China, (Cyprus, France, Germany, Greece), Hong Kong, India, Indonesia, Iran, Iraq, (Ireland), Japan, Kazakhstan, Korea, Kuwait, Libya, (Lithuania), Malaysia, Mauritius, Mexico, Nigeria, Norway, Oman, Qatar, Russia, Saudi Arabia, Singapore, Taiwan, Thailand, Turkey, UAE, USA and Vietnam 11

12 In order to support this, we will: equip our students with the skills, knowledge and aptitude to be the global citizens of tomorrow. encourage our students to study and work overseas and reinforce Newcastle as a civic university. offer a cosmopolitan environment for all Newcastle students which will be underpinned by a portfolio of engagement activity that enriches diversity through, for example: a) development of the Internationalisation@home series of activities and events b) Increased application of course modules with an international focus c) Opportunities for international volunteering d) Collaborating with students from other countries either at Newcastle overseas or in a virtual environment. extend an e-portfolio community of practice to support students taking part in study abroad. work with the Students Union and our INTO partner to promote the integration of international students both in the UK and in our overseas locations. SO6: Attract high quality international researchers to Newcastle for research collaborations We will achieve this by: increasing the use of international visiting academic staff and research attachments at Newcastle. developing our portfolio of joint PhDs developing our research capacity in each of our offshore operations Coordinating research which transcends traditional boundaries and which deliver practical and engaged solutions as part of the Societal Challenge Themes. 5.3 Enabling Objectives Successful achievement of our Strategic Objectives will also depend on a number of key enabling objectives and activities. 12

13 SO7: Develop lifelong partnerships with our international alumni. This will be achieved through harnessing the extensive network of alumni as advocates of Newcastle University to support other strategic objectives. We will optimise the potential of strategic positioning, PR, marketing, student recruitment, fund and friend-raising, and ongoing relationships with prominent alumni and philanthropic supporters. SO8: Influence policy and debate on global issues facing Higher Education, share insights and gather intelligence. We will work in close relationships with governments, policy advisers, advisory boards, trade federations and business partners and our academic partners to advance our interests; this includes working to enhance our alignment with the Bologna Process and The European Higher Education Area and Horizon We will seek to hold positions of influence on international fora to enhance our position as an influential player in the global academic sphere, influence strategic development, policy and research agendas nationally and internationally. We will utilise positions on international accreditation bodies and be mindful of how these positions could benefit the University. 13