The ACA Internationalisation Monitor Bernd Wächter & Neil Kemp
Your Vice-Chancellor/Rektor/President/Director announces the university s new international policy is to: Be in the top 200 universities worldwide (you are currently not in the Top 500) Ensure all undergraduates spend a period studying in another country Internationalise our curricula Have two international branch campuses by 2020 Be a globally competitive university Generate revenue from international activities Recruit more (fee paying) international students Recruit more young international researchers (in STEM areas) Encourage faculty & staff exchanges Grow student exchange programmes with US & East Asia Increase publications through research cooperation with top universities Encourage more UK students to study foreign languages
Some quotes from published international strategies of universities to embed internationalisation within the Research and Innovation and Learning and Teaching strategies and not to conceptualise it as a veneer that can be artificially disconnected from our core academic mission... a core element of the University s International Strategy has been to increase on-campus international student numbers.. welcoming the most able students, teachers, and researchers from across the world and celebrating diversity in culture and perspective Promoting partnership with international universities, funding bodies and other private and public organisations Supporting the social, cultural and economic interests of the city and region through the University s international expertise and engagement
Some quotes from published international strategies of universities to raise the University s international profile and to enhance the University's international reputation as aleading research university. Maintain a cosmopolitan, welcoming, harmonious, safe and secure environment for all students, staff and visitors to the University Produce globally focused graduates (Global Citizens) who are rigorous scholars, capable of leadership and professional practice in an international community and who have the best employment opportunities locally and internationally,. competitive edge will be achieved internally via a novel mix of curriculum development including distance and e-learning, student entrepreneurship and volunteering, all designed to broaden understanding and enhance the learning experience and global employability of our students.
Internationalisation Do we need to define? Shared understanding at the highest level is important but much operational diversity Stakeholders will differ drivers will be different
Internationalisation is a good thing -the virtuous circle of benefit Individual and faculty links Research partnerships Recruit research staff + Postdocs Teaching cooperation, TNE Degree enrolments Internationalise curricula + Study Abroad
Internationalisation activities, consider: Internationalisation at home Internationalisation abroad (some will be in both places)
Internationalisation at home might include Attracting international students, both full programmes and exchanges; Internationalising curricula and teaching materials; Providing foreign language programmes; Providing internationally attractive programmes (eg including Masters programmes in English medium) Providing specific country and regional programmes; Recruitment and exchanges of international academic and research staff; Growing joint teaching programmes including for split/joint degrees or other accreditation arrangements; Growing international cooperation in research; Encouraging international activities on campus; Hosting international events and conferences; Promoting international work opportunities for students; Internationalisation of institutional governance and management
Internationalisation abroad might include Encouraging domestic students to study internationally; Supporting work experience placements internationally, including for volunteering and not for profit Strategic institutional partnerships Growing international research links and specialist research centres abroad; Encouraging staff to work internationally: both for teaching and research Consultancy for international projects; TNE - delivery of courses and programmes internationally: Partnership arrangements and their accreditation; Joint and double degree offerings Offshore campuses; International development agenda - capacity building; Branding and promotion of the institution
Beyond the numbers game? What can we measure and what not? International students: Numbers, countries, subjects, levels Student experiences Value added Employability Student journey Research cooperation TNE Impact? But what of softer impact? Are we exploiting synergies bring in the Auditors! (Institutional Audit)? OTSUs
BUT all higher education institutions are different in structure, aspirations, disciplines and student populations. CRUCIALLY What might your university want to achieve through internationalisation? Which aspects and activities? How might they inter-relate? How do you prioritise and who decides? How might you exploit synergies to maximise benefits? The need to address this mix of highly individual institutions led us to the ACA Internationalisation Monitor
ACA Internationalisation Monitor (AIM) The Offer: A service designed to help universities and colleges evaluate and improve delivery of their interntationalisation strategy Specifically: measures the success of your internationalisation efforts against your own aims and targets; light and fast exercise exercise, designed to put no strain on your resources, delivered speedily and cost-effectively; made-to-measure service. The AIM methodology is adapted to meet your needs, and we decide on the approach together; provides recommendations for delivery of your international strategy and related activities; delivered by leading international professional selected to be appropriate for your own institution.
NOTE: If you have yet to formalise your international strategy then we can assist!
Outputs of AIM: Detailed report for you with proposals for action Overview of the changing international operating environment, including competitor activities, and the likely implications for your institution. Internationalisation workshop for you and your colleagues to review the findings, provide feedback and agree actions Follow-up visits to monitor progress of any agreed plan
AIM: the approach Five stages Stage 1: Identification of aims: Review of aims of institution provision of background documentation Brief questionnaire (one page) Stage 2: Start-up visit Preliminary visit to review top level aims and priorities (one day) Interviews with appropriate senior managers Obtain and review relevant documents and data, including financial plans Stage 3: Interviews Interviews with selection of faculty, students and administrators (2 to 3 days) Initial feedback and review of progress
Stage 4: reporting and recommendations Report and recommendations covering aspects of internationalisation that you have prioritised: assessment of your international aims and consistency with other aims; assessment of your international activities (implementation of strategy), their impact and achievements towards reaching strategic priorities; assessment of the adequacy of structures and processes in place to deliver internationalisation; proposals for the further development of your strategy and activities. comments on the international operating environment and comparisons with appropriate competitor institutions conclusions with a clear set of prioritised recommendations Stage 5: internationalisation workshop for all key staff (although suggested as optional it provides a great opportunity to obtain buy-in and feedback)
The consultants ACA team Established international education professionals vetted by ACA for example from UK, Netherlands, Germany, Norway, France, Spain and most European countries Consultants selected according to the specific needs and priorities of the institution under review Operating as a two-person team
What will it cost? Tier One: 8,800 + any taxes that might be liable + travel and accommodation costs ( 9,700 from 1 st May) Tier Two: Tier one plus workshop and additional services identified by the university (eg research cooperation). Price to depend on the nature of the additional services required. Tier Three: Tier one (or Two) plus a series of follow up visits, the number and fee to be agreed according to specific activity needs
How might the ACA non-normative approach relate to other forms of evaluation, monitoring and benchmarking? League tables international and domestic Published approaches spider diagrams i-graduate and the International Student Barometer Others
Your comments and views welcome! What are your international motivations how do you monitor? Normative or non-normative or bench-marked against a peer group? What are the advantages to a light and fast approach?
Thank you for your kind attention. Bernd Wächter & Neil Kemp www.aca-secretariat.be