1. education

The Role of University Administration in
Developing and Implementing an
Internationalisation Strategy
Steve Woodfield, Senior Researcher, Kingston
University, London, UK
iDA – Seminar: “Die Hochschulverwaltung als Motor
der Internationalisierung?“
28. Januar 2011 an der Westfälischen WilhelmsUniversität Münster, Festsaal
What we know so far......
In both Germany and the UK
• Universities have been engaged in a wide range of
international activities for many years
• The University Administration has supported these
activities - particularly mobility and partnerships
• Internationalisation is becoming more strategically
important, and now requires its own strategic focus
• Internationalisation activities are many and varied and
engage all aspects of the University Administration
• It is important that the University Administration is fully
engaged in both strategy development and
implementation
What I plan to discuss today....
• Working concepts
• The UK context for internationalisation
• Lessons from an audit-based approach to
strategy development piloted in the UK
• Issues related to strategy implementation
• Implications for the University Administration
• Some questions for reflection and discussion
• References
Please do ask questions if anything is not clear!
Some Working Concepts....
What is the University Administration?
In the UK the term covers…..
• Non-academic/professional staff (not faculty/researchers)
• Support core activities of Teaching, Research, and
Knowledge Transfer/Service
• Centrally-coordinated departments and units
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Student-facing, generalist, specialist, blended roles
• Senior management structures
• Institutional governance
• Strategic planning
However….
• Universities typically have devolved structures and
administrative activities are replicated at faculty level
What is internationalisation?
Early definition:
"Internationalisation of higher education is the
process of integrating an international/intercultural
dimension into the teaching, research and service
functions of the institution.“ (Knight and de Wit,
1997)
Later broadened to…..
“Internationalization at the national, sector, and
institutional levels is defined as the process of
integrating an international, intercultural, or global
dimension into the purpose, functions or delivery
of postsecondary education” (Knight, 2003)
What is a comprehensive
internationalisation strategy?
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Not simply a range of activities
Clear strategic direction and focus
Requires central coordination & resources
An ongoing planning process including:
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Mission or Vision Statement
Strategy Development
Implementation or Operationalization
Monitoring
Evaluation
Revision
What is the UK context for
internationalisation....?
The UK national context
National Policy Issues
• No national strategy/coordination
• Role of education exports in economic growth
• Increasing competition and volatility in overseas
recruitment – EU, Asia/Middle East, For-Profits
• Partnerships & collaboration –research & teaching quality
Policy Drivers
• International/EU – Bologna/EHEA, Quality Assurance
• National – funding for international partnerships:
teaching, student mobility, research and capacity building
• Other issues - immigration, trade, diplomacy
UK Institutional Responses (1)
• Universities are autonomous and develop their
own international strategies
• Limited accountability or Government direction
• Vary according to institutional mission and resources
• Academic, socio-cultural, financial, knowledge-based
• Increased central co-ordination/management of
international ‘dimension’
• Development of international strategies
• Administrative restructuring
• Benchmarking & measurement – league tables
• Remain based on existing academic activities
UK Institutional Responses (2)
Emerging Activities
• Developing student experience and support
(academic, administrative, social)
• Internationalisation of curricula and teaching
• Development of globally-orientated graduate
attributes
• Market diversification in overseas recruitment
• Focus on collaboration and partnerships
• Strategic investment in new delivery modes
• Links with regional development and employer
engagement agendas
An Audit-Based Approach to
Strategy Development....
Developing Strategy: Audit
Adaptation of the International Quality Review Process
(IQRP) developed by Knight and de Wit (1999)
• Generation of institutional map of international activity
and relevant administrative & academic units
• In-depth institutional research (IR):
– Analysis of management information & policy
documents
– Interviews and focus groups with staff & students
– Themed workshops with staff & students
– On-line staff survey directed at all staff
– Curriculum mapping exercise
• Reference to other universities and the policy context
• Informs strategy, structures, and practice
Developing Strategy: Audit Issues
• Institutional research involves institution-wide systematic
data collection and analysis:
• Institutional self-understanding and wide engagement
• External intelligence and comparisons (i.e. Benchmarking)
• Evidence informed strategy, policy and practice
• Expert researchers experienced in the institutional
context:
• Accessibility of data and participants – legitimacy, support
• Ability to interpret and communicate the findings
• Some issues to consider:
• Lack of external perspectives
• Can be limited by resources and timescales
• Exposing structural problems and organisational politics
Developing Strategy: Participants
• Student Recruitment
• Research & Enterprise
• Teaching & Learning
• Library & Computing
• International Partnerships
• Alumni & Development
• International Office
• Marketing
• Student Support
• Academic Units
• Catering & Accommodation
• Senior Management Team
• Human Resources
• Students’ Union & Societies
• Registry & Quality Assurance • Language Training
• Finance & Planning
Developing Strategy: Audit Themes
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Functions & Processes
Profiles of staff/students
Organisational structures
Leadership & management
Reporting lines
Linkages (internal/external)
Communication
Formal & informal
relationships
• Conceptions of
internationalisation
• Resources & support
• Knowledge Management
• Curriculum development
• Academic development
(teaching & learning)
• Cultural integration (staff &
students)
• Assessment of current
strategy & practice
Perspectives on Strategy and
Implementation....
The Strategic Planning Process
• Outlining the Vision & Rationale(s)
• Financial, Academic, Developmental, Competitive,
Collaborative
• Articulating the conception of internationalisation
• Narrow (focused on a particular international activity)
• Functional (centred mainly around activities)
• Inclusive (cultural, cross-cutting, holistic)
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Identifying priorities and areas of strategic focus
Development of detailed implementation plan(s)
Aligning structures and processes
Establish monitoring and evaluation approach
Development: Setting Priorities(1)
Internationalisation at home and abroad
Students & student experience:
• increasing recruitment of international students
• tailored services & support
• supporting study, work and volunteering overseas
• developing internationalised curricula
• diversifying markets for international students
Staff & staff development:
• recruiting international staff - global vs. regional
• staff exchange
• alternative pedagogies
• cultural sensitivity & awareness
Development: Setting Priorities(2)
Research:
• undertaking internationally-recognized research
• collaborations & institutional consortia
• accessing international research funding
Administrative & professional issues:
• alternative or new accreditation & regulation
• different/varied timetables & delivery arrangements
• appropriate social structures
• sign-posting of functions, services, products, activities
• new incentives & rewards for staff
• specialist knowledge & information resources
Implementation: Defining Structures
• Overall approach:
• Executive
• Co-ordinating
• Matrix
• Statutory committees - governance, academic,
and administrative
• Organisational units
• Job roles and functions
• Line management
• Specialist structures – working groups, boards
and other fora
Implementation: Processes & Systems
• Finance – resource allocation
• Human resources – recruitment, staff
development, reward
• Management – accountability, reporting
• Quality – review, assurance, enhancement
• Organisational change/development
• Communication
• Information sharing and knowledge management
• Dialogue and engagement with strategy
Implementation: Cross-Cutting Issues
Formal and informal structures and processes
People – working practices and relationships
Boundaries, tensions and conflicts
Alignment and coordination - integration
Leadership – at all levels
Authority, power, legitimacy, ownership
Organisational (and management) culture, values
and ethos – symbolism, shared conceptions
• Engagement and inclusivity
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Implementation: Monitoring & Evaluation
Monitoring, formative and summative evaluation
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Senior Management commitment
Defined responsibilities and accountability
Allocation of resources
Appropriate processes & systems
Engagement of all staff and academic units
Agreed milestones
Targets & Key Performance Indicators (KPI)
Reporting and communication
And what does this mean for the
University Administration....?
Role of the University Administration
• More managed institutional environments – growing role and
importance in both strategy development and implementation
• Provides critical professional support services help to achieve
institutional KPIs: HR, Finance, Marketing, Recruitment etc.
• Development of specialist support to core activities: Research
Management, Academic Development, Enterprise
• In complex strategic areas, e.g. internationalisation & student
experience: institution-wide role helps communication &
alignment with other strategic agendas
• Key role in the development and transmission of organisational
culture, ethos and values via systems and processes
• Institutional research, audit and review activities promote
engagement, inclusivity and evidence-based organisational
change
Issues for the University Administration
• It should seek to internationalise its own
structures, processes and systems
• The UA needs to both support and lead the
internationalisation strategy process through
recognising critical points of input
• It should find ways of working across boundaries
and barriers to effective coordination, alignment
of values, structures and the strategic plan
• Remember that internationalisation should
support student experience, knowledge creation
and community engagement
Some Questions for Reflection.....
• Where is your university on the continuum
between international activity and
internationalization?
• How do different parts of the university perceive
the need for, and process for achieving,
internationalization?
• Would an audit-based approach project be
feasible in your institution?
• Are mechanisms in place to enable the
engagement of the University Administration at
all stages of the planning process?
Some Useful References (in English)
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Bartell, M (2003). ‘Internationalization of universities: A university culture-based
framework’ Higher Education, 45 (1), pp. 43-70.
Fielden J (2008). The Practice of Internationalisation: Managing International
Activities in UK Universities. London: UK Higher Education International Unit
Knight J (1999). ‘Internationalisation of Higher Education’ in Programme on
Institutional Management in Higher Education (1999). Quality and
Internationalisation in Higher Education. Paris: OECD.
Knight J (2001). ‘Monitoring the Quality and Progress of Internationalization’.
Journal of Studies in International Education. 5(3): 228-243.
Knight J (2004). ‘Internationalization Remodeled: Definition, Approaches, and
Rationales’. Journal of Studies in International Education, 2004 8(1): 5-31.
Olson CL; Green MA; Hill BA (2003); Building a Strategic Framework for
Comprehensive Internationalization. Washington DC: American Council on
Education.
Middlehurst R and Woodfield S (2007). Responding to the internationalisation
agenda: implications for institutional strategy. York: Higher Education Academy.
Shiel C & McKenzie A (eds.) (2008). The Global University: The Role of Senior
Managers. London: DEA.
Taylor J (2004). ‘Toward a Strategy for Internationalisation: Lessons and Practice
from Four Universities’ Journal of Studies in International Education 8(2) pp. 149171.
Thank you!
Contact details:
Steve Woodfield
Senior Researcher
Vice-Chancellor's Office
Kingston University
River House
53-57 High Street
Kingston upon Thames
KT1 1LQ.
Tel: +44 (0) 20 8417 3032
Email: [email protected]
Twitter: @sjwku