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Developing International Projects and Collaborations

Developing International Projects and Collaborations. Suzanne Alexander Director, International Office University of Leicester BUTEX winter workshop, London 10 December 2010. Overview and objectives.

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Developing International Projects and Collaborations

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  1. Developing International Projects and Collaborations Suzanne Alexander Director, International OfficeUniversity of Leicester BUTEX winter workshop, London10 December 2010

  2. Overview and objectives • To consider institutional objectives for collaborative projects and partnerships and their place in international activity/strategies • To explore different approaches to successful collaborative project management and organisation

  3. What can collaborative projects and partnerships (CPP) do for us? • Internationalisation:- Diversification of student body- Opportunities for student mobility- Opportunities for staff mobility- Curriculum and programme development- Potential for research collaboration- Access to new networks • Reputation, profile and positioning • Economic drivers:- Changing structure of international education market and global student mobility trends- Access to new initiatives, funding opportunities

  4. Collaborative activities Collaborative projects and partnerships may include: • Student mobility and exchange • Staff mobility, exchange and development • Course development eg joint courses, dual degrees • Course delivery eg articulation, franchising, twinning, distance learning, transnational education (TNE) • Research collaboration (individual, departmental, institutional) • Technical co-operation and development projects (capacity-building) • Other co-operative projects eg summer schools, short courses, student projects, student placements, teaching/language assistants

  5. Models for collaborative working • Bilateral • Multilateral • Formal networks or consortia • Informal networks (“circle of friends”)

  6. Collaborative projects and partnerships (CPP): myths or reality? • CPP are a good thing • CPP are for the long term • CPP need a clear focus from the beginning • CPP work best with partners who are “like us”

  7. CPP are a good thing • Contribution to institutional international strategy and internationalisation objectives • Opportunities for learning from each other, sharing knowledge and experience • Benchmarking BUT we don’t all take advantage of these!

  8. CPP are for the long term • Setting up CPP is time-consuming • Partners need time to get to know each other better • Partnerships inevitably evolve over time: there will be internal and external changes, such as: leadership, staffing, funding, institutional strategy

  9. CPP need a clear focus from the beginning • Ownership: individual, departmental, institutional? • Objectives stated - and communicated • Scope for development • A sense of realism

  10. CPP work best with partners who are “like us” • Identifying partners • Initiate or respond? • The importance of research • Understanding each other’s expectations

  11. Group exercise: Villestadt University would like to meet …. The International Partnerships Office at Redbrick University receives a letter from Villestadt University, which is seeking partners • How would you react to this approach? • What are the reasons for your reactions? • What do you think should be included in a “cold call” approach in order to create a positive impression and encourage it to be taken seriously? .

  12. Group exercise: Villestadt University would like to meet ….(2) The International Partnerships Office receives a letter from Villestadt University, which is seeking to work collaboratively with Redbrick University • Would you react differently to this approach from Villestadt University? • What are the reasons for your reactions?

  13. CPP: priorities, options and opportunities What do you (International Office, institution) want from your international collaborations/partnerships? • Develop networks/programmes/expertise in particular countries or regions • Increase:- International students- Students and/or staff mobility- International profile/reputation- International collaboration, exchanges, networks • Attract funds for collaborative multinational projects • Provide assistance/expertise in developing countries

  14. Assessing institutional capacity and capability: what kind of partner will you be? • Study programmes offered/academic strengths and expertise • Resources/services/facilities • Experience and track record • Leadership and commitment

  15. Case example: University link, Pakistan • New University, Government-funded, but aims to be self-financing • Multi-faceted relationship, which has evolved over time • The impact of changing institutional leadership and priorities

  16. An evolving relationship

  17. Important factors in the relationship • Getting to know each other: two-way visits, building good personal relationships • Ensuring that there are clear benefits for both parties to the Agreement • Creative approach to incentives in the Agreement • Flexibility in responding to changes - every activity will not necessarily succeed or continue • Continuing commitment to the management and development of the relationship

  18. Strategic approaches to CPP: Leicester’s strategic partnerships project • Develop and implement a framework to use links and partnerships around the world more strategically, supporting the broader objectives of raising the University’s profile and reputation internationally • Identify opportunities for further development of existing CPP • Assess and prioritise opportunities for new CPP

  19. Strategic partnerships project: Intended outcomes and objectives • Creation of a comprehensive and accessible record of worldwide links • Identification of key strategic partnerships (“preferred partners”) for future development • Establishment of guidance and criteria for future partnership selection and/or prioritisation

  20. Group discussion Thinking about your institution now, and yourobjectives/priorities for CPP: • What would you put forward as an example of good practice in collaborative project/partnership management from your institution? • What would you most like to change or improve about the approach to collaborative project/partnership management in your institution?

  21. Critical success factors in managing CPP • Appropriate organisational structure for decision-making • Knowing who is responsible for the relationship at all times, and making arrangements for handovers when necessary (continuity) • Clear communication channels • Recognising that a CPP involves a two-(or more!) way relationship • Sharing experience and information • Regular monitoring and review (quality assurance) • Managing and meeting expectations • Clarity about financial arrangements (if appropriate) • Recognising when a CPP is over

  22. Group exercise:Breaking up is hard to do … Many institutions are taking a more “strategic” approach to collaborative links. Your office receives a letter from one of your long-standing partner institutions about their review of CPPs • What would be your reaction to such a letter? Is this a good way to try to manage your partnership relationship? • What other approaches could you take? • What are your views on the proposed selection criteria for preferred partners?

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