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University Consortia Why, how and with whom? And the CALDO case study ****

University Consortia Why, how and with whom? And the CALDO case study **** Britta Baron, University of Alberta Canada-China Academic Forum, Chengdu August 2012. Definition & History

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University Consortia Why, how and with whom? And the CALDO case study ****

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  1. University Consortia Why, how and with whom?And the CALDO case study **** Britta Baron, University of Alberta Canada-China Academic Forum, Chengdu August 2012

  2. Definition & History A University Consortium is an alliance between two or more universities or between two or more components of a university (faculty, department, individual researchers/professors) which is meant to serve a more or less distinctive purpose relating to teaching/learning, research and/or administration Consortia have been in existence for a long time Since 1990 rapidly growing number of consortia

  3. Forms of Consortia Consortia come as: Domestically or internationally formed alliances Small (2 partners) or large (50+ partners) Open or closed membership Loosely organized, somewhat organized or highly structured in terms of legal foundation, number of staff specifically assigned to consortium, budget, accountability on specific outcomes …or any combination of the above…

  4. Purpose of Consortia Consortia are meant to serve the purpose of: Building channels for cross-border mobility of students and faculty for the sake of exposure to other country/culture/language, e.g. ERASMUS partnerships Strengthening own institutional brand Focusing institution-wide interaction and linkages on a select number of partners for the sake of greater efficiency, accountability and reliability, e.g. WUN, Universitas 21 Opening access to funding Pooling of resources

  5. Pooling of Resources Delivering specific services or building particular projects/programs that one institution could not run by itself …or any combination of the above…

  6. Focus of Consortia Consortia are built around: One shared region One shared discipline or sub-discipline Assumption of similar profile and standing Complimentarily of strength One key feature of central importance, e.g. TU9, Gof8, U15, Coimbra Group

  7. Development of Consortia Call from regional, national or supra-national organizations, such as provincial or national governments, European Union, UNESCO e.g. India-UK consortia, ERASMUS Mundus consortia Bottom-up initiative of like-minded partners Open-ended or with limited life span

  8. Trends Rapidly increasing number Greater diversity of formats, size, purposes etc More and more geared towards strategic purposes that are of key importance to overall institutional agenda Increasing trend to professional management of consortia Combination of purposes within one given consortium Networking of consortia

  9. And now to the case of CALDO, Consortium of University of Alberta, Université Laval, Dalhousie University and University of Ottawa www.caldo.ca

  10. CALDO History • CALDO = Consortium of University of Alberta, Laval University, Dalhousie University and University of Ottawa • Initiated - October 2009 • Agreement signed - August 2010 • First CALDO event in Ottawa on “innovation and internationalization in Australian Universities” - November 2010 • First joint mission of all CALDO members to Chile/Brazil - November 2010 • Executive Director takes up work - December 2010

  11. CALDO Goals • Based on rationale of: • Common academic standards, G13 membership • Regional and linguistic diversity • Overlapping research profiles • Willingness to cooperate – personal contacts • Aiming at: • Collaborating with national partners abroad for graduate mobility and research cooperating • Filling gap in Canada • Seminars workshops or trends and developments in internet higher education research

  12. CALDO International Engagement • Focus on graduate students who receive sponsorship • Recruitment • One-stop shop info/advising • Special mentoring/assistance • Reporting • Network building • Agreements with nationwide organizations • Different strategies in different countries always focusing on graduate mobility and research cooperation

  13. CALDO and Brazil • Original focus on Chile • Building contacts in Brazil in November 2010 • Launch of Science without Borders in summer of 2011 • General agreement with CNPq in September of 2011 • General agreement with CAPES in November 2011, signing in Ottawa in the presence of CAPES President • Work plans for CAPES and CNPq ready by mid December 2011 • Launch of CALDO undergraduate call in March 2012

  14. CALDO and Science without Borders • Operating for all components of Science without Borders • Capacity assessed at 2840 for the consortium over a period of 4 years • Breakdown of capacity by scholarship category: • Undergraduates: 400 • Full PhD: 1200 • Sandwich PhD: 240 • Postdoc: 1000 • Full tuition fees for undergraduates; waiving international differentials for PhD students • = Total: 2840

  15. CALDO Operations • One part-time Executive Director, Dr John Zee at U Laval (coordination of meetings, overview on activities in various sub teams, initial contact for international partners) • Executive Team (AVP or VP International), meets by teleconference or in person every 4 to 6 weeks

  16. CALDO Operations (cont’d) • CALDO One Stop Shop (OSS) at University of Alberta is based on working group of key people for admission in 4 universities • CALDO OSS provides services for: • Calculating overall capacity • Advice on placement opportunities to Brazilian students and researchers • Coordination of student placement • Fee payments • CALDO social media • Collaboration with CBIE regarding allocation of students/researchers to appropriate Canadian universities

  17. CALDO Operations (cont’d) • Working Group Recruitment led by U Laval • Working Group PR/Publications led by U Ottawa • Research agreement with FAPESP and research workshops led by Dalhousie

  18. CALDO Challenges • Under-resourced • Small number of members • Continuity

  19. CALDO Advantages • Contributes to filling the ‘Canada national gap’ • Small number of players with diverse but coherent profiles: research intensive universities • Direct link into faculties and admin units at member universities • Good interaction of all players • Enhanced visibility for member institutions and for Canada

  20. Side Effects and Unintended Consequences • Other CALDO cooperation, e.g. CALDO North • CALDO network as default option for inter-university collaborations • CALDO seen as partner by various organizations inside and outside of Canada, e.g. Group of Eight in Australia, SUNY system • Mutual learning within members • Enhancing infrastructure in member universities, e.g. sponsored student services, advertising vacancies for PhD and Postdoc students • Template for others, e.g. Brazilian consortium of top research universities

  21. Thank you! Britta Baron Vice-Provost & Associate Vice-President (International) britta.baron@ualberta.ca

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