Responding to Internationalisation: Implications for Institutional Research Robin Middlehurst

1. Responding to Internationalisation: Implications for Institutional Research Robin Middlehurst University of Surrey UK & Leadership Foundation

2. Agenda • Globalisation & internationalisation • Europe & internationalisation: Bologna, Lisbon & the ‘modernisation’ agenda • A changing agenda for institutional research • Tools & frameworks for strategy, management & development • Challenges and dilemmas

3. Globalisation & internationalisation…. context for developments in IR

4. Globalisation Key aspects of globalisation (+ ICT) • mobility: people, information, finance... • time: asynchronous, synchronous & ‘compressed’ • competition for ‘knowledge’ & advantage • media & information explosion • interdependence & connections • shifting boundaries: convergence & re- configuration…. = Need for sophisticated ‘knowledge & information management’

5. Internationalisation Internationalisation as response to globalisation? • Competition in research, teaching, knowledge transfer & exchange • Changing patterns of student recruitment + volatility of ‘markets’ • Diversity of providers, provision, needs & demands (no monopoly for traditional providers) • Collaboration & partnerships as defence, advantage • For governments & business - HEIs seen as key to their needs = Multiple purposes & audiences for ‘information’

6. Terminology Internationalisation in HE: “Internationalisation 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 post-secondary education” (Knight, 2003)

7. Europe & ‘internationalisation’...

8. Bologna Drivers • Emergence of European labour market • tension between open labour market & national degree systems) • Lessons from ERASMUS • incompatibilities & relative strengths & weaknesses now clear • Slow-down in expansion of enrolment • competition for students, resources, talent • Reduced attractiveness of Europe • shift to USA + new providers • Pressure on state resources • need for efficiency, accountability (Haug, 2006)

9. Bologna Process & Internationalisation • 1998 - 4 countries; 1999 - 30; 2006 - 45; 2015? • Create coherence, compatibility & enhance attractiveness • Major influence on countries and networks - interest from China, Australia, Latin America • Aids mobility, exchange, collaborative arrangements, comparison between systems • Lusaphone HE Area (ELES) - Portugal, Brazil, Angola, Mozambique, Guinea-Bissau, Cape Verde, Sao Tome & Principe, East Timor, Macao • QA & institutional review, national frameworks of qualifications, recognition & common learning outcomes, mobility of students & staff

10. Lisbon 2000 The EU’s new strategic goal: “to become by 2010 the most competitive & dynamic knowledge-based economy in the world, capable of sustainable growth with more & better jobs and greater social cohesion”

11. Lisbon Strategy - HE strand • Deals with core policy issues: • role of universities in a Europe of knowledge • need to invest more effectively in higher education, research & innovation • management of HEIs and systems as means of increasing relevance & efficiency • need for pro-active measures to enhance the image of European universities in the world and attract best foreign talent to Europe • Bologna reforms are fundamental to success of Lisbon agenda

12. The Modernisation Agenda • 3 main directions for change: • profound curricular renewal, more differentiation in courses, admission criteria & teaching/learning processes (diverse students & need for choice) • better system & institutional management (‘governance’) • higher & more efficient funding through targeted investment in quality, innovation & reforms • New partnership: • Universities responsible for programmes, resources, outcomes • State responsible for orientation of the HE system

13. BFUG - Challenges for the Netherlands • Implementing + developing 3-cycle structure (joint programmes & degrees, internationally attractive ‘top’ M programmes) • Facilitating ‘the knowledge society’ • International profiling • Building an HE system for wide, diverse participation • Reflection on accreditation system - contain procedures & costs

14. A Changing Agenda for IR?

15. IR Implications? Purposes... • Management & governance: planning, efficiency, effectiveness, quality enhancement, innovation • Accountability & evaluation: use of resources, outcomes, contribution, impact • Benchmarking: competitiveness, development • Partnerships: assessment of compatibility, complementarity • Promotion, PR: performance indicators, differentiation, ‘attractiveness’ • Explanation, choice: role of universities + client, sponsor & stakeholder information

16. IR implications? • Input data (basic + benchmarking): • student diversity indicators • teaching costs & income, research costs & income + sources • SSRs, staff data • Process data: • programme, project comparisons • quality & efficiency indicators • student & staff mobility, retention • Output data/outcomes: • graduate profiles, completion rates • economic, social, environmental impact

17. Tools & frameworks for strategy, operations & development

18. Enablers Leadership Policy & strategy People Partnerships & resources Processes Results Performance Customers People Society EFQM

19. Dashboards (US) Financial indicators: • endowment & expenses data • advancement • financial aid figures • fees/tuition data Admissions: • admissions scores • general admissions data • graduate admissions Enrolment: • Enrolment figures • Enrolment figures (special population)

20. Dashboards (US) cont. Faculty: • Faculty- general • Faculty Composition - Special population Student Outcomes: • Graduation rates • Retention rates • Measures of success • Enrolment awards • Graduation rates - special population Student Engagement: • Student body - engagement

21. Dashboards (US) contd. Academic information: • Student/faculty contact • Academic information Physical plant: • Physical plant Satisfaction: • Student satisfaction • Employer/Staff, Other satisfaction • Faculty satisfaction Research: • Research External Ratings: • Peer assessment data

22. Balanced Scorecard Organisational development Financial Perspective • shape of student population • flexibility of curriculum • research grant applications • submitted/annum • proportion of new profs • are women • fundraising • average annual cost of FTE staff member • commercialisation of research • administrative operating costs Internal Business Perspective Stakeholder Perspective • international student headcounts • proportion of students achieving • 1st or 2:1 degree • intake of home/EU students from • ethnic minorities • newspaper analysis: % of column • centimetres positive • number of students per open-access • computing seat • % library stock issued by self-service • total property cost as % of university • total income • room utilisation

23. Faculty Operational Performance Reviews

24. Internationalisation Tools & Frameworks

25. IQRP Process Outline: identify, review, evaluate • Institutional Profile • Internationalisation Strategies & Policies • Organisational support structures • Academic programmes & students • Research & scholarly collaboration • Human Resources Management • Contracts & services - quality of procedures for OCVs

26. Institutional context/profile International strategy/policy Internationalisation Orgstn & mgmt. Structures Planning & evaluation Financial supt & RA Institutional admin. Services Curriculum & T&L O’seas recruitment TNE Study abroad/exchanges Student supt/guidance International partnerships & networks International research/collaboration Consultancy & KT International influence/reputation Recruitment/integration of o’seas staff Providing international opportunities Institutional Audit Tool

27. UG education International travel & education abroad experience Foreign language skills & competency International course participation Participation in international activities on campus Attitudes about internationalisation Institutional Policies Stated institutional commitment Financial commitment Foreign language requirements, offerings International course requirements, offerings Academic programmes abroad Internationally-oriented extracurricular activities Mapping Internationalisation: USA

28. faculty diversity, origin, experience students diversity,policies curriculum content intercultural issues activities student engagement communications languages, projects resources library, mentors delivery partnerships linkages numbers, types recognition accreditation, league tables orientation governors, SMT, goals Internationalisation Index

29. THES World University Rankings 40% - peer review - 3,703 academics from around the world - 30 HEIs top in their field 10% - 736 substantial national/international graduate recruiters 40% - teaching & research quality 20% - staff student ratio 20% - citations (ESI database) (no.of citations/staff) 10% - ‘global indicator’ - 5% international staff & 5% international students

30. THES - World University Rankings

31. 9 management practices: direction leadership environment + values accountability co-ordination & control capabilities motivation external orientation innovation McKinsey: ‘Managing your organization by the evidence’ Accountability, clear direction-setting, strong culture = foundations of high-performing company

32. Challenges & dilemmas • Balancing information, evidence & intelligence • Strategic planning v scenario thinking: analysis + imagination • Transparency is a powerful lever - but be aware of unintended consequences

33. Universities of Tomorrow