Responding to Internationalisation: Implications for Institutional Research Robin Middlehurst
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Transcript of Responding to Internationalisation: Implications for Institutional Research Robin Middlehurst
Responding to Internationalisation:
Implications for Institutional Research
Robin Middlehurst
University of Surrey UK &
Leadership Foundation
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
Globalisation & internationalisation….context for developments in IR
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’
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’
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)
Europe & ‘internationalisation’...
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)
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
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”
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
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
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
A Changing Agenda for IR?
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
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
Tools & frameworks for strategy,operations & development
EFQM
Enablers
• Leadership• Policy & strategy• People• Partnerships &
resources• Processes
Results
PerformanceCustomersPeopleSociety
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)
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
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
Balanced Scorecard
Organisational development Financial Perspective
Stakeholder Perspective Internal Business 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
• 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
Faculty Operational Performance Reviews
Research Indicators Data provided by
Research grant & contractincome by funding source
Research Office
RGC income per FTE academicstaff member
Research Office
PhD completion rates Planning support office
Number & increase in inventiondisclosures
University of ManchesterIntellectual Property Ltd (UMIP)
Total no. of ft academic staffwho are members ofprestigious bodies
Faculties
Growth in technology transferincome
Director of Finance
Internationalisation Tools & Frameworks
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
Institutional Audit Tool• 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
Mapping Internationalisation: USA
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
Internationalisation Index• 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
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 quality20% - staff student ratio20% - citations (ESI database) (no.of
citations/staff)10% - ‘global indicator’ - 5% international staff
& 5% international students
THES - World University Rankings
Rank Name PeerReview
Recruiterreview
Faculty,studentscore
Citations Overall
67 EIT 19 18 92 3 42.1
69 A'dam 42 20 28 15 41.3
86 DelftUoT
34 13 37 7 38.0
90= Leiden 33 21 20 26 37.2
92 EUR'dam
22 49 11 38 37.1
McKinsey: ‘Managing your organization by the evidence’
9 management practices:
• direction• leadership• environment +
values• accountability
• co-ordination & control
• capabilities• motivation• external orientation• innovation
Accountability, clear direction-setting, strong culture = foundations of high-performing company
Challenges & dilemmas
• Balancing information, evidence & intelligence
• Strategic planning v scenario thinking: analysis + imagination
• Transparency is a powerful lever - but be aware of unintended consequences
Universities of Tomorrow