Developing International Projects and Collaborations

Suzanne Alexander Director, International Office University of Leicester BUTEX winter workshop, London 10 December 2010 www.le.ac.uk

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

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

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

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

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”

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!

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

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

CPP work best with partners who are “like us” • Identifying partners • Initiate or respond?

• The importance of research • Understanding each other’s expectations

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?

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?

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

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

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

An evolving relationship

Sponsored PhDs (staff development) Support for the International Office Student study tours Student recruitment (Master’s degrees) Distance Learning centre Customised staff development courses ?

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2007

x ?

x x

2008

x x x -

2009

x x x x -

2010

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

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

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

Group discussion

Thinking about your institution now, and your objectives/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?

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

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?