Transcript Document

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 & reconfiguration….
= 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 postsecondary 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
Results
•
•
•
•
Performance
Customers
People
Society
Leadership
Policy & strategy
People
Partnerships &
resources
• Processes
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
• shape of student population
• flexibility of curriculum
• research grant applications
submitted/annum
• proportion of new profs
are women
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
Financial Perspective
• fundraising
• average annual cost of FTE staff member
•commercialisation of research
•administrative operating costs
Internal Business Perspective
• 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 & contract
income by funding source
RGC income per FTE academic
staff member
PhD completion rates
Research Office
Number & increase in invention
disclosures
Total no. of ft academic staff
who are members of
prestigious bodies
Growth in technology transfer
income
University of Manchester
Intellectual Property Ltd (UMIP)
Faculties
Research Office
Planning support office
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 quality
20% - staff student ratio
20% - citations (ESI database) (no.of
citations/staff)
10% - ‘global indicator’ - 5% international staff
& 5% international students
THES World University Rankings
Rank
Name
Peer
Review
Recruiter
review
67
EIT
19
18
Faculty, Citations Overall
student
score
92
3
42.1
69
A'dam
42
20
28
15
41.3
86
Delft
UoT
34
13
37
7
38.0
90=
Leiden 33
21
20
26
37.2
92
EU
R'dam
49
11
38
37.1
22
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