Vice-Chancellor’s RoadshowBuilding a sustainable global strategy

Why Global?

• To be a leading institution: positions us on the global stage, delivering globally informed teaching for global employment and research on global problems

• International engagement:

• Attracts high quality students and staff - UK and international

• Enhances student outcomes and staff satisfaction

• Improves research – increases opportunities and quality

• Enhances ability to meet needs of industrial and other stakeholders

• Builds brand - including with Governments and commercial partners

• Evidences our right to reposition ourselves amongst our new benchmark

• Extends our “public good” mission into the international arena

• Better prepares students for the global world of work

• Overseas partners & presence provide global footprint and market intelligence

• “International” delivers half Group revenue and high margins

2008 – our journey begins

• 1700 international students

• 3,000 on TNE programmes

• 80 students outbound

• No overseas offices

• No Academic Partnership Unit

• No Centre for Global Engagement

• No Associate Deans

12 Pillars of a Global University*

• internationalizing strategic planning *

• internationalizing the curriculum*

• eliminating barriers to study abroad*

• requiring foreign language proficiency

• creating international internships*

• internationalizing faculty searches

• incorporating international contributions into faculty reward system*?

• Upgrading [international] reporting relationships*

• [international represented] ….on key councils and committees*

• eliminating barriers to international student recruitment & retention*

• drawing on the expertise and experiences of immigrant communities

• making global partnerships an institutional priority*

International Strategy Pillars• Comprehensively reviewed

in 2013

Extensive evidence gathered Group-wide consultation Students engaged Laid foundation for

International Hubs

• Refreshed in 2017

Supported by external data analysis

Group-wide steering committee

Fit-for-purpose with extensions

1-2-1 Partenerships International research

Macro drivers

• Global population, wealth & innovation will continue to shift eastward, with

Asian countries focusing more on integration within their own region than on links to the West.

• Automation will disrupt labour markets and the demand for skills. Higher

education will have to increase responsiveness to changing industry needs to remain relevant.

• The commodification of HE will also lead to greater consumer scrutiny on employability. This will require universities to develop robust and truly global career services

and industry partnerships.

• Digital will erode the centrality of place in HE, yet this will be slower and –at least initially – less impactful than many expect Market fragmentation and the

high costs of built-to-spec platforms will undermine the cost advantages that consumers expect from digital learning.

• The HE offer will become increasingly stratified across a spectrum of basic to premium learning options. Basic services will be delivered digitally, while premium

services will involve greater personal attention and enhanced post-study services.

More macro drivers

• Study destinations in SE Asia, China and the Middle East will emerge as quality alternatives to traditional study destinations. This will track with a general

pattern of greater economic and cultural integration at the regional level, particularly in East and Southeast Asia.

• European competitors will eat into market shares of “traditional” destinations. Developed European countries will offer an increasing number of English-

language programmes at a fraction of the cost of UK study.

• Greater competition and policy fluctuations in host countries will lead to more volatility in key recruitment markets.

• A large number TNE investments will fail to reach cost recovery, forcing a rethink of risk pricing and tolerance. This will likely encourage broader partnerships that

distribute risk and increase the attractiveness of the offer.

2nd to none• Growth delivered with lowest

cost of acquisition in the sector

• Most profitable part of the Group

• Relentless focus on RoI

• Heavily data-driven

• Supported by network of in-country offices

• Unique model envied and feared in the sector

• Size & success makes us a target:

Staff

Market share

Ways of working

Establishing our global foot print• Operational footprints is

extensive• Shorter and longer term

plans for development• Academic Partners

increasingly significant as a international platform Dubai Singapore Oman HK Ghana Malaysia

Going places …

• Ranked 4th

• Partnerships in robust good health

• Good quality & growing

• Investing in people and infrastructure

• Average fee higher than competitors

• Largest growth of any UK institution:

• CU 1st in France, Oman, Poland, Ghana, and Singapore

• Performing well in top 15 markets including UAE, HK, Malaysia and Sri Lanka

• Room for growth Pakistan, Nigeria, Egypt, Greece, India, Mauritius and Kenya

Enhancement…its what we do

• Unique Centre for Global Engagement delivers and co-ordinates across Group

• 2015/16 transformative for recognition of our activities internally & externally

• Global engagement major attraction factor for UK and overseas recruitment

• HESA confirmation we are No.1 for mobility for 3rd year running:

• 67 countries, 60% to Europe rest to US, China, Hong Kong

• Previously language students dominated but now it is for all

• Disadvantaged students well represented

• Recognition through THE internationalisation shortlisting

• European top university award by EAIE

• Programmes becoming embedded in curriculum

Unique set of activities …..

• Language extended to comprise 11 programmes, including:

• Linguae Mundi offers 28 languages to over 2,000 students and staff, F2F or online:

• Arabic, Bulgarian, Cantonese, Dutch, English, Finnish, French, German, Greek, Hindi, Italian,

Japanese, Korean, Latvian, Lithuanian, Malay, Mandarin, Persian, Polish, Portuguese, Punjabi,

Romanian, Russian, Sign Language, Spanish, Swahili, Swedish, Turkish, Taiwanese, and Urdu.

• Culturae Mundi offer social and cultural experience to almost 5,000

• IMPETUS programme has proved Intercultural Training for almost 1,000

• Online International Learning – involves 25 countries

• Global Leaders Programme

• 2,000 participants this year to hear speakers including leaders from UK and overseas Government,

industry, charitable sector and world of sports talk about leadership in a global context

• Almost 15% of PGR students have had a mobility experience

• Internationalising curriculum almost total

• Newly established Global support portal had over 10,000 visitors

People-centred approaches

‘90% of staff will have a direct international engagement within their role, either through teaching, research, enterprise or service delivery’

• Increasing staff engagement in internationalisation initiatives

• Enhancing infrastructure through integrating & embedding Internationalisation

• Driving academic development around internationalisation

• Intercultural competence programmes involved over 1,000 staff in 2016/17

• Addressing Reward and Recognition Framework

• Team building focus including overseas offices

• Engaging with international partners

• Staff professional development focus of Organizational Development

Research, ranking and reputation• Ambition to be top 400 university, developing partnerships with universities

already at that level

• Institutions interested in our International, Innovation and Organisational Development success

• Our key foci are USA, Australia, China, India, Middle East, Indonesia, and South Africa

• We have developed a sophisticated model Doctoral Training Centre with cotutelle PhD as major method of engagement

• Stellenbosch and Deakin major established partners

• Developing research hubs in China – Jiangsu/Shanghai; Guangdong; Chongqing. Building on models developed

• Pathfinder visits to USA and India