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Dr Shaun CurtisDirector of International ExeterUniversity of Exeter

Devising your International StrategyUniversities UK17 April 2013

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Internationalisation Strategy+ Research partnerships+ Mobility (staff and students)+ Alumni+ Employability+ Engagement with local community+ Rankings+ Recruitment

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Leadership for Global Challenges 2010

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Full-time, International Fee Numbers: 1995 - 2012

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Home v International Fee Revenue: 2006/7 to 2012/13

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Funding and Internationalisation

+ Exeter’s reliance on direct government income is declining+ Direct government income in 2006/07 = 38%+ By 2015, Exeter’s ‘direct’ income from the state is forecast to be 9.5%+ ‘Earned income’ is assuming ever greater importance

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University of Exeter – ‘State’ income v ‘Earned’ Income

0

50

100

150

200

250

300

350

400

2006/0

7

2007/0

8

2008/0

9

2009/1

0

2010/1

1

2011/1

2

2012/1

3

2013/1

4

2014/1

5

2015/1

6

Earned income £'000

HEFCE grant funding£'000

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University of Exeter – ‘State’ income v ‘Earned’ Income (Proportion)

0.0%

20.0%

40.0%

60.0%

80.0%

100.0%

120.0%

2006/0

7

2007/0

8

2008/0

9

2009/1

0

2010/1

1

2011/1

2

2012/1

3

2013/1

4

2014/1

5

2015/1

6

Earned income %

HEFCE grant funding %

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Funding and Internationalisation+ The increasing importance of earned income from International activities + i) Reinvestment opportunities+ ii) Management attitudes+ Exeter’s Shanghai and Beijing offices as examples of the above

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Leadership for Global Challenges 2010

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Representation in Bangalore

+ Vivienne Fenandoe (Project Manager)+ Varun Ramesh (Project Officer)

+ Focus on: RecruitmentPartnership developmentAlumni supportInternshipsProfile raising

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INTO Exeter: Programme Populations, 2008 to 2013

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International Rankings Performance: 2007 - 2012• QS/THE, 2007 – 2009, THE + QS thereafter

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Principles of funding – e.g. staff mobility

+ Leverage income from outside the International Office+ Avoidance of dependency culture+ Matched funding is vital+ Avoidance of bureaucracy

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Leadership for Global Challenges 2010

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Partnership Engagement

Bangalore Partnerships:

+ National Institute of Advanced Studies+ Indian Institute of Science, Bangalore+ Indian Institute of Management, Bangalore+ National Law School of India University+ Jain University

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Study Abroad Growth: 2006/7 to 2012/13

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Internationalisation beyond the International Office

+ Many more people on campus dealing with Internationalisation+ An International Office is still relevant…..+ …..but greater role in coordination as well as management+ Role of International Director is to “marshal arguments, assemble delivery mechanisms and spend resources wisely across and beyond the university.” + In other words, to spend non-international budgets on internationalisation

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