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