Strategies for partnershipsSUZANNE ALEXANDER & GUNILLA CARLECRANTZ

Presentations

• Suzanne Alexander• Gunilla Carlecrantz

• Ulrika Qvist Mathiesen – Administrative moderator

Today’s programme

9.00 Session1 Differentaspectsofpartnershipswithfocusonstrategiesaround partnerships

10.30 Coffee break11.00 Session2 Interactive sessionaccordingtoparticipants'initialinput12.30 Lunch13.30 Session3 Ethical dilemmaswithinexchangeprogrammesandpartnerships

15.00 Endofworkshop

Instructions for Slido.com

• Open Slido.com

• Insert theeventcode:#5332

• Choose:Strategies forpartnerships

• You are readytovote /poll!

• Warm up poll – Are you older than 30?

Yes – No– Don’t know

SESSION 1Differentaspects of partnershipswith focusonstrategies around partnerships

The global context for partnerships in higher education

The global context

https://www.youtube.com/watch?v=RfduW3h1i_8

The global context – key trends

ü Changing global demographicsü Increasing global student mobilityü Higher education as a global marketü Declining public funding for higher educationü Increasing private involvement in higher educationü Student as customerü Development of service provision & technology

developmentü Transnational higher educationü Strategic alliances, partnerships and networks

Evaluating partnerships: institutional objectives and benefits

Main objectives and benefits of partnerships• Internationalisation:

- Diversification of student body- Opportunities for student mobility- Opportunities for staff mobility- Curriculum and programme development- Research collaboration- Access to new networks

• Reputation, profile and positioning• Economic drivers:

- Response to changing structure of international education marketand global student mobility trends

- Access to new initiatives, funding opportunities

How are partnerships changing?

• International partnerships have moved beyond traditional “student mobility” agreements

• Partnerships are becoming more business-like and commercial • Partnerships increasingly are expected to reflect the strategic direction of

the university• Partnerships are more complex• Partnerships are linked to the competitiveness of the institution• Partnerships are considered too important to be left to individuals and are

becoming more centrally-controlled

From “transactional” to “transformational” partnerships

• There is a “continuum of engagement”, moving from “transactional” to “transformational” partnerships

• Transactional partnerships: limited impact on partnersExample: exchange programmes may have a transformative effect on individual students, but low impact on the institution

• Transformative partnerships: both sides are altered by the relationships• Potentially transformative impact of international strategic partnerships at

the departmental, Faculty/College and institutional level • Transformative, strongly-committed, strategic partnerships can play an

important part in the global higher education environment

Some questions to think about

• What is the place of international partnerships, networks or consortia in your international/internationalisation strategy?

• Are these relationships strategic?• Do they increase your institutional competitiveness?

or do they just happen?

Selecting partner institutions

Types of partnerships in your portfolio

Whatshouldwestrivefor?Whatisanoptimalmix?NotONEanswer- insteaddependingon• strategyandobjectives oftheinstitution• type of university• availableresourcesfordevelopingandmanaging(NBqualityassurance!)

• knowledge,skillsandexperience(aboutopportunities,activities,markets,duediligence,etc)

• funding opportunities• legalconstraints• philosophy…”Educationasapublicgood”

Approaches topartnerselection

• Identifyingpartners• Initiateorrespond?• Theimportanceofresearch• Understandingeachother’sexpectations

• Makesureyoudon’tburnbridges…

Approaches topartnerselection

• Generalinstitutionalcompatibilitywithyourinstitution• Compatibilitywiththeinternationalgoalsofyourinstitution

• Fitwithrangeofyourexistingpartnerships• Qualityandintegrityofpotentialpartner• Partnerislocatedinapartoftheworldofinteresttoyourinstitution

• Partnerisinacountrythatisasourceofinternationalstudentsforyourinstitution

• Staffinyourinstitutionalreadyhaveconnectionswiththepotentialpartner

Approaches topartnerselection

• Partnershipwillbeofmutualbenefittoallparticipatinginstitutions

• Partnershipfitsarangeofconstituenciesandinterestsinyourinstitution

• Positivediscussionswithpotentialpartnerhavealreadytakenplace

• Resourcesandstructuresexisttosupportthepartnershipovertime

• Proposedpartnerhasundergoneappropriatereviewsatyourinstitution

Source:SusanBuckSutton

Managing the partnerships portfolio:relationship development and sustainability

Partnership management in the institution

• FUNCTION of international partnerships as part of the university’s core activities

• ORGANISATION for managing international partnerships• STRUCTURES for managing international partnerships• RESOURCES for managing international partnerships• STAFFING for managing international partnerships

Partnerships are for the long term

• Setting up partnerships is time-consuming• Partners need time to get to know each other better• Partnerships have to be proactively managed and worked at• Partnerships inevitably evolve over time: there will be internal and external

changes; for example: leadership, staffing, funding, institutional strategy

Critical success factors in partnership management

• Knowing who is responsible for the relationship at all times, and making arrangements for handovers when necessary (continuity)

• Clear communication channels• Recognising that a partnership is a two-way relationship• Sharing experience and information• Regular monitoring and review (quality assurance)• Managing and meeting expectations• Clarity about financial arrangements (if appropriate)

SESSION 2Interactive sessionaccording toparticipants'initialinput

Instructions for Slido.com

• Open Slido.com

• Insert theeventcode:#5332

• Choose:Strategies forpartnerships

• You are readytovote /poll!

Some shared experience…What makes a partnership “strategic”?

• Breadth of activity and impact• Depth of activity and impact• Institutional commitment (top-level together with administrative support

and resources)• Strong support from academic departments

across the institution• Demonstrable benefits to both/all parties

(these may not be the same benefits ...)• Sustainability

Some more shared experience…Preparing to be strategic

• Where are we now?- Assessment of priorities, capabilities, capacity, strengths- Understanding our institutional “offer”: what makes us an

attractive partner (be realistic, but do not “undersell”!) • Where do we want to be?

- Assessment of what we want from our partnerships, for example:profile in particular countries?for particular academic areas?

- Institutional priorities should influence decisions about partnerships

SESSION 3Ethical dilemmaswithin exchange programmes andpartnerships

The definition of an ethical dilemma..?

“The definition of ethical dilemma is a choice between two

options, both of which will bring a negative result based on

society and personal guidelines.

An example of an ethical dilemma is choosing between hitting

a deer that has run in front of your car or swerving into

oncoming traffic to avoid it.”

Source: Your dictionary

The definition of an ethical dilemma..?

“An ethical dilemma is a complex situation that

often involves an apparent mental conflict between

moral imperatives*, in which to obey one would

result in transgressing another.”

* “A moral imperative is a strongly-felt principle

that compels that person to act.”

Source: Wikipedia

Perspectives on ethical dilemmas

Several perspectives to take into

consideration:

ü the student perspective

ü the staff perspective

ü the university perspective

ü the national perspective

ü more..?

The student & staff perspective• the individual perspective

• personal interest• personal convictions• study / research focus / career• freedom of speech

• the role as an ”ambassador”• representing the university and complying

with university strategy• representing your country and complying

with laws and regulations both in your and the country of your partner

Ethical dilemmas..?

• Steering or guiding documents – do they exist?• Who decides what is ok / not ok?• The same throughout the university?

Examples…• Visits to or from universities under a dictatorial

regime?• The question of Human rights?• Political unrest? Terrorism?• Will our students & staff be safe and secure?

– How do you know where they are? And whoseresponsibility is this?

Ethical issues 1

The University has started negotiations for a collaborative pre-doctoral programme

in a country where the law in regard to gender equality is very different to our own.

Under the terms of the proposed agreement we would undertake to provide visiting

academic staff to train local staff.

However, we have been told that, while the selection of female staff is not

prohibited, there is no appropriate accommodation for them. In addition any female

staff coming to us would need a male chaperone.

What do we do?

Ethical issues 2

Following the Executive order of President Trump to exclude nationals from

specified countries from entering the United States, our University President has

received a letter from one of our campus trade unions which states:

“We would like to explore with you how the University might develop and publicise

protocols that ensures it does not purchase goods and services from companies

linked to xenophobic or anti-intellectual policies of the Trump administration”.

How do we respond?

Ethical issues 3

We want to ensure that our students are well-prepared for their study abroad experience. We

also want them to take ownership of the risk assessment process. After a great deal of

discussion a “travel preparation checklist” has been prepared. One of the questions is as

follows:

Taking into account your personal characteristics (see list below for examples), consider

whether the legal, political and cultural environment of your destination country may negatively

impact on you because of those characteristics. If so, how might you mitigate these risks?

Please note that you are not obligated to tell us of these characteristics on this form, but you

should consider them in the context of your safety and well-being whilst overseas.

Ethical issues 3 cont.

The University seeks to positively advance equality of opportunity for all current and

potential students, staff, and other stakeholders. Unfortunately however, some

characteristics, which are legally protected in the UK, may present individuals and their

families with negative attitudes, discrimination, or even physical harm in some countries.

Here are some examples of the kind of characteristics you should consider in this context:

Gender identity / Race / Religion and belief / Sex / Sexual orientation

Is this a reasonable question for the University to ask?

What action do we take when a student discloses facts which indicate that he or she

could indeed be at significant risk in the intended study abroad destination?

More..?

Please share your examples andhow you ”solved”them.