www.le.ac.uk
Developing International Projects and Collaborations
Suzanne AlexanderDirector, International OfficeUniversity of Leicester
BUTEX winter workshop, London10 December 2010
Overview and objectives
• To consider institutional objectives for collaborative projects and partnerships and their place in international activity/strategies
• To explore different approaches to successful collaborative project management and organisation
What can collaborative projects and partnerships (CPP) do for us?• Internationalisation:
- Diversification of student body- Opportunities for student mobility- Opportunities for staff mobility- Curriculum and programme development- Potential for research collaboration- Access to new networks
• Reputation, profile and positioning
• Economic drivers:- Changing structure of international education
market and global student mobility trends- Access to new initiatives, funding opportunities
Collaborative activities
Collaborative projects and partnerships may include:
• Student mobility and exchange
• Staff mobility, exchange and development
• Course development eg joint courses, dual degrees
• Course delivery eg articulation, franchising, twinning, distance learning, transnational education (TNE)
• Research collaboration (individual, departmental, institutional)
• Technical co-operation and development projects (capacity-building)
• Other co-operative projects eg summer schools, short courses, student projects, student placements, teaching/language assistants
Models for collaborative working
• Bilateral
• Multilateral
• Formal networks or consortia
• Informal networks (“circle of friends”)
Collaborative projects and partnerships (CPP): myths or reality?
• CPP are a good thing
• CPP are for the long term
• CPP need a clear focus from the beginning
• CPP work best with partners who are “like us”
CPP are a good thing
• Contribution to institutional international strategy and internationalisation objectives
• Opportunities for learning from each other, sharing knowledge and experience
• Benchmarking
BUT we don’t all take advantage of these!
CPP are for the long term
• Setting up CPP is time-consuming
• Partners need time to get to know each other better
• Partnerships inevitably evolve over time: there will be internal and external changes, such as: leadership, staffing, funding, institutional strategy
CPP need a clear focus from the beginning
• Ownership: individual, departmental, institutional?
• Objectives stated - and communicated
• Scope for development
• A sense of realism
CPP work best with partners who are “like us”
• Identifying partners
• Initiate or respond?
• The importance of research
• Understanding each other’s expectations
Group exercise: Villestadt University would like to meet ….The International Partnerships Office at Redbrick University
receives a letter from Villestadt University, which is seeking partners
• How would you react to this approach?
• What are the reasons for your reactions?
• What do you think should be included in a “cold call” approach in order to create a positive impression and encourage it to be taken seriously?
.
Group exercise: Villestadt University would like to meet ….(2)
The International Partnerships Office receives a letter from Villestadt University, which is seeking to work collaboratively with Redbrick University
• Would you react differently to this approach from Villestadt University?
• What are the reasons for your reactions?
CPP: priorities, options and opportunitiesWhat do you (International Office, institution) want
from your international collaborations/partnerships?
• Develop networks/programmes/expertise in particular countries or regions
• Increase:- International students- Students and/or staff mobility- International profile/reputation- International collaboration, exchanges, networks
• Attract funds for collaborative multinational projects
• Provide assistance/expertise in developing countries
Assessing institutional capacity and capability: what kind of partner will you be?• Study programmes offered/academic
strengths and expertise
• Resources/services/facilities
• Experience and track record
• Leadership and commitment
Case example: University link, Pakistan • New University, Government-funded, but
aims to be self-financing
• Multi-faceted relationship, which has evolved over time
• The impact of changing institutional leadership and priorities
An evolving relationship
2007 2008 2009 2010
Sponsored PhDs (staff development)
x x - -
Support for the International Office
- x x x
Student study tours - x - x
Student recruitment (Master’s degrees)
- - x x
Distance Learning centre
? ? - -
Customised staff development courses
- - - x
Important factors in the relationship• Getting to know each other: two-way visits,
building good personal relationships
• Ensuring that there are clear benefits for both parties to the Agreement
• Creative approach to incentives in the Agreement
• Flexibility in responding to changes - every activity will not necessarily succeed or continue
• Continuing commitment to the management and development of the relationship
Strategic approaches to CPP: Leicester’s strategic partnerships project• Develop and implement a framework to
use links and partnerships around the world more strategically, supporting the broader objectives of raising the University’s profile and reputation internationally
• Identify opportunities for further development of existing CPP
• Assess and prioritise opportunities for new CPP
Strategic partnerships project: Intended outcomes and objectives
• Creation of a comprehensive and accessible record of worldwide links
• Identification of key strategic partnerships (“preferred partners”) for future development
• Establishment of guidance and criteria for future partnership selection and/or prioritisation
Group discussion
Thinking about your institution now, and yourobjectives/priorities for CPP:
• What would you put forward as an example of good practice in collaborative project/partnership management from your institution?
• What would you most like to change or improve about the approach to collaborative project/partnership management in your institution?
Critical success factors in managing CPP• Appropriate organisational structure for decision-making
• Knowing who is responsible for the relationship at all times, and making arrangements for handovers when necessary (continuity)
• Clear communication channels
• Recognising that a CPP involves a two-(or more!) way relationship
• Sharing experience and information
• Regular monitoring and review (quality assurance)
• Managing and meeting expectations
• Clarity about financial arrangements (if appropriate)
• Recognising when a CPP is over
Group exercise:Breaking up is hard to do …
Many institutions are taking a more “strategic” approach to collaborative links. Your office receives a letter from one of your long-standing partner institutions about their review of CPPs
• What would be your reaction to such a letter? Is this a good way to try to manage your partnership relationship?
• What other approaches could you take?
• What are your views on the proposed selection criteria for preferred partners?