Internationalisation at Home John-Andrew Skillen Goethe-Universität Frankfurt am Main

Ablauf und Inhalte: Begrüßung Vorstellungsrunde Ablauf/Inhalte Einführung in das Thema Auswirkungen von IaH (Rolle der Auslandsämter, Curriculare Reformen, neue Strukturen) Beispiele von IaH Ausblick Auswertung/Ergebnis- sicherung

Internationalisation at Home Links with IRM Internationalisation is a process. It is central to institutional strategy. It needs to be driven (by policy-makers). It is essentially a change process. Change processes need to be managed. IR Managers are potential change agents.

Internationalising the Institution Responding to external pressures (regulatory, social, economic, technological, competitive). Analysing the environment. Assessing your strengths and weaknesses. Getting started: chickens and eggs. Key actors in the process. The importance of structural reforms. Advocacy, allies and support. Overcoming resistance.

Roles for IR Managers Monitoring the environment. Relaying information internally. Advocating response and change. Proposing concrete measures to “the top”. Gaining top management support. Planning and implementing. Explaining to colleagues. Benchmarking and evaluation.

“How to Tickle the Dragon’s Tail?” Structural Innovation and Internationalisation at a Major German University John-Andrew Skillen J.W. Goethe Universität Frankfurt am Main

Setting The reform factors: Necessity to implement reforms Market factors: students‘ and employers‘ demands National competition, e. g. with Fachhochschulen International competition: necessity to facilitate international mobility, curriculum development, international degrees, credit point systems Effects of the Bologna process since 1999

Actors in the game: Federal Ministry for Science and Education DAAD as a “national change agent” in concert with other institutions like Rectors‘ Conference, AvH, German Research Foundation etc.) Ministries for Higher Education of the Länder Internationally operating enterprises Newly recruited and internationally active teaching staff International Relations Managers

Incentives : Basic decisions to implement the Bologna process Open discussion and competition between institutions Funding for model projects from the Federal Ministry for Science and Education via DAAD Funding for curricular reforms from the Federal Ministry for Science and Education in joint venture with the Länder-Ministries Projects funded by the EU through SOCRATES, ECTS etc.

The Reform-Process at Goethe- University The new vice president takes an intensive interest in the implementation of modularisation and credit point systems A working committee for curricular reform and internationalisation is formed A basic decision on curricular reform is made by the Senate

The Reform-Process 2 The basic features of the reform project at Goethe-University are defined to be: transparency and documentation of curricula through modularisation documentation and validation: credit point systems degree documentation: diploma supplement new degrees (B. A., M. A.) where necessary and feasible

The Reform-Process 3 Development of models for modularisatrion and credit point systems in various disciplines Presentation of models of reform at the “Day of University Teaching” Securing funds in the new joint program “Hochschule-Wissenschaft” Internationalisation and structural reforms become an integrated part of the strategic planning of the University

Results: First steps: ECTS and curricular reforms have been realised in two departments Modules in the basic curriculum are being tested in the Department of Social Science Preparation for the implementation of modules and credit point systems are going on in Teacher Training and Cultural Anthropology

But other important objectives have been met: A broad discussion of internationalisation and curricular reform has started A deeper awareness of the necessity to meet international standards has been formed with the faculty, leaders and administration of the university Basic decisions have been made by the senate and by departmental councils Internationalisation is an integrated part of the strategic planning of the University

Checklist 1  The “political climate” has to be tuned towards reform and internationalisation, at the institution as well as in the surrounding society  Make a clear definiton of the range of changes to be implemented (only courses in English or full curricular reform?) and the role you can play in the procedure (counsellor or “the guy who has to do all the work”?)  Look at your existing workload and think it over again!

Checklist 2  Secure support and active involvement of the President, Vice-Chancellor etc.  Look for partners inside and outside of your institution  Look for important opinion-makers to support the change procedure

Checklist 3  Form a task force of “change agents” from administration, departments and other institutions to discuss, plan and execute models of reform  Don‘t forget that important decisions have to be covered by the consent of governing bodies of the institution  Always bear in mind that your institution is reluctant to change and that it is not your fault if it seems an impossible task!