Vincenzo Raimo Pro-Vice-Chancellor (Global Engagement) @espressoHE global engagement in an uncertain world Hotcourses international student recruitment forum Vincenzo Raimo Pro-Vice-Chancellor (Global Engagement) @espressoHE 22 November 2017

Global engagement in an uncertain world Context the new reality facing English universities and why international has never been as important as it is today Key components of a successful Global Engagement Strategy Case Study: so what’s the University of Reading doing?

Development Powered by international students

Reducing margins

reducing margins

The good news

International student ‘growth’ 2009/10–2015/16

So what’s changed?

What else has changed? domestic demographics even more volatility domestic demographics disrupters (apprenticeships, on-line) competition (at home and overseas) changing practices of graduate recruiters parents & prospective students questioning RoI

Getting Global Engagement right this time round focus on the product an international curriculum is for home students too get the student experience right ensure domestic students enjoy the benefits employability is important to all students remember diversity look after your alumni you can’t do it all by yourself: partnerships are important take a long-term view, esp. if TNE is part of your strategy understand your costs

Case study

University of reading Vision 2026 Our vision for 2026 is that the University of Reading will be a vibrant, thriving, sustainable, global and broad-based institution, responsive to, stimulated by and informing changes in the world around us. As a result we will be significantly larger in terms of students, global reach and presence, and revenue.

Strategic pillars underpinning systems (making international normal) international student experience internationalising the (domestic) student (curriculum framework – incl. outward mobility) international student growth our global presence research in partnership

Strategy integration aim to fully integrate Global Engagement within Teaching and Learning and Research Strategies by 2020 we will no longer have a separate GE Strategy by 2020

Underpinning systems fully embed internationalisation making sure it’s widely owned in the institution and not the preserve just of a dedicated International Office

Office for Global Engagement Recruitment & Admissions SU All Schools All PAS* Office for Global Engagement (virtual) Language Centre Recruitment & Admissions Student Support Quality Assurance Partnerships & Mobility Marketing Careers Food & Housing Library/ IS Research Support Alumni HR/ Finance

KPIs 2015 to 2020 international student enrolments: off-shore education: percentage of enrolments through pathways: percentage of graduating class to have undertaken international mobility: internationalising the student: introduction of new curriculum framework and internationalisation toolkit international student experience: research partnerships: focussed on international research funding and joint PhD opportunities

University of reading: a portfolio approach recognises the need for diversity in the portfolio of activity and in different market segments takes a long term perspective – or at least that’s the hope encourages and supports flexibility (there is no one model) actively promotes mobility for staff and students sees internationalisation “at home” as core or even normal business

Strategy values/ guiding principles ethical approach (e.g. transparency in work with agents) flexibility/ adaptability/ welcoming diversity value for money & efficiency balancing opportunities and portfolio development partnership (we can’t deliver this by ourselves)

Transnational education

South Africa

HBS South Africa HBS Africa has been operating from Jo’burg for 27 years (the oldest UK branch campus?) managed by University of Reading subsidiary, Henley Business School Ltd over 1100 MBA alumni last year it serviced over 1000 current MBA students and 2600 executive MBA students

HBS South Africa

china

Nuist-reading academy relationship at least 8-years old originally started as an articulation & admission agreement NUIST-Reading Academy opened as a Sino-UK Collaborative Venture in 2015 UoR responsible for: syllabus, capacity development, QA NUIST responsible for: buildings & people (internationally recruited)

Malaysia And let’s not forget, the opening of new campus in Malaysia in just a couple of months.

Reading Malaysia private university (Malaysian Private HEP Act) campus on 12-year lease on EduCity – EduCity infrastructure includes accommodation, sports facilities, etc. other UK universities on site Newcastle (medical) and Southampton (engineering) managed by University of Reading Malaysian subsidiary, RUMAL Reading led by former DVC, Professor Tony Downes

General observations on the UoR Strategy lack of diversity is high risk (China) outward student mobility hurdles still present community (integration) remain world political instability, safety and terrorism need to ensure international pays (for all stakeholders – including the local community!) time  

Vincenzo Raimo Pro-Vice-Chancellor (Global Engagement) @espressoHE global engagement in an uncertain world Hotcourses international student recruitment forum Vincenzo Raimo Pro-Vice-Chancellor (Global Engagement) @espressoHE 22 November 2017