1. 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

2. 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?

4. Development Powered by international students

5. Reducing margins

6. reducing margins

7. The good news

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

9. So what’s changed?

10. 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

12. 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

13. Case study

14. 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.

15. 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

16. 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

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

18. Office for Global Engagement Recruitment & AdmissionsSU
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

19. 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

20. 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

21. 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)

22. Transnational education

23. South Africa

24. 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

25. HBS South Africa

26. china

27. 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)

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

29. 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

30. 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

31. 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