Document I – Educational Partnerships Sub- Committee · PDF file ·...

Document I – Educational Partnerships Sub-Committee 22 May 2014

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REPORT FROM EXECUTIVE BOARD TO COUNCIL

28TH APRIL 2014

UPDATE ON INTERNATIONALISATION STRATEGY

IMPLEMENTATION OVERVIEW

Newcastle University’s Internationalisation Strategy encompasses international developments across the spectrum of staff and student recruitment, teaching and learning, research and engagement. It works to achieve a balance between top down strategic developments and individual interactions and opportunities. In this context our international activities continue to be developed and enhanced as the Internationalisation Strategy matures. The Internationalisation Strategy is inextricably linked to Reputation and Rankings and Going for Growth agendas. This Report gives an overview of our achievements and outlines some opportunities for further development. It shows that our strategic focus on overseas presence and key priority development markets (Malaysia, Singapore, USA, China, Indonesia and Brazil) are now starting to reap significant benefits for the University. INTERNATIONALISATION HIGHLIGHTS 2013/14:

• Strong focus on developing significant international partnerships that will raise our reputation and profile in

North America (Indiana and Boston to date), Brazil (Universidade Federal de Minas Gerais and Pontifica Universidade Catolica de Rio Grande do Sul), India (Indian Institute of Technology Delhi) and renewal of relationship with Nanyang Technological University and Universitas Indonesia.

• Strengthening existing relationships: o Launch of Confucius Institute with Xiamen University and development of beneficial research

collaborations and plans for delivery of programmes on Xiamen campus. o Reinvigorating existing strategic partnership with Monash University, with a focus on top-level research

in areas of neuroscience, ageing and leukaemia. o Our relationship with SIT continues to change and diversify with the delivery of additional programmes

and the development of joint PhD programmes. Agreed at Executive Board to refocus our activities in SIT on research and a Research Strategy for Singapore is being developed.

o We are exploring opportunities for strengthening our joint venture with INTO partnership in London and Malaysia.

• Success in attracting and retaining the best international students, demonstrated by the continued increase in international student numbers from 2749 in 2007/08 to 4248 in 2011/12 to 4878 at December 2013 and through the continued growth in demand to spend a period of study at Newcastle University under programmes such as Science without Borders (Brazil), The Loyola Study Abroad Centre (USA) and Study Abroad and Erasmus Programmes.

• Successful renewal of the Erasmus + Charter (December 2013) and renewed focus on Erasmus Mobility. • Participation in Future Learn Project to deliver two Massive Open Online Courses (MOOCs) • Internationalisation at home, student diversity, International Welcome Week, Brazil Day. The appointment of an

Inclusivity Officer, NUSU, Events such as International Newcastle and the launch of the Xiamen Confucius Institute. Further developments include curriculum development, expansion of exchange opportunities and ensuring an excellent student experience for our students both at Newcastle University and overseas.


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• The Vice Chancellor formed part of a mission to Indonesia and Singapore organised by Universities UK and led by Rt.Hon. David Willetts MP. Minster of State for Universities and Science to raise profile of UK Higher Education and Science and Technology.

GOVERNANCE AND OPERATION The Internationalisation Strategy comprises of three interlinked components. 1. The Internationalisation Strategy, which sets out to:

• Set the broad strategic direction for our internationalisation strategic priorities at home and overseas • Achieve a balance between individual and collective approaches to collaborating internationally. • Stress the importance of our global partnerships. • Reflect and enhance other key university strategies. • Be realistic and achievable.

2. Implementation Plan: A Framework for Delivery, which sets out to give detail to how the process of internationalisation might look in practice through:

• Explicit aims setting out our strategic ambitions • Identification of Institutional, Faculty, School and Individual responsible for delivery • A series of actions and activities which underpin each strategic objective. • A process for developing and managing the University’s international activities through appropriate

governance and management structures, internal procedures and policies. • Progress against each of these objectives and agreed milestones and deadlines for delivery.

3. Internationalisation Key Performance Indicator Document, which sets out stretching targets through which to:

• Measure the effectiveness and impact of the Internationalisation Strategy in alignment with (and supplementary to) the Institutional Strategic Objectives as set out in Vision 2021: A World-class Civic University approved by Council 9th July 2012. (Vision 2021 reviewed and updated 2013).

• Review on an annual basis. Strategic Alignment: We continue to actively explore how the developments and opportunities arising from our international activities are captured and embedded into our institutional plans. The internationalisation elements of the following Institutional Strategies have been reviewed and refreshed:

• The Teaching and Learning and Student Experience Strategy (approved in 2012 and updated in 2013). • The University PR Strategy (approved in 2012 and reviewed in October 2013). • The University Research Strategy (approved July 2009 and Report to Senate Nov 2013). • Faculty Strategic Plans (FMS, SAgE, HaSS).

Policies to support our internationalisation activities have also been enhanced to reflect the growing range and complexity of international work, these include:

• Overseas Assignment Policy (HR) long term and short term • Overseas Travel Policy for Staff and Students (incorporating Risk Register) • Revised Internal Governance of Proposals for new international programmes (Initial Programme Template)

and consideration of MOU. • Enhanced procedure for the consideration of Educational Partnerships.


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Governance and Management: We seek to continuously improve the coordination, governance and management of our internationalisation activities through a process of research, consultation and implementation. Last year we introduced country specific groups such as the Brazil Strategy group, typically lead by Deans. These have been successful and will be expanded into other areas e.g. the recently introduced Indonesia group. A range of International Strategic and Operational Groups are currently in operation, each strategic group is chaired by an Executive level Champion and has membership which incorporates a range of academic and professional support colleagues. This serves to give expert input and academic oversight into our overseas activities, it ensures that activities align with institutional strategic priorities (such as the Growth Agenda) and provides ownership and accountability for our international activities, for example:

• Internationalisation Executive Group (Chair: Deputy Vice Chancellor) • Malaysia Steering Group (Chair: Pro Vice Chancellor for Planning and Resources) • Xiamen Strategic Partnership Board (Chair: Deputy Vice Chancellor) • Xiamen Cross Institutional Working Group (Chair: Deputy Vice Chancellor)

Working Groups and Special Interest Groups:

• Internationalisation Working Group (Chair: Deputy Director Finance and Planning) • Xiamen Theme Leaders Group/Indonesia Working Group/Malaysia Working Group/Singapore Working

Group/Brazil and Lusophone Group.

Input into Internationalisation abroad and at home through liaison with the following relevant University Groups:

• University Learning, Teaching and Student Experience Committee (ULTSEC) Education and Partnerships Sub Committee)

• University Research Committee • Rankings and Reputation Group • University Recruitment and Admissions Group • Financial Monitoring and Budget Scrutiny Group (FMBSG) • Diversifying our Portfolio Group • Continuing Professional Development Management Board

Resourcing Internationalisation:

• The implementation of the Internationalisation Strategy is inevitably set within a rapidly changing and increasingly competitive external environment and is not without difficulties. Issues we face include our institutional capacity and appetite to deliver, achieving a balance between the demands to deliver the highest quality student experience with the necessity to keep abreast of global developments; in addition we must seek to maintain our competitive advantage, as other universities (particularly in Asia) improve and develop their internationalisation profile.

• To date the Internationalisation Strategic Fund has been used to pump-prime strategic initiatives, such as Xiamen, Brazil and the appointment of a dedicated Internationalisation Coordinator to support the development and delivery of this plan and other key initiatives. However once initiatives become more concrete they require alternative sustainable funding mechanisms. There has been some investment in resources to support this enhanced activity. For example there are dedicated resources in Professional Support Services (in International Office, HR, Finance, DARO and Research Office) which incorporate international elements as a core component of their activities. The challenge now is to consolidate this and to ensure that these functions are joined up and


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coherent and are given clear central strategic steer and focus. In addition resourcing of our overseas delivery has been enhanced through secondments overseas and supported through dedicated responsibility (academic Deans).

• However, we have reached capacity to deliver and we need to invest in order to develop student mobility (20%),

Summer Schools (International Experience Programmes), Work Placements, development of Networks, Strategic Partnerships overseas, increased share of overseas research funding, international staff mobility, reinforcement/expansion of overseas delivery, Sponsors, International Professional and Executive Development, (will all require investment) in order to realise our potential and compete in a global market.

Implementation Action Plan: The following Appendix sets out a series of explicit aims and actions aligned with each Strategic Objective for Internationalisation. The Plan identifies the Institutional, Faculty, School and Individual responsible for delivery and sets a timeframe within which each activity will be realised. Professor Ella Ritchie Deputy Vice-Chancellor On behalf of Executive Board 10 April 2014

Appendix: Implementation Framework Document

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Strategic Objective 1: To develop and sustain a number of high quality in-country operations and partnerships to deliver excellence in teaching, training, engagement and research.

Aim Action Responsibility Deadline Progress/Comments To enhance our global reputation for excellence in teaching, training, engagement and research through the following:

Development of our In –country operations Our presence in key strategic markets continues to be enhanced through the launch and development of:

Strategic priorities for the development of in country presence led by the DVC, supported by Faculty PVCs

Ongoing

Branch Campus in Singapore in partnership with the Singapore Institute of Technology. Aligning with SIT as it becomes University

DVC, PVC SAgE and Dean Singapore and Chief Executive NUIS.

Ongoing NUIS Doctoral Training Centre to be established.

Relationship with SIT continues to change. Since being recognised as the 5th public university in Singapore, SIT has had a change of direction, and their main focus is now on introducing fully owned SIT degree programmes and joint programmes with international partners. The deadline for this has been moved to 2016. The LSCM joint degree programme proposal has now been shelved, but discussions regarding a potential joint programme in Food Technology are taking places. Registration is required to enable NUIS to operate in Singapore as a private HEI. The process is more complicated if NUIS proceeds independently, without a partner in Singapore. We are developing the research capacity with funding from Singapore Economic Development Board, Industrial Postgraduate Programmes, and Postgraduate Scholarships from Ministry of Manpower Work Development Agency. Doctoral student numbers in NUIS have continued to grow and funding sources have diversified. NUIS has been engaging with companies such as Wartsila, Nestle, and Lloyd’s Register to secure further EDB-IPP scholarships. Launch of 25 Newcastle University PhD Scholarships with SIT and 5 Polytechnics. Some of the initial 25 NU-POLY scholarships remain and the scheme has been marketed by the Dean (Singapore) and the HAOS at one of the Polys


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where uptake was low. NUIS will be establishing Newcastle University’s first overseas Doctoral Training Centre in Singapore. A scoping exercise of research links between Newcastle and Singaporean institutions has revealed that since 2010 Newcastle researchers, based both in the UK and in Singapore, have jointly published articles with NUS (25), NTU (26), A*STAR Institutes (21) and 14 with other Singaporean institutions or companies. Particularly productive publishing links exist within ageing, haematology, genetic medicine, communications, civil and environmental engineering and nanotechnology. This exercise will contribute to the identification of key research themes to provide a focus for targeting research funds and capacity in Singapore. Student numbers at SIT continue to grow, as at December 2013 are 601 Undergraduate Students. We now have 16 Postgraduate Research Students (8 in year 1 and 8 in year 2). Seven of the NUIS PGRs are full-time. Three are combined candidature. Six are part-time. The majority of the students registering in 2013-14 have been full-time. There have been further discussions with SIT to explore opportunities to develop student exchange and internships to our overseas campuses. It is envisaged that initial activity will be small scale with 2 students per programme). The Singapore Immersion Programme continues to be successful.

Branch Campus in Malaysia

DVC, PVC for Planning and Resources, PVC FMS and Provost and CEO Medicine Malaysia.

Ongoing

Since the inauguration of the NUMed MBBS programme in 2009, and the opening of the permanent Nusajaya campus in 2011, student enrolment has grown from 24 in 2009, to 365 in 2013. Turnover has increased from GBP43k to GBP6.6m. Recruitment for entry in September 2014 is buoyant, with a growth in applications of c.50%. The target intake for MBBS is 140, and for BSc Biomedical Sciences,


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introduced in 2013, is 25. The forecast total enrolment for 2014/15 is 493. Academic year 2013/14 is a milestone year in the development of NUMed. The graduation of the first cohort of 20 Malaysian medical students will be in June 2014, and following the successful completion of 5 years’ of quality assurance inspections, the GMC has confirmed that these students will receive a UK Primary Medical Qualification and be eligible for Provisional Registration as doctors with the Council. In addition, in March, the GMC gave approval for a programme for provisionally registered doctors in Malaysia. Essentially this programme, developed by Newcastle University and the Postgraduate Dean for Health Education North East, and in consultation with the Ministry of Health Malaysia, is based upon the Malaysian Housemanship Training programme. At the end of the proscribed period, and assuming satisfactory completion, the young doctors will be issued with a Certificate of Experience entitling them to Full Registration with the GMC, in parallel to receiving full registration with the Malaysian Medical Council. This is the first such overseas programme for provisionally registered doctors to be approved by the GMC. With NUMed now established, the challenge for the next period is to consolidate the international campus as a long-term sustainable business. Given the attendant risks associated with limiting Newcastle provision in Malaysia to medicine and biomedical sciences, central to this will be the exploitation of opportunities to expand and diversify the University’s academic provision and income streams at Newcastle’s international campus in Malaysia. With a first enrolment of 18 in January 2014, the Newcastle PG Certificate in Medical Education has been offered initially to NUMed academic staff (for staff development purposes). This programme, offered in distance learning mode, will in time be opened to a wider audience if sufficient market


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demand materialises. Approval has already been given by the Malaysian Qualifications Agency for the introduction of a Foundation Certificate in Biological and Biomedical Sciences. Subject to the registration approval of the Ministry of Education Malaysia, it is planned that this foundation will commence in 2015. NUMed market research has demonstrated already an overwhelming demand for such a programme. Plans for further diversification to include programmes from HASS have received approval in principle from the Ministry of Education Malaysia. Plans for the development and delivery of four pathway programmes in business and humanities continue to be discussed in partnership with INTO. In-sessional Academic English and Bahasa Melayu are being delivered at Newcastle Malaysia. In relation to promoting Newcastle’s biomedical research to a wider audience in Asia, an International Translational Research Conference was hosted by the PVC Medical Sciences at the NUMed campus in March 2014. Delivery of Professional and Executive Development workshops continues in partnership with the Royal College of Physicians and the Ministry of Health Malaysia. Aimed at Malaysian medical education opinion formers sponsored by the Ministry, four workshops have been held to date, with a fifth planned for October 2014.

Establish a Joint Institute Xiamen – Newcastle University College (XNUC).

DVC and PVC HaSS Application to Ministry of Education China for XNUC September 2014. First programmes to be delivered by September 2015.

Successful launch of the strategic partnership with Xiamen and launch of the Confucius Institute 16th and 17th May 2013. Application to Ministry of Education China for the establishment of a non-legal person status joint institute The Xiamen Newcastle University College by September 2014. With delivery of International Business Management


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(IBM) Programme scheduled for September 2015. A second and third programme for delivery at XNUC is being explored. Seven Research Themes have been developed and a number of areas have been identified for collaboration incorporating programme development, joint research, student exchanges, mutual support and cultural collaboration. $1m Seed Corn Fund to pump prime collaborative research activity has been established and first project in Energy has been resourced.

To ensure that resources are available for internationalisation activities and those strategic priorities are scoped and resourced appropriately.

Internationalisation Strategic Fund utilised to pump-prime internationalisation activity, including exploration of development opportunities globally. To support a small number of staff to work to develop internationalisation and research areas of potential. Dedicated internationalisation resources to develop strategic partnerships have been provided (IO) to support internationalisation and to support the development of the Xiamen Strategic Partnership and other developmental initiatives in the Americas and elsewhere (India). In addition, the international research funding post based in RES has begun to explore how we can maximise international funding for research and how we can further develop an environment conducive to international research collaboration. The PVC Research is to dedicate a small fund to incentivise and facilitate international research collaboration to both increase the global visibility of our research and researchers and to target specific international funding opportunities.


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Strategic Objective 2: To promote international collaborations to ensure that our research remains at the forefront of world developments

Aim Action Responsibility Deadline Progress/Comments Ensure that the University’s

research community is fully prepared for accessing Horizon 2020: Framework Programme for Research & Innovation, Europe’s proposed new €80 billion funding programme to run from 2014-2020

Run a series of briefing sessions throughout 2014 for faculties, schools/institutes and groups Academic staff to join/interact with relevant stakeholder groupings/expert groups at European level To take part more in internationally funded projects with top international collaborators. To consider rewards and recognition for promising research and international development. To provide funds for staff to attend international conferences and to host niche conferences at Newcastle.

Research and Enterprise Services

Jan 2014 onwards To foster a culture amongst all research staff to ‘get out more’ to encourage Early Stage Researchers to incorporate elements of international exposure into their development through Summer Seminars, Guest Lectures. For example through MSCA European Fellowships. To promote opportunities for mobility across the institution and develop ‘show and tell’ sessions where PIs and Researchers can share benefits of working with European and International Partners. To consider possibilities for expansion of conferencing facilities which currently inhibit our ability to host world-class international conferences

Academic staff to respond to all relevant consultation exercises to influence content of Horizon 2020

Ongoing The first calls under Horizon 2020 are now open and numerous applications are under development for the first deadlines under the new programme.

Joint Programming Initiatives (JPIs) will be an increasing feature of the European research landscape, where national research funders collaborate to launch joint calls around strategic themes. Joint Programming offers substantial opportunities for participating in

There are 10 (JPIs) all covering subjects of interest to Newcastle (ageing, food and health, water, climate change). Academics to be encouraged to engage with JPIs stakeholder groupings and funding initiatives as appropriate.

EU Office, Research Funding Development Managers for SAgE, HaSS, FMS.

Ongoing Senior academic staff are involved in governance structures of 3 JPIs (Ageing, Climate Change, Food and Health) and Newcastle has been successful in two of the three projects involving UK participant in the Cultural Heritage JPI.


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transnational research initiatives funded from national sources. Investigate new sources of funding for international research collaborations and consolidate knowledge.

To source and develop knowledge and intelligence on national research funding that is open to worldwide participation (e.g. National Institutes of Health, Canadian Social Sciences and Humanities Research Council and Australian Research Council) and international funding sources (e.g. Foundations, agencies and funder/government consortia). To facilitate, incentivise and mobilise the academic community to access these funds

EU Office in the first instance. Heads of URO/JRO

End of Project Date

Assistant International Research Funding Manager in post. Developing country priorities. Identifying funders. Reviewing communications channels – reviewing research funding toolkit and exploring research potential. Developing international Research Fund to pump-prime and incentivise collaborative relationships.

Newton Fund Programme announced by Willetts in early March aligns with our Indonesia Group (Full details not yet available but £75 million will be spent each year from 2014/15 for three years with the possibility of extension to 2018/19. Possibly in Indonesia this will be matched by the Ristek RISET-Pro programme, which provides international research and Professional and Executive Development opportunities for Indonesian scientists.)

A Brazil equivalent will be announced soon. (UK-Chile Newton Fund also recently announced)

Establish and nurture strategic partnerships underpinned by mutually beneficial activity to support the University’s ambitions in respect of research with impact. To promote these partnerships through an action plan designed to support our reputation and other methods to enhance our profile overseas.

Link University Research Office /Joint Research Office to research offices within strategic partners to ensure maximum help and support for academics engaging in collaborative activities and widen participation from other sides. To support the organic development of academic relations individual research innovation and enterprise

DVC/PVC International and PVC Research and Innovation

Ongoing Newcastle is a partner in the 11 institution Anglo- Japanese RENKEI Network. In 2013 Newcastle led the Joint Summer School Initiative held in the UK and Japan. There is a lot of potential to develop research links within this network.


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To work in partnership with

organisations and selected groups on building profile and creating partnerships aligned to strategy, for example the Sterling Group visit to Brazil in 2014. To include the development of key corporate messages on our website to make our strengths more visible and awareness-raising campaigns in key countries To commission research into the benefits of membership of global networks and multilateral agreements

EU Office, Research Funding Development Managers for SAgE, HaSS, FMS EU Office in the first instance. International Office/University Research Office

Ongoing October 2014

Research has been commissioned to explore the benefits of membership of networks such as Universitas 21 and World Universities Network and to explore how we can capitalise more successfully on existing partnerships and multilateral agreements. To explore membership of Best Practice networks and areas such as Science City/Technopol collaborations.

Promote Societal Challenges

Develop research collaborations with appropriate international institutions in areas specifically relating to Ageing, Sustainability and Social Renewal.

Deans of Research. Proposed that we run an international conference every year around a different societal theme. Our Strategic relationship with Monash is centred on Ageing and Health. The recent visit to USA by DVC and PVC HaSS, focused on Social Renewal.

Promote our international collaborations across a broad range of Internationalisation activities

To develop an integrated web presence that promotes a comprehensive range of Internationalisation activities. Including Case Studies

DVC , PVC P&R , supported by Marketing and Communications Directorate

2013 (deadline 2014) Appointment of Senior International Marketing Manager, with responsibility for integrated international marketing activity (online, print, CRM and social media) in support of the University Student Recruitment Strategy. Dedicated International Outlook page on website showing main partnerships. Annual (THE) supplement issued globally features international links.

Recognising the importance of the potential of our alumni to

Underpinned by active Alumni Groups

DVC supported by the Development and Alumni

Ongoing To expand numbers of active alumni branches globally.


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contribute to our reputation as a world-class civic University, to continue to raise our international profile through the development of Alumni Relations in areas of strategic interest

By using a variety of alumni communication methods strategically to raise awareness, and to ensure that alumni are well-informed of key messages to reinforce the University’s global reputation To leverage influence in policy formation and economic and business development through livelong partnerships.

Relations team and the Public Relations Directorate and International Office.

To continually review the quality, format and content of overseas alumni relations events, to ensure that we are making the most of the opportunities afforded by the events to strengthen relations with overseas alumni and harness their support as ambassadors for the University and its activities. DARO and International Office joint appointment in Hong Kong planned that will support student recruitment and alumni relations.


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Strategic Objective 3: To develop a cohort of high-quality partner universities abroad that shares our vision

Aim Action Responsibility Deadline Progress/Comments To enhance our global reputation and standing through the development of a small number of key Strategic partnerships

Strategic partnerships have been developed with: • Monash University,

Australia. • Groningen University,

Netherlands • Xiamen University China • Universitas Indonesia

Institutional level partnerships led by Deputy Vice Chancellor and PVCs and UG and PG Deans.

Ongoing

Significant progress has been made in growing, developing and enhancing a small number of strategic partnerships with like-minded institutions.

Our Strategic partnership with Monash has been refocused solely in the area of Medical Sciences. The focus is now on top-level research in areas such as neuroscience, ageing and leukaemia. Our strategic partnership with Groningen University continues with the three NUBS MSc programmes in: Advanced International Business Management; Advanced International Business Management and Marketing; and, Operations Management. Work is also being undertaken towards the formalisation of an UG exchange programme in Economics where 2nd year students from Newcastle go to take a prescribed list of modules at Groningen. At a University-wide level, NU is one of the European partners in the Groningen-led Erasmus Mundus Action 2 project entitled ‘EU-SATURN: EUropean – South African programme in TUning for Regional Needs in higher education’. Groningen partnership needs more work. Confucius Institute at NU in collaboration with Xiamen University. Two Directors are now in post. Seed Corn funding will generate collaborative research and joint PhDs. Indonesia Steering Group has been established and includes staff with an active interest in


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Indonesia to take forward opportunities for partnership and collaboration and sponsorship.

• INTO Newcastle • INTO London • INTO Malaysia

Institutional level partnership. Joint Venture.

Enter project dates Our JV with INTO is being extended to incorporate a pathway provision hub in Malaysia. First interactions are coming on-stream with INTO USA partner Oregon State University.

• Scoping of North American Market

Deputy Vice Chancellor and PVC Hass.

Autumn 2013.

DVC and PVC HaSS visited in 2013 to follow up potential partnership opportunities with Indiana University, University of Pittsburgh, Carnegie Mellon, Boston College, Boston University and Cornell University. Strategic MOU signed with Indiana. MOU agreed with Boston. DVC is chasing Carnegie Mellon, Cornell and Pittsburgh.

• Build upon the success of Brazilian Science without Borders Programme by developing collaborative partnerships with selective universities and organisation in Brazil and other parts of Latin America.

DVC supported by International Office

March 2014. We are developing a select number of partnerships with Universities in Brazil, The DVC, Head of International Office and Academic Lead for Singapore (and co NU Brazil lead) visit to Brazil in March 2014 led to a number of development opportunities. MOU were signed with PUCRS and in development with UFMG. An MOU was signed with Universidad de Cuenca, Ecuador with potential for bidding to research funding bodies for sponsored Masters and PhD in Education and STEM fields PhDs. Science without Borders (SwB) is a scholarship programme funded by the Brazilian Government. The scheme runs over a 4 year period providing significant funding for the following categories of students: • One- year undergraduate placements (with


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research project or industrial project over the summer).

• Sandwich PhD placements (6-12 months) • Full three-year PhD. The overall target is for 101,000 Brazilian Students to study STEM subjects at universities around the world with 10,000 destined for the UK. To date Newcastle University has received 200 SwB students making it one of the UK’s top receiving destinations. The number of applications for Science without Borders (SwB) continues to rise. At March 2014, 237 applications had been received for September 2014 intake. Student numbers are being capped and offers are being made only to applicants who have NU as their first choice (currently standing at 84 students). A modest increase in numbers can be achieved as new accommodation comes on line and placement opportunities develop. Additional resource to support the SwB programme is being provided. Building on the success of this programme we are exploring opportunities for attracting sponsored students through similar government funding initiatives in several Latin America countries. Funding schemes have been explored in the Dominican Republic, Panama and Ecuador. Most sponsor STEM subjects at Masters and PhD level. MOUs are being progressed which open access to both direct applicants and via institutions looking for staff training.


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Strategic Objective 4: To recruit and retain strong and diverse cohorts of high-quality international staff and students.

Aim Action Responsibility Deadline Progress/Comments To recruit and retain high

quality staff.

To plan and implement a top talent campaign to raise profile and provide a more coherent brand approach. Retain the European Commission’s ‘HR Excellence in Research’ award.

Executive Director of HR and Director of PR. Executive Director of HR and PVC R&I.

May/June 2014

Branding to be further refined in conjunction with corporate affairs team. Re-accreditation successful in December 2012. Four year external review due in December 2014. Retention of the award will become increasingly important in helping secure external funding. ‘More recently, Horizon 2020 frequently references the European Charter and Code for Researchers within its funding calls. This includes the European Research Council and the Marie Slowdowska-Curie Actions where it is stated that organisations should provide an environment for researchers which is based on the European Charter and Code principles.

To raise awareness of Internationalisation and to share best practice by creating a portal for staff with all the information in one place regarding overseas work, key contacts and relationships. To develop a range of training materials, case studies and policies to be housed on University intranet.

DVC. International Operations Working Group

March 2014 May/June 2014

The DVC supported by Internationalisation Manager have held a number of internal meetings with colleagues across the institution to promote awareness of internationalisation activities and gather input and thoughts on internationalisation strategy. International Operations Working Group are collating materials and a series of training sessions have been arranged for delivery across the institution. The need to offer staff the opportunity to take up international secondments and ensure that they are adequately supported has been recognised. The Long Term and Short Term Overseas Assignment Policy have been developed.

http://erc.europa.eu/sites/default/files/document/file/ERC_Work_Programme_2014.pdf

http://ec.europa.eu/research/participants/data/ref/h2020/wp/2014_2015/main/h2020-wp1415-msca_en.pdf

http://ec.europa.eu/research/participants/data/ref/h2020/wp/2014_2015/main/h2020-wp1415-msca_en.pdf


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To grow and maintain our relationships with international sponsors.

Sponsors led business portfolio Strategic use of country specific scholarships in key international markets Africa and Latin America seen as growth areas.

International Office Sponsorship Committee and International Office

February 2014 0.5 FTE appointed to manage sponsor led portfolio sector Material used to promote NU to sponsors is being evaluated by Consultant. Paper on impact of rankings and reputation on sponsorship opportunities

To recruit and retain the highest quality students. A key diversity aim is to have no one country accounting for more than 33% of the International Student population

Setting up of a Student Recruitment Group which will Identify key recruitment markets and set stretching targets for recruitment and maintenance.

PVC T&L and MSR and Faculty Representatives.

The University’s overarching Student Recruitment Strategy was approved in June 2013 and includes clarification of international recruitment priorities, targets and tactics to achieve diversity and quality. Target of 25% of total student population to be international (non-UK) has been achieved and recorded annually as part of the institutional KPIs. Working towards target of 40 countries to be represented by at least 20 students. Student diversity figures (December 2013).show the highest proportion of international students from one country was 30.27%

The appointment of in-country International Officers in Malaysia, India and China, Hong Kong

Strengthened by joint DARO and IO appointment to enhance recruitment and alumni development potential in Hong Kong.

A Recruitment Agent Strategy and Operational Policy

International Office

Recruitment Agency Policy is under development. Monitoring and Review of Agents, revised and ongoing

An action list has been developed and a policy on the selection, recruitment, training and management of agents is being developed around a one year cycle of working with agents. A number of improvements are already in place including the training of agents, monitoring of their performance and streamlining of payments to recruitment agents.

To consider the value of International Experience Programmes developed

Outcome of paper to EB in March 2014. – In Progress


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through a partnership approach as a vehicle for enhancing partnership development and student recruitment potential.

Assess the pilot of the a new e-learning project developed by International Centre for Cultural and Heritage Studies

Dean International Business Development and Student Recruitment HaSS

Sept 2013-2014 Nine-month secondment of Gerard Corsane to ICCHS


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Strategic Objective 5: To develop and maintain international opportunities for staff and students.

Aim Action Responsibility Deadline Progress/Comments To enhance the student experience, skills, cultural diversity and employability through the development of a portfolio of international opportunities for all our students

To extend our portfolio of high quality Student Exchanges and Study Abroad partners around the world To expand the Global Experience Programme portfolio in collaboration with Careers. Continue to develop the Student Emersion Programme (to and from our overseas campus) To commission research into student perception of value of a period of study abroad and explore staff engagement in exchange programmes The Jean Monnet European Centre of Excellence at Newcastle University is one of 15 Centres in the UK that aims to promote a deeper understanding of Europe. The University Wide Language Scheme offers all students the opportunity to study a foreign language for extra credits. Chinese Language and Culture classes are being delivered through the Confucius Institute.

DVC supported International Office, Careers and Research Office. International Office

Ongoing Erasmus Charter 2014 - 2020

Student mobility has significantly risen up from 291 outgoing students last year to 442 in 2014. We have been successful in achieving Renewal of the Erasmus Charter for Higher Education. Our commitment to student mobility necessitates a significant investment to support students before, during and after a period of mobility. Before: We will ensure that opportunities are well publicised and students make well informed choices. We will carry out mobility only within the framework of prior agreements between institutions. We will commit to share quality criteria in the selection, preparation, reception and integration of mobile participants. Students to be given assistance in practical arrangements, applying for visas, insurance and finding accommodation.

We will ensure equal academic treatment, integration, mentoring and support arrangements and linguistic support. We will prepare learning agreements, transcripts and other acknowledgements and training as required Research has been commissioned into student demand for and perception of a period of study abroad. To look at staff views and university offerings and demand. To look at ways we can encourage non-traditional areas to take part in staff and student exchanges.


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The Loyola University of Maryland Study Abroad Centre at Newcastle University

Development of Loyola University of Maryland Study Abroad Centre

This Centre builds upon 16 years of collaboration. It will be Loyola’s biggest overseas presence. Student numbers continue to increase current numbers are 17 full year students, 27 Semester one only, and 23 Semester two only (67 in total). Plans to recruit non-Loyola students to the Centre are now underway.

Confucius Institute at Newcastle University

Significant investment through the appointment of a Professor of Chinese Studies to lead the development of the Confucius Institute at Newcastle University. Appointment of Director of Confucius Institute (NU/XMU)

INTO Newcastle

Progression of INTO students into Newcastle Programmes is improving year on year and reflects the efforts made to retain good quality students. 5103 students have progressed from INTO Newcastle Centre to Newcastle University since inception in 2007. 1273 students progressed to Newcastle University in 2013. We will continue to explore ways in which we can gain leverage from the extensive INTO recruitment network for example STEM tour in Asia.

To offer an international element into the work of international staff and offer opportunities for development to maximise the potential of existing staff by providing development opportunities in international work.

Participation in a project with Nottingham University on ‘Developing Capacity for Leading International Projects in HE’ Development of a Long Term Assignment (LTA) Policy to facilitate secondment of Newcastle staff to overseas operations. To develop and maintain an employment package which supports the provision of a Newcastle Experience for staff working overseas.

Long Terms Assignment (LTA) Policy Approved July 2009 and revised March 2011 and April 2012. No further review planned for the next year. Options being explored for a global pensions provider to facilitate staff deployment worldwide. Remuneration Committees have been established for Numbed and NUIS. Staff Committee reviews annually all terms and conditions for international operations. New HR Adviser (International) appointed in October 2013 to support international operations


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Expected that academic staff incorporate an international element to their research.

Academic staff will be encouraged to get out and collaborate, deliver guest lectures in the summer vacation period and to raise their international exposure.

To improve our performance in International Outlook league tables for % of international (academic and research) staff.

The PVC Medical Sciences Chairs the Rankings and Reputation Special Interest Group which aligns with the Internationalisation Strategy.

Executive Director of HR VC, DVC, Member of SIG and supported by PR, IO and HR

2012/2013

Several meetings have been held.


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Strategic Objective 6: To attract the highest quality international researchers to Newcastle for research collaborations

Aim Action Responsibility Deadline Progress/Comments

Develop a strategic approach to utilising funding schemes that can be used to bring researchers to Newcastle on a short or long term basis Opportunities to be advertised on the University website.

European Research Council (ERC) Grants to be used where appropriate to bring in high calibre researchers from anywhere in the world. Marie Sklodowska Curie Actions (MSCA) Individual Fellowships (for post-docs)

• European Fellowships (incoming)

• Global Fellowships (Outgoing with mandatory return).

MSCA Research and Innovation Staff Exchange (Research and Innovation Staff Exchange (RISE) with selected international partners UK funders e.g. Royal Academy of Engineering Visiting Professorships

Faculties/schools/institutes and EU office to identify suitable applicants Individual academics to identify suitable individuals Individual academics to identify suitable partners Research Funding Development Managers

Deadlines 25th March 2014 (ERC Starting Grant) 20th May 2014 (ERC Consolidator Grant) and 21st October 2014, then annually. Deadline 11th September 2014, then annually 24th April 2014, then annually

Newcastle University has currently 13 ERC grants – these prestigious awards do denote international excellence. The intention of MSCA schemes is also to build networks of contacts of researcher and host institution. Newcastle hosted 27 MC fellowships under FP7, where fellows moved country to take up the opportunity. Newcastle was involved in 12 RISE-type projects in FP7 involving numerous international partners.


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PROFESSOR ELLA RITCHIE Deputy Vice Chancellor LESLEY JACKSON Internationalisation Manager 3 April 2014

Capitalise fully on stays by visiting researchers wherever appropriate

By meeting EU Office and relevant RFDMs to examine funding opportunities for future collaboration and ensuring that visiting researchers are given the opportunity to network with Newcastle University staff as appropriate.

EU Office/RFDMs/Heads of Units

Ongoing This probably does not happen as systematically as it should.

Attract the rising stars of research and develop the infrastructure and support facilities and support and promote the highest calibre research.

A plan to attract and retain top academic talent has been implemented.

Commitment to Early Careers Researchers.

Ongoing commitment to the training, development, management and dissemination of best practice in support of early careers researchers.

PVC Research and Innovation, HR and Staff Development Unit and PI’s.

Ongoing Concordat Implementation Plan reviewed every two years. Deadline for review September 2014.

In September 2010 NU was one of the first Universities in the UK and Europe to be awarded the HR Excellence in Research award for our successes in the implementation of the national Concordat to Support the Career Development of Researchers, and the European Charter for Researchers and Code of Conduct for their Recruitment. Through the actions identified in our latest implementation plan we are working towards continuously improving the support we offer both to our research staff and to our principal investigators with HR management responsibilities. http://www.ncl.ac.uk/hr/assets/documents/concordat-implementation-plan_hc.pdf

Document I – Educational Partnerships Sub- Committee · PDF file ·...

Documents

Transcript of Document I – Educational Partnerships Sub- Committee · PDF file ·...