Partnerships – making partnerships work – the benefits to educational institutions

Joanne Wallace – Head of International Collaboration and Partnerships Bradford College

Dr Nguyen Tuan Anh – Vice Rector – International Affairs

- Nguyen Tat Thanh College

Introduction to Bradford College

Bradford College - mixed economy college offering FE and HE

•• 23,000 students

•• Around 700 international students (some FE but mostly HE)

•• HE - Edexcel HNDs, Foundation degrees and Bachelor degrees, Postgraduate Masters

•• Main areas are Business, Computing, Law, Engineering, Hospitality, Travel and Tourism

•• Teacher training

•• English Language Centre

•• International Projects and Collaboration

Dedicated international team

Head of International

Head of Region (Middle East)

Head of Region (Africa, Americas

& Caribbean)

Head of Region(South Asia)

Head of Collaboration

Recruitment & Admissions etc.13 staff

Experience international partnerships

Saudi Arabia

Syria SouthAfrica

Pakistan

India Vietnam Sri Lanka

Armenia

Mexico Egypt

Partnerships

Definition:

A relationship of two or more entities conducting business for mutual benefit

•• Mobility •• Bi-lateral •• Consortium – mono •• Consortium – multi-structural •• Government frameworks for reform •• Networks

(based on research undertaken for the British Council by Otravista)

Taxonomy of partnership models

Benefits to the College – why do it?

•• Shared vision of improving global employability skills and opportunities through exploring different practice and embracing new technologies

•• Strengthens links between countries

•• Supports the international strategy of the College

•• Promotion of institution brand internationally

•• Staff (CPD) and student exchange opportunities

•• Internationalising the curriculum

More benefits to the College

•• International collaboration and partnership opportunities, also working with other UK colleges in consortia on larger scale projects

•• Diversity of student body

•• 3rd stream income and growth opportunities (through articulation etc)

•• Employer engagement international opportunities

•• Opportunities to engage with international education ministers etc.

Challenges to the College•• Resources – taking key staff away from their primary duties and funding speculative work

Buy-in from senior management is fundamental

•• Time-scales – very long on some projects (before contracts signed)

•• Expertise – identifying international “champions” across college with diverse skills to be able to work in countryTrack recordExpertise in terms of a clearly defined product/service/USP

•• Identifying the a clear need (interpretation and research)

•• Sourcing funding (investment up front)Competition Consistency of product/service offering (micro factors)

•• Macro factors and changing education landscape

•• Balancing brand- building opportunities with opportunities for direct income

The balancing act – making it work

•• Consistency of product/service offering (micro factors)

•• Consistency of personnel and project management

•• Resourcing

•• Maintaining the commitment and enthusiasm

•• Overloading curriculum areas and individuals

•• Macro factors – outside of scope of project

Good partnerships?

•• What makes a good partnership?

•• How do we find good partners?

Good partners?

•• Personal chemistry! This is a people business.

•• The importance of establishing mutual respect and trust between key personnel.

•• A clear framework for collaboration.

•• Shared vision

•• Enthusiasm

•• Flexibility

•• Generosity

•• Realistic targets

•• Cultural awareness

•• Partnership = shared and equal

•• Shared responsibility

•• Less is more – more partners – more complex to manage

•• Commitment and resources

Finding good partners

•• “Match-makers”, e.g. British Council

•• Consultants/recommendation

•• Exhibitions/conferences

Our partnership and story

Bradford College and Nguyen Tat Thanh College

•• “Twinned” by British Council almost three years ago•• Two weeks “scope” •• Three months to jointly research and write the first joint

project application•• Regular communication•• Commitment from Principal and Rector in MOU

Nguyen Tat Thanh College

•• Multi-disciplinary college in Ho Chi Minh city•• established in 2005•• more than 22,000 students•• provides associate degrees and professional diplomas•• international collaborations:

- TNE: with UK, Singapore, Australia- Staff development: Taiwan- Research: Korea

Successes

•• Two years funding from PMI2 strand of British Council funding

•• Strong support for project from Vietnamese government•• Presentation by Principal, Michele Sutton O.B.E and Dr

Nguyen Tuan Anh at “Going Global Conference” in London, March 2009

•• Staff mobilities and development to UK and Vietnam•• The first vocational programme to train Ophthalmic

Technicians in Vietnam – applied for government licence

Challenges

•• Time

•• Resource

•• Scheduling

Questions and over to you

?

Creative thinking – breaking out of fixed mind sets!

Redwood mills is a manufacturer of paper. A principal product of theirs is a three-hole punch note book for schools.

A by-product of making this paper note-book is tonnes and tonnes of punched paper holes. You have been hired to suggest as many uses for these punched pieces of paper as possible.

Be imaginative and practical.

How many uses can we collectively think…..?