INFRASTRACTURE FOR INTERNATIONALIZATION Dora Longoni, Politecnico - - PowerPoint PPT Presentation

Project number 530315-TEMPUS-1-2012-1-IL-TEMPUS-JPGR

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INFRASTRACTURE FOR INTERNATIONALIZATION

Dora Longoni, Politecnico di Milano, EAIE Board Member

TEMPUS IRIS Workshop, June, 20th 2013, Al Qasemi College, Israel

Infrastructure for a shared process

• Internationalisation as a shared process

– Main actors involved: top management, faculties, students, administration – External stakeholders: the local community, companies and institutions, society at large, national government

• Human resources infrastructure and IT

infrastructure

Human Resources for internationalisation

• Analyse internal level of committment on

internationalization among faculty

– Who is in favour, who is not – Use the first as testimonials, keep them engaged

• Possible support role in the process?

– Listen to opinions of those not in favour, try to bring them

• n board
• Internationalisation to be successful needs a strong

committment by the top management

• But a widespread support from the faculty and

students

Self auditing

• Mapping exercise: which are the administrative
• ffices involved in the internationalisation

process?

– Where are they located? Who they respond to? – Setting up on new office(s) – Reinforcement of exisiting offices

• In the start-up phase -> working groups on

macro-processes coordinated by a project manager

Centralised or decentralised internationalisation management

• According to the profile, size of the institution

– A central internationalisation office – Decentralized internationalisation office

• Only for some activities
• Coordination structure
• Internationalisation can have an impact on

administrative offices that are only marginally involved in the process

• Mainstreaming of internationalisation

The impact of internationalisation

• Internationalisation has a strong impact on

administrative services

– Strong change in the student services system

• Student services have to be accessible by

international/exchange students

– The change can bring to an improvement that will affect the entire student community

• Top management committment in redesigning

student services has to be guaranteed in all phases of the project

Faculty and administration in the internationalisation process

• Synergy between the two components is very

important

• A succesful strategy foresees a balanced share
• f roles and responsibility between

– Deans for international affairs/Delegates of the Rector/President and – Professionals from the Internationalisation/Int’l Relations Office

Roles and responsibilities

• The division of roles and task should be clearly

defined beforehand

– Academic staff

• in charge of strategy and policy,
• scientific and academic responsabilities (recognition of

studies)

– Administrative staff

• in charge of implementing strategic decisions, of daily

management of internationalisation activities

• Strong coordination of the two components to

be guaranteed by the top management

Staff competences and skills

• Staff involved in internationalisation should

have specific skills and competences:

– Language skills – Intercultural competences (or experience abroad)

• Competences according to their role in the

process: student advisors, project managers, marketing and communication specialists, credential evaluators, international relations managers, etc.

Managerial approaches to internationalisation

APPROACH TO I NTERNATI ONALI ZATI ON

Ad hoc Systematic I MPORTANCE Marginal A B Central C D

Ciro Franco, Area Science Park e Dora Longoni, Politecnico di Milano, Analisi di modelli organizzativi e processi di internazionalizzazione per migliorare la capacità di attrarre studenti e giovani ricercatori stranieri, progettazione di un sistema CRM (Customer Relationship Management) ad uso di atenei italiani, in Il Management nelle Università e negli enti di Ricerca, Marcianum Press, 2009

Group discussion

Which is your approach to internationalisation at present? Which organisation would suit your institution: centralised

• r decentralised?
• Thematic groups discussion

– Group A, - Teachers’ colleges: Al-Qasemi Academic College of Education, Kaye Academic College of Education – Group B – Social sciences/Humanities: Beit Berl College, The Max Stern Yezreel Valley College, Sapir College – Group C - Engineering and Design colleges: HIT and Shenkar

• 20 minutes discussion
• 10 minutes reporting to the whole class

Management of international agreements

• Drafting of a standard for framework

agreements (MOU) and activity-based specific agreements, (student exchange, staff exchange, double degree, etc.)

• Designing the process of approval

– Faculty, Boards

• Management of the negotiation process

– From the first draft to the final version approved by both institution for the final signature

Services for exchange students

• Management of exchange student flows:

– Outgoing

• advising outgoing students on study abroad
• pportunities
• administrative management of all the issues related to

the recognition of the study period abroad (involvement of faculty and registrar’s office)

– Incoming

• accommodation and hospitality services for incoming

students

• certification of exams taken

Services for international students

Degree seeking students need additional services:

• Support for visa and residence permit
• Tutorship and integration services

– Study plan and academic rules – Extracurricula activities

• Health care and psychological support
• Internships and placement

Services for visiting teaching staff and support for international projects

• Accommodation and hospitality services for

visiting teaching staff

– Centralised or decentralised management?

• Support for education and research

international projects

– Administrative and technical support for taking part to EU projects – Centralised or decentralised management?

IT system

• Review of the current IT system in place:

– How are international agreements and/or international/exchange students/faculty managed?

• Is there a specific application system for

exchange/international students?

– If no, who will be in charge of its development and maintanance -> in house/outsourcing

• 10 minutes table discussion on IT systems in

support to internationalisation

IT system/2

• If a new system has to be put in place, the

introduction of an Enquiry Management System (EMS) or a Customer Relationship Management System (CRM) should be taken into account

• Data gathering and data management

fundamental for the internationalisation process

Internal communication strategy and structure

• Internal communication strategy

– to keep faculty, staff and students involved – to communicate results

• The internationalisation process is pervasive

– all administrative areas will be touched – all faculties, involved at different levels, should be sensitized

• Define who will take care of internal

communication on internationalisation issues

External Communication strategy and structure

• To inform and keep updated external

stakholders:

– (possible) sponsors – the press – the local community, the Israeli society

• External actors can be important supporters

for the internationalisation process or dangerous opponents

– need to manage the communication flow