It’s not about the money: real international impact

Genuinely international- Going Global 2014

Universities have had an international outlook since the beginning. Whilst some aspects of internationalisation have moved on since the middle ages some principles remain clear. Including the need to look beyond income generation as a motive. As part of Going Global 2014, the British Council’s international HE conference, I’m involved in a workshop session on “Internationalisation – practice and rationales”:

 

The workshop will start with an outline of the key trends in internationalisation and two reviews of international strategy at a university level. The primary activity during the workshop will be a Cafe Scientifique. Workshop attendees will participate in a range of deep-dive explorations around key themes in internationalisation bought to life though practitioner led discussion. Topics for roundtable discussion will be drawn from topics including: partnership development, joint initiatives, online learning, student recruitment, communication strategy, liaison offices, regional specialisation and diverse forms of transnational education.

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Each of these discussions will begin with a description of an internationalisation practice at a university along with the strategic rationale for that activity. From this starting point, an interactive discussion can explore this practice in a broader context.

Participants in this workshop will learn about diverse approaches to internationalisation and the rationale for their use. Through interactive activities you will be able to explore options around your own international strategy. Furthermore, though dialogue with practitioners from the global South, North, East and West, you will gain insight into some of the social, cultural, geographic and economic drivers that shape internationalisation strategies the world over.

Whilst the workshop format is novel for me the issues are really pertinent as the University of Nottingham has been at the forefront of international activity for decades and has grown the activity to the point where we have over 9,000 international students at our campus in the UK, nearly 11,000 students studying at our campuses in Malaysia and China and over 20% of UK-based students engaged in some form of mobility.

We have many international staff, aspects of the curriculum are highly internationalized, we are members of international networks and have many international research and knowledge transfer partnerships as well as a range of focused international partnerships covering articulations and in country delivery as well as capacity development.

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University of Nottingham Ningbo china

A genuinely internationalized university brings huge benefits for its home country as well as those in which it operates. It is essential to be clear about motivations and objectives though. Whilst some governments may see both economic and soft power benefits from exporting HE and others may welcome incoming universities’ contributions to growth and capacity building, the impact of universities’ international activities is complex and multi-faceted and the practicalities of delivery are hugely challenging.

Establishing an overseas campus is not straightforward. Challenges range from building the infrastructure to restructuring institutional and local governance. Legal issues, financial arrangements and developing local management can take time and significant effort, as can coming to terms with an entirely new academic, political and cultural framework.

We have built close relationships based on trust and taken the long-term view with our partners. Major new opportunities in teaching, student exchanges and research collaboration have hugely enriched Nottingham’s environment and ethos; our campuses in Asia confer great benefits in terms of the student experience, and this can be equally transformative for students from the UK who spend time studying in China and Malaysia.

University of Nottingham Malaysia Campus

University of Nottingham Malaysia Campus

To leverage the full benefit of an international campus, though, an institution must have a strategy that goes beyond thinking about money. The management input required is high, and there are inevitably opportunity costs.

The investment is substantial, but it is worth it for a university committed to an international vision that goes beyond generating income from overseas student fees. Such a global footprint therefore has real impact for the institution, its students, staff and stakeholders as well as for the governments and society at home and in the countries with which it is deeply engaged. This real and comprehensive international impact though is therefore about much more than just the money.

As part of this session therefore I will be hoping to look at these issues of genuine internationalisation, the challenges faced and the real and lasting impact a committed and fully engaged internationally-focused university can have across all levels, from student to government.

If you are coming to Going Global I hope that isn’t too much of a spoiler. If you aren’t then I can only apologise for reminding you.

(#GoingGlobal2014 is the hashtag for all the excitement of conference attendance from afar)

Better Grades for More Ticket Sales

Novel assessment method or student exploitation?

The Chronicle of Higher Education has a story about marketing students at the Metropolitan State University of Denver who, it says, are graded on the basis of the number of ticket sales to professional sports games they make. Academic staff are now reviewing some of these courses which apparently generate a great deal of income for the business school:

The requirement has angered some professors who worry that students are being exploited.

The university acknowledges that three marketing courses in the School of Business require students to sell tickets to Colorado Avalanche hockey games and Denver Nuggets basketball games. The selling assignment determines 15 percent of each student’s grade in the courses.

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That will be a B+

Selling more tickets translates into a better grade, with “additional rewards” available to students who achieve “exceptional sales volume,” according to the spring 2013 syllabus for one of the courses, “Personal Selling,” offered by Scott G. Sherwood, a sales professional in residence in the department of marketing. Students are given 10 tickets for each of two games; each ticket accounts for 10 percent of the ticket-sales grade.

Whilst it is possible to imagine that students do learn something about sales from the assessment, it is difficult not to see this as at best, a slightly dubious methodology, albeit a fairly creative one. Not sure it will catch on though.

A stimulating new degree course

A Degree in Coffee?

Inside Higher Ed has an entertaining piece on the advent of a new degree in the critical area of coffee:

 

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Many students and faculty members consider coffee to be essential to their daily existence. The University of California at Davis could be moving toward offering a major in coffee, The Sacramento Bee reported. The university, already known for its research and teaching on wine, has created the Coffee Center. Faculty members will conduct research on such topics as as the genetics of coffee and sensory perception of coffee drinkers. A long-term goal is establishing a major in coffee.

 

About time too.

Earlier posts have covered similar educational innovations, including the following degrees:

  • Viticulture & Enology: Grape Growing and Winemaking
  • Packaging
  • Puppeteering
  • Comic Art
  • Bowling Industry Management and Technology
  • Bagpipes

A previous post on the provision of bonkers degrees and earlier items covered similar ground including a zombie course at the University of Baltimore and a course covering Lady Gaga together with a study of Beyonce. Also we previously looked here at the launch of an MA in Beatles Studies and the offer of a degree in Northern Studies as well as offering a podcast on “bonkers or niche” degrees and an MA in horror and transgression at Derby.

But this coffee development seems particularly well-timed.

Two very different approaches to campus security

Sophisticated Mobile App or an Armoured Truck? Tough Call

The Chronicle of Higher Education had an interesting report on the introduction of ‘LiveSafe’, a mobile app that was adopted by the university in August and has been downloaded 4,200 times:

“We get the luxury of getting a lot of information from the students because we have this platform that is really, really easy to use,” Mr. Venuti says, noting that students can text alerts to officials anonymously if they chose. “These kids are text-driven. They are mobile-device-driven. They can text faster than any of us can probably type.”

LiveSafe, according to the report, was co-founded by a survivor of the 2007 Virginia Tech shooting, and is one of a number of similar apps being snapped up by colleges to help with emergency comms and response. This kind of technology is apparently gaining momentum in the US “amid a national conversation about campus safety that extends all the way to the White House”:

In some ways, the technology moves institutions beyond mass-alerting systems, which became a legal requirement in the wake of Virginia Tech and allow colleges to send out emergency notifications by email, text message, and loudspeaker, among other mediums.

While specific features vary, many of the new apps can be integrated into existing alerting infrastructures while also creating a two-way channel of communication. Users send written or visual messages tagged with their GPS location to public-safety officials, who monitor the apps’ back-end dashboards through web browsers, typically on monitors in command centers or on laptops in patrol cars. Officials can respond to alerts with follow-up questions or specific instructions.

It’s smart stuff and sadly likely to be very useful at US campuses where there seem to be fairly frequent severe incidents at universities.

Meanwhile, over at Ohio State University…

Huffington Post reports that the University has acquired Military-Style Armoured Truck.

There are no suggestions that Ohio State has had a problem with roadside bombs recently but they do now have a response to such eventualities. It is, apparently, a “mine-resistant ambush protected (MRAP) vehicle”. It’s army surplus we are told:

The 19-ton armored truck (specifically, a “MaxxPro,” manufactured by the Illinois defense-vehicle maker Navistar) is built to withstand “ballistic arms fire, mine fields, IED’s, and Nuclear, Biological and Chemical environments,” according to its product description.

This does seem a little over the top – surely things at US universities aren’t this bad?

It does look like the app may have a little more value than the truck but we’ll have to wait and see.

Trademarking the obvious in Higher Education

You might be sued for using some pretty common HE phrases

Slate has an amusing piece on universities and colleges which have trademarked seemingly everyday Higher Education phrases such as “student life” and “fast-track MBA”.

According to the piece various institutions have been granted federal trademark registrations on the phrases, presumably to stop other people from using them in any context remotely related to education. At least in the USA. The key terms to avoid:

  • first-year experience has been trademarked by the University of South Carolina

  • fast-track MBA has been trademarked by Eastern University

  • be the difference has been trademarked by Marquette University

  • cure violence has been trademarked by the University of Illinois

  • student life has been trademarked by Washington University in St. Louis

  • students with diabetes has been trademarked by the University of South Florida

  • one course at a time has been trademarked by Cornell College

  • touched by a nurse has been trademarked by the University of Colorado

  • we’re conquering cancer has been trademarked by the University of Texas

  • working toward a world without cancer has been trademarked by the University of Kansas Hospital

  • imagination beyond measure has been trademarked by the University of Virginia

  • tomorrow starts here has been trademarked by East Carolina University

Don't even think of copying this strapline

Don’t even think of copying this strapline

And it does seem that some are not afraid to go after those who use their trademarked property:

The University of Alabama has made legal threats against a cake shop; East Carolina University sued Cisco; West Virginia University sued a company selling blue-and-gold shirts (they said “Let’s Go Drink Some Beers!”—which WVU claimed was too close to their trademarked “Let’s Go Mountaineers!”).

Bizarre. Some of these are such everyday phrases it is difficult to imagine not using them on a regular basis. Although it is a struggle to imagine a context in which “touched by a nurse” might be deployed to positive effect. It couldn’t happen in the UK, could it? (It probably has.)

Free Education in Rwanda?

edX and Facebook say they are offering free education in Rwanda

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A previous post on a ‘university in a box‘ noted a report on a project to bring higher education to Rwanda in a novel way. Others are now following.

The Chronicle of Higher Education has a report on another initiative in Rwanda, this time involving edX and Facebook.

edX will apparently work with Facebook and two other companies to provide “free, localized education to students in Rwanda on “affordable” smart phones”. It all sounds really positive:

edX, a provider of massive open online courses that was founded by Harvard University and the Massachusetts Institute of Technology, will help create a mobile teaching app that is integrated with Facebook and “optimized for a low-bandwidth environment.” As part of the program, called SocialEDU, edX will also work with the Rwandan government to adapt materials for a pilot course.1196px-Facebook_like_thumb

Anant Agarwal, edX’s president, said in a written statement: “Improving global access to high-quality education has been a key edX goal from Day 1. Nearly half of our two million students come from developing countries, with 10 percent from Africa. In partnering with Facebook on this innovative pilot, we hope to learn how we can take this concept to the world.”

Also participating in the program are Nokia, the device manufacturer, and the service provider Airtel, which “will provide free education data for everyone in Rwanda who participates in the program for one year.”

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The limited duration of the free data offer does rather suggest that some of the partners in the enterprise may not be entirely driven by altruism. However, this kind of initiative, in addition to the others mentioned in the earlier post, does claim to have an appropriate ethos. This really should be one of the great outcomes of current technological advances in higher education. Let’s hope it does deliver on the promise and does not stall for the want of free data packages or Facebook advertising revenue.

Trinity rebrand shock

Although perhaps not quite that radical

According to the headline:

‘Ivory towers’ shaken by plan to rebrand Trinity

The Independent has the full story on this shocking plan:

Outraged tenured academics, referred to as Fellows, have held a number of meetings to discuss a proposed change in the name of the college to ‘Trinity College, University of Dublin’.

The college hired market research firm Behaviour and Attitudes to produce a report entitled ‘TCD Identity Initiative’, which showed clearly that the vast majority of students, staff and members of the public are strongly opposed to changing the name.

But the survey also revealed that Trinity was widely viewed as a “snobbish and elitist” institution, rich in heritage and tradition but not really regarded as a modern university.

The report adds that the possible name change is part of a drive to “modernise” to attract more international students. It really isn’t clear how adding a comma and two words is going to deliver that. Nor how the current logo…

TCD-logo-wide

…fails to convey the University bit.

But they could certainly make themselves look more modern. Including by pretending those 420 years of history and academic achievement didn’t happen.

Still waiting for a decent new campus novel?

Fertile territory for Higher Ed fiction?

Previous posts on Higher Ed fiction have looked at the end of the campus novel and some flickers in the embers with a few more recent offerings including the Marriage Plot. More recently I also posted on satire in HE which covered, among other things, an unpromising series of British novels which didn’t seem to add greatly to the corpus.

Now Inside Higher Ed has a piece on a professor and a former university president (both in the US) who have both just published new academic novels. The synopses do not inspire confidence. The first, Academic Affairs, seems to hinge on an extraordinary set of circumstances:

As the book opens, Smithfield University graduate student Jim Hagedorn — who identifies as gay, and who is theoretically monogamous with his long-term partner, Kevin — discovers that he has accidentally impregnated his classmate and rival, Sally. Meanwhile, Jim’s thesis adviser, the successful but tormented sociologist Bill Massy, finds himself in the same boat with Smithfield’s provost, Esmeralda Marcos. Marcos has other problems, notably the outrageous request made of her and Smithfield’s president, Roger Turner, by Stanley Egbert, a would-be major donor who is willing to pony up $250 million in exchange if Marcos and Turner will adhere to his conditions. Turner would rather decline the offer, but he’s pressured to accept by Smithfield’s board chair, Peter Hagedorn — Jim’s brother. And that’s just the beginning. (Academic Affairs runs to more than 500 pages, and they’re densely packed.)

The new campus bonkbusters?

The new campus bonkbusters?

The other, Signature Affair, looks like a bit of wish-fulfillment:

Cochran had written a full draft of what would become Signature Affair — the story of Steve Schilling, the charismatic and successful president of Eastern Arkansas University, whose spiraling sex addiction threatens to destroy his marriage and career. Schilling loves his wife, Suzanne, but he can’t seem to stop falling in love with other women as well: an old girlfriend from graduate school; the widow of a major donor; a faculty member; a political contact; even the university’s mailroom supervisor. Indeed, Schilling’s affairs are so numerous that it becomes rather difficult for the reader to keep them straight; Schilling himself manages it only by giving them each a different color of stationary on which to pen him romantic missives, which all five of his paramours are apparently eager to do.

Cochran didn’t set out to write a novel about sex addiction, he said, but as he was in the midst of writing the book, golf superstar Tiger Woods’ now-notorious affairs began to make headlines. As Cochran read news coverage of the scandal, he started to notice parallels between Woods and his protagonist, and he found himself thinking, “This is the guy I wrote about!”

Indeed. It looks like we might have a bit longer to wait for a great new campus novel.

24 hour study people

Food: all day and all of the night

It’s perhaps not that novel but Inside Higher Ed has a story about a small US college, Lynn University, which has introduced all-night dining to help, among other things, with more flexible class scheduling:

Lynn made the adjustment in dining hours for a pretty simple and obvious reason: administrators worried that students weren’t eating when they needed to. Athletes, working students and international students, many of whom tend to eat later, would regularly miss meals when the kitchen was only open for a few three-hour periods throughout the day.

A typical cafeteria at some other university

A typical cafeteria at some other university


Sure enough, with all-day access, students started coming in to eat later, sometimes using the cafeteria to study or socialize for hours at a time. But officials hadn’t exactly planned on what happened next: Instead of scheduling classes around when students can and can’t eat, they thought, why not get flexible?

So a two-hour 5 p.m. class that would have been unthinkable before is suddenly an option. And a popular one, at that. As the college experiments with course offerings throughout the day, it has quickly become clear that students much prefer that evening option to the early morning one.

This seems like a good idea to me and one which recognises that students may have many different preferences about when they study and eat. I suspect that more universities will offer this kind of provision, at least at exam time. However, rescheduling classes to accommodate the preferences of some for evening teaching rather than morning may not suit everyone and I suspect that not all academic staff would be wildly enthusiastic about such timetabling.

Netflix for University Selection?

An algorithm to help with university choice

The Chronicle of Higher Education has an interesting report on a Netflix-like algorithm which is designed to help with selecting a university. A former admissions counsellor and now PhD student, Daniel Jarratt has been working on a tool which would help students find the right institution for them by focusing on the similarities in the choices they have already made and using this to highlight other possibilities.

College Admission Assistance | Find the Right College. Get in. Get aid. | PossibilityU

Mr. Jarratt … created an algorithm that could take several colleges and figure out how similar they are to one another and—more important—in what ways they are similar. Do they have a lower-than-average graduation rate? More than the average number of students living on the campus? Do a higher-than-average number of students study art or engineering?

Using that algorithm, he could explain what the students could not: what was it that a collection of colleges had in common. From there, Mr. Jarratt could highlight other institutions that shared some of the same attributes.

Mr. Jarratt’s algorithm is now an integral part of PossibilityU, a website that helps high-school students find the right college.

PossibilityU’s data-driven approach to college matching isn’t new, but Mr. Jarratt’s recommendation algorithm is unique. Rather than starting with a list of questions about what students are looking for, PossibilityU asks users to enter up to three colleges that they are interested in. It then spits out a list of 10 other, similar colleges to consider. A premium paid subscription allows students to compare an unlimited number of colleges and provides application deadlines and other advice.

It’s kind of like Netflix’s movie suggestions, says Mr. Jarratt, who studies recommender systems like those used by the movie service and by Amazon.

Do you like Valparaiso and the University of Minnesota? You might also like Marquette University and the University of Iowa, according to PossibilityU.

It all looks moderately interesting. Would a similar model work in the UK? Perhaps, although the range of choices is rather narrower than in the US. Nevertheless, there is certainly more than enough data out there to help this kind of approach.

The future of counselling?

Is online counselling the future?

The Chronicle of Higher Education has a fascinating story on the introduction of an online counselling programme in Florida. Initially developed as a response to resource constraints  it nevertheless seems to have real merit:

Three years ago, facing a particularly acute demand for services, the Counseling and Wellness Center at the University of Florida managed to add four full-time positions to the existing 33. That bought the director, Sheryl A. Benton, and her colleagues just two weeks without a waiting list for appointments.

Concluding that she would never hire her way out of the problem, Ms. Benton set about to expand the center’s capacity by developing an online psychotherapy program, an approach long used and studied in Australia, among other countries.

Therapist Assisted Online, or TAO, began at Florida this past fall. Designed specifically for students battling anxiety—a primary mental-health issue on college campuses—it is the first research-supported program of its kind in the United States, Ms. Benton believes.

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It does seem to have been an extremely successful pilot:

In the pilot program, 26 students treated under TAO showed more improvement, calculated using a system called Behavioral Health Measure­-20, than 26 participants in the in-person group-therapy sessions at the counseling center. The students treated under TAO also made more progress than about 700 students receiving individual in-person therapy.cwc with building

“The results blew me away, not to mention the fact that it stunned all of my counselors, who I think are still trying to come to terms with what happened,” Ms. Benton says.

The director is the first to point out the limitations of the pilot. Both the student patients and the counselors self-selected, indicating a certain level of motivation and comfort with new technology. The pool of participants was small. Other research studies show that online patients experience results equal to those of in-person patients.

Whilst many universities in the UK will be very envious of the sheer scale of the Florida counselling operation, it does seem like a really interesting development. And, while online counselling is unlikely to replace face-to-face it may be a valuable and cost-effective additional student support tool.

The 2013 International Leadership Conference: Managing Global Universities

A report on the conference held at the University of Nottingham Ningbo China.

global

Last November delegates from UK, Australia, Middle East, China, India gathered in the unique setting of the University of Nottingham Ningbo China to explore the challenges of managing universities in an era of globalization.

The conference, supported by The Chronicle of Higher Education, was organized to bring together senior managers and leaders to share best practice around developing and operating campuses abroad, and builds on Nottingham’s strengths as a successful research-led UK university with an excellent reputation for international leadership and management.

The conference opened with an overview (from me) of Nottingham’s experience of operating campuses in the United Kingdom, China and Malaysia.

This first presentation led on the benefits for both universities and their students of opening campuses abroad, highlighting Nottingham’s strengths as a successful research-led UK university with an excellent reputation for international leadership and management. Clarity of vision, long-term commitment and a detailed understanding of the local context were crucial to success.

The session outlined the programme for the event which covered every dimension of international higher education leadership, from strategy development to global branding, virtual provision to researching in China and many aspects of student and staff experiences.

The four-day specialised conference offered speakers from many other international institutions with expertise in globalising higher education. These included  senior managers from i-Graduate, Benoy, The Parthenon Group, The Association of Business Schools, the British Council and other universities, Murdoch University, the University of Liverpool and the University of the West of Scotland. Nottingham’s Vice-Chancellor, Professor David Greenaway, as well as the University’s the Director of Marketing, Communications and Recruitment, the Assistant Pro-Vice Chancellor for Teaching and Learning and the Deputy Director of Human Resources all participated in speeches and workshop sessions. Nottingham’s international leaders, the Provost and CEO of The University of Nottingham Malaysia Campus (UNMC), the Provost and the Vice Provost of UNNC were also involved.

Full details about the International Leadership Conference can be found here.

The University of Nottingham Ningbo China as an exemplar of global higher education leadership

Professor Nick Miles, Pro-Vice-Chancellor and Provost of the University of Nottingham Ningbo China, launched proceedings and spoke passionately of the successes of UNNC and the enormous opportunities for further growth and development in China. The campus had achieved much and staff had overcome many challenges and now occupied a prominent position in the Chinese Higher Education system. In addition to exploring the local, regional and national context, he addressed strategic issues, the quality of the education provided and the high calibre of students, graduate employability (which sees 100% progress into jobs or higher level study), quality assurance, cultural issues and staffing matters.

Context

Nottingham represents a new model of global higher education. Students and staff are offered study and travel opportunities to help position them for success, and Nottingham conducts coordinated research on some of the most pressing global human concerns and social problems simultaneously in three different but complementary national contexts.

The University established its first overseas campus in Malaysia 13 years ago and has since won two Queen’s Awards – one for Enterprise in International Trade in 2001 and another in 2006 in recognition of Nottingham’s position as the world’s first foreign university to receive a licence to open a campus in China.

The University has been building international links for decades. In 1950, the first group of Malaysian students arrived in Nottingham, beginning an over 60-year association with the University which has seen Nottingham graduates such as YAB Dato’ Sri Mohd Najib Tun Abdul Razak, the current Prime Minister of Malaysia, become leading members of society. In 2000, The University of Nottingham Malaysia Campus first opened its doors to just 90 students in Kuala Lumpur. Since then, our student body in Malaysia has grown to almost 5,000 – including more than 70 nationalities – based at our 125-acre dedicated campus site in Semenyih.

The University’s links with China also date back many years, featuring well over 90 collaborations with Chinese universities. In 1999 the University elected academician Professor Yang Fujia as its Chancellor. With the then Vice-Chancellor, Sir Colin Campbell, they developed a vision for a new hybrid style of university in China. In July 2003, new legislation in China was passed permitting the establishment of foreign campuses in China. The University of Nottingham was the first university to receive a licence to operate a campus under this legislation. The result was the opening in 2004 of the campus in the prosperous and successful city of Ningbo in Zhejiang Province. The University of Nottingham Ningbo Campus now has over 5,800 students.

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Strategy development

David Wright, Senior Advisor to the Parthenon Group explored the full range of issues involved in developing a global strategy for higher education institutions. Delegates considered key dimensions of strategy and discussed the continued growth in student numbers, the operation of international offices in universities, the emergence of the ‘Agent Corporation’ as a major player in the global student recruitment market and different aspects of channel management for institutions in developing their strategies.

The Chinese higher education market

Understanding China’s market for higher education was the theme for Jeremy Chan Regional Head of Research and Consultancy in East Asia for the British Council. Jeremy set out a comprehensive picture of China’s economy, demographic and political developments. Although he noted that population changes had led some to suggest that the appetite for higher education for students within China and those who wished to travel abroad it was his view that the growing affluence of the population overall meant that student numbers would continue to grow in the coming years. The UK remained the top partner for transnational education in China although its activities were heavily biased towards undergraduate provision unlike, for example, the US and Australia which had larger postgraduate numbers involved. Branch campus operations, where the University of Nottingham Ningbo China had led the way, were also being pursued by an increasing number of other leading Western universities.

Routes to internationalisation

Professor Christine Ennew, Pro-Vice-Chancellor and Provost of the University of Nottingham Malaysia Campus, explored the motivation of universities in mapping new routes to internationalisation in higher education across academic, cultural, political and economic dimensions. She argued that higher education has always been international in character and unconstrained by national borders but the challenge now was to deal with the sheer scale of such activity and to manage internationalization effectively. A range of different models of international engagement were explored and the many challenges, pitfalls and benefits considered.

Global reputation, branding and communications

Emma Leech, Director of Marketing, Communications and Recruitment at the University of Nottingham UK explored the challenges faced by higher education in establishing global branding and reputation and informed delegates of the approach which had been taken by Nottingham in developing its position. The challenges of plotting a distinctive course and sustaining reputation were discussed. A further session looked at transformational communications and the need to harness engagement across institutions to support change with specific reference to online opportunities. A range of possibilities were explored including social media, which, whilst challenging to manage effectively,  could be used creatively to engage students and to assist with change management. At the heart of such activity though was the need to communicate with clarity and to ensure transparency.

Making teaching count

Professor Craig Mahoney, Principal and Vice-Chancellor of the University of the West of Scotland offered a passionately delivered case for the fundamental importance of teaching within higher education and for its thorough professionalization. Noting that all too often academic staff tended to rely on their own, often extremely dated, student experience as the basis for their teaching methods, he argued strongly that all teachers should be trained to teach. Not only did they need to understand and build upon the experiences of today’s school children, tomorrow’s undergraduates, but all teachers had to be accustomed to exploiting technology in order to enhance the learning experience. Professor Mahoney went on to propose a European or even a global academy for teaching and learning in order to support, promote and reinforce the vital status of teaching.

Student matters

Student satisfaction, benchmarking the global student experience, data and feedback were covered in whirlwind presentation by Will Archer, Chief Executive of iGraduate, which tracks student views across the globe. Drawing on the example of one leading university he explained how Student Barometer data could be used to drive change and improvement in the student experience.

Professor Julie Sanders, Vice-Provost for Teaching and Learning at the University of Nottingham Ningbo China, and Professor Wyn Morgan, Assistant Pro-Vice-Chancellor at the University of Nottingham UK, discussed approaches to developing and delivering an international student experience. Covering issues around changing student profile, promoting global citizenship, the challenges of internationalizing the curriculum and creative approaches to classroom activities, the presenters offered a comprehensive picture of the student experience in a very different context. Hot topics such as blended online and face to face learning, use of social media in teaching and the rise of MOOCs in China were also the subject of debate.

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Online learning

Virtual spaces as places for learning and the role of postgraduate online global higher education communities was the topic for Professor Clare Pickles, Academic Director (Education) for Laureate Online Education and Director of Online Studies for the University of Liverpool’s Professional Doctorate in Higher Education. Clare provided a comprehensive overview of the ways in which her students work and collaborate online and how they are aided by faculty and student support advisors located around the globe. Delegates also learned about the development of an online graduate school and Clare’s own YouTube channel through which she provided updates to students on current higher education issues as she travelled round the world.

The business end

Paul Marshall, Chief Executive of the Association of Business Schools (ABS), explored the challenges of running business schools in a global higher education environment. Noting the remarkable fact that 90% of MBA students in the UK were international he went on to observe that too many business schools looked too similar and offered the same provision. Whilst 16 business schools in the UK and 59 worldwide had triple accreditation, which was seen as a major selling point, it was not clear that students valued accreditation at all. All faced major challenges, wherever in the world they operated, and ABS was undertaking a range of activities to support and guide change in the sector.

Research in China

Undertaking research in China offers huge opportunities for new areas of work but also some challenges. Professor Fintan Cullen, Dean of Arts and Education and Acting Dean of the Graduate School at the University of Nottingham Ningbo China., led a lively session involving academic colleagues from English and Contemporary China Studies and three current PhD students from Education, the Business School and Economics. The major attraction for researchers was the fact that many areas of activity in many disciplines had not been subject to serious investigation and therefore the territory was very open for all kinds of research. Delegates were fascinated to hear the research students outline their studies in consumer behaviour, international university branch campus leadership and the import challenges for foreign companies operating in China. All agreed that the unique opportunities offered by the presence of the University of Nottingham Ningbo China made research activity hugely attractive. Such research would often push against boundaries but care was required to avoid breaching them. Further discussion covered the training provided for new PhD supervisors and the progress in building a graduate community in the University.

People

The many challenges of international staff recruitment were covered in a session led by Peter McCracken, Deputy Director of Human Resources at the University of Nottingham.  Addressing everything from contractual issues, tax matters, visas, the particular complexities of operating in China and the importance of pre-interview campus visits and comprehensive induction arrangements, the session gave rise to a whole host of detailed questions from delegates. The make up of the University of Nottingham Ningbo China’s staff was also explored and the presenter acknowledged that the challenges faced continued to change and evolve although huge progress had been made.

Leading in global higher education

Changing patterns of leadership in a global higher education environment was the theme for Jon Baldwin, Deputy Vice-Chancellor (Professional Services) at Australia’s Murdoch University. In an entertaining survey of different models and structures of leadership in universities from the collegial to the bureaucratic, all of which were in some way contested he noted that a recent study published by the UK’s Leadership Foundation had concluded that “nothing efinitive can be said about leadership in higher education”. One key example he explored was the different leadership approaches which had been taken by different universities to the establishment of overseas branch campuses. The most insightful analysis of HE leadership though he attributed to a taxi driver who, after hearing a detailed explanation of the Registrar’s role, summarized it in a distinctively positive way: “all indoors and no heavy lifting”.

Striking parallels

Graham Cartledge CBE, Chairman of Benoy, the major international firm of architects, provided a distinctive angle on the issue of global leadership in taking delegates on a tour from “Cowsheds to Kowloon, beyond and back” which set out Benoy’s international

Graham Cartledge

Graham Cartledge

growth story. The journey since the early days of the company in Newark in the 1970s and a difficult set of circumstances in the recession of the early 80s led to a number of breakthrough moments over subsequent years including the Bluewater shopping centre in Kent, the redevelopment of the Bullring in Birmingham, the creation of Media City in Salford and the Westfield shopping centre in East London. Since then the company had grown hugely and internationally and undertaken major projects in Hong Kong, China and Abu Dhabi. Benoy realized early on the opportunities provided by the growth of China’s economy and now had a major presence there and over 300 staff based in East Asia. The company retained a strong entrepreneurial ethos and sought to move staff around its offices to ensure a sustained culture and that the company could respond in a consistent manner. Thinking internationally and acting locally was a key feature of Benoy’s strategy and the effective sharing of knowledge across the organisation was seen as an essential success factor. Delegates were hugely impressed with the presentation and the many parallels with global higher education developments.

Leading the global university

In a keynote presentation the Vice-Chancellor of the University of Nottingham, Professor David Greenaway, set out the origins of the University’s internationalization strategy and the recognition that the future was in Asia which ultimately led to the establishment of campuses in Malaysia and China. He stressed the long term commitment to continuing to work in both nations and the development of new research strands – including in global food security via the Crops for the Future initiative in Malaysia and the new International Academy for the Marine Economy and Technology in Ningbo, the fourth largest port in the world. Clarity of vision, integration of systems and processes across three campuses and the strength of local leadership were highlighted as key success factors.

Conclusion

Overall, conference participants enjoyed an outstanding and diverse range of sessions and the lessons learned for leading global universities. Delegates were thanked for their contributions and it was hoped that they had benefitted from exploring these major strategic themes across higher education in the unique and real context of the University of Nottingham Ningbo China.

Yet More Information

The US seems to be following the UK’s lead

I’ve previously written about the excess of information available for prospective students in UK HE and the fact that it really isn’t a substitute for proper advice and guidance. Now The Chronicle of Higher Education has a story on plans for extra information to be provided in the US and why it may not make much difference to students’ choice of institution:

keyboard

Going to college generally pays off. But not all colleges are the same, and not all students end up at places where they’re likely to fare well.

Dropping out or overborrowing—or both—are widely recognized problems. To try to prevent them, the federal government has unveiled a bunch of new tools to give prospective students more information. College Navigator offers a trove of searchable data. The College Scorecard features comparative performance measures. The Shopping Sheet is a standardized financial-aid award format.

In August, President Obama announced plans to develop a college-ratings system. Yes, more consumer information. But it could go further, if Congress, as the administration hopes, ties the ratings to financial aid.

The plan has proved unpopular with college leaders, who seem more comfortable with information itself, sans value judgment. As one president wrote in The New York Times, “The administration should make many types of data easily available and let people rate schools for themselves.”

Several existing tools, the ratings plan, and the do-it-yourself counterproposal all boil down to disclosure. But is more consumer information enough to steer students toward better choices?

The context is a little different here though. It’s seen by some as a something of a cheap policy option and perhaps less burdensome than other forms of regulation. And as the piece says it is perhaps easier to tell people about the shortcomings of institutions than it is to fix the problems. However, the overall conclusion is, rightly, that what is really needed is not another website or additional data but more and better guidance for prospective students.

Restricting Free Speech?

Is there really a freedom of speech problem in US universities?

 

Freespeechcover

Inside Higher Ed has a report on a new publication on free speech on US campuses.

Nearly 59 percent of campuses have policies that “clearly and substantially” restrict students’ protected speech, according to an annual report from the Foundation for Individual Rights in Education, and another 36 percent have policies that “overregulate” speech on campus. Private colleges, which are not legally bound by the First Amendment, fare slightly worse in the report; about 62 percent of those campuses substantially restrict student speech, compared to 58 percent of public campuses. However, the percentage of campuses seriously restricting speech is down 17 percent from six years ago, the report says.

Obviously the legislative framework governing free speech in US universities is very different from the UK but this does seem to be an extremely pessimistic picture. You do suspect there is something of a political agenda here though. Indeed anything at all which limits total freedom of speech is characterised as a problem.

Disciplinary differences…

…and similarities.

In an earlier blog post I noted the noted the importance of good discipline on campus. A sound disciplinary framework is important for sustaining a strong idea of community, ensuring students are able to get on with their studies without unwarranted distraction and for developing s sense of social responsibility across the student body. It was interesting therefore to happen across this disciplinary code from the (intriguingly named) Lovely Professional University in India. A few of the highlights follow:

Disciplinary misconduct constitutes but not limited to one or more of any of the acts that follow; and any student found guilty of disciplinary misconduct shall be liable for severe disciplinary action beside the action imposable under any law or regulation in force:

Physical assault or threat to use physical force, against any staff member, visitor, student of the university or any other person;

Irregularity in attendance, persistent idleness or negligence or indifference towards the classes, test or examination or any other curricular or co-curricular activity, any other work assigned or a student is expected to participate in;

Carrying of, possession of, use of, or threat of use of or abetting the use of any kind of weapons including sticks, rods, guns, swords, knifes, etc. and any kind of firework, cracker or any other explosive or anything barred by the university and/or the law;logo_lpu

Misbehaviour or cruelty towards any other student, staff of the university or any other person;

Possession, use of or dealing with or abetting the use of any kind of intoxicating material including alcohol, drugs of any kind, gutka, tobacco, cigarettes or any other sedative material or anything, except those prescribed by a qualified doctor;

Any violation of the provisions of the Civil Rights Protection Act, 1976 or any other law for the time being in force;

Indulging in or encouraging violence or any conduct which involves moral turpitude;

Any form of gambling;

Discrimination against any student or a member of staff on grounds of caste, creed, language, place of origin, social and cultural background or any of them;

Practicing casteism and untouchability in any form or inciting any other person to do so;

Drinking or smoking;

Although some of the language is a little quaint, some elements look rather strange (I fear there might be rather a lot of what might be described as moral turpitude as well as a bit of drinking and smoking on UK university campuses) and some aspects are quite specific to the national context (casteism for example), overall the code is not that different from what we might expect in any western university. So perhaps discipline arrangements at Lovely Professional University are not that remarkable.