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CHANGE IN INTERNATIONAL RELATIONS OFFICES

CHANGE IN INTERNATIONAL RELATIONS OFFICES. Filip Callewaert, Head of the International Relations Office, Vrije Universiteit Brussel. CHANGE: a constant factor. I’ve been in a transition stage since 2004 now; I guess that’s THE characteristic of these days: change has become a constant.

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CHANGE IN INTERNATIONAL RELATIONS OFFICES

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  1. CHANGE IN INTERNATIONAL RELATIONS OFFICES Filip Callewaert, Head of the International Relations Office, Vrije Universiteit Brussel

  2. CHANGE: a constant factor • I’ve been in a transition stage since 2004 now; I guess that’s THE characteristic of these days: change has become a constant. • Patrick, 52 years old, a senior social service officer at my department (2007) <> safety, routine, clear functions and tasks, clear identity, clear responsibilities, order, 9 to 5.

  3. What has been ‘the change’ since then? • Decentral reorganisations • Centralized action -> IRMO • New colleagues, new functions, new/more tasks • Participation in huge EC projects: challenge • Former rector: University of Brussels • New rector: University of Brussels

  4. Vrije Universiteit Brussel • Some 14% international students • Brussels • Numerous English-taught programmes • Vesalius College: English-t. bachelors

  5. Changing contexts • Local recruitment potential is decreasing • New decrees on financing higher education • non-EU students are no longer subsidized • Specialized master progr. no longer subsidized • Higher tuition fees (now 580/2000) • Future: 6000 or more?

  6. Internationalisation as strategic entity • Higher tuition fees = other expectations • = more professional administration & services • New actions: active internatoinal recruitment • = higher costs • -> invest! But: limits

  7. Work together with partners: University of Brussels • Strong education & research portfolio • Academic cooperation • Administrative cooperation

  8. Administrative collaboration • Share fixed costs • Economies of scale • Critical mass • Complementary (strenghts, weaknesses) • More space for management • More space for policy work • More space for strategic thinking • Resources

  9. How • Develop a strategic plan: mission/vision/swot/… • Develop a methodology: PCM • Define a programme that consists of 9 projects • Each project is defined with its own goals, objectives, tasks, responsibles, assumptions and risks, …and is budgetted

  10. 9 projects • Governance • Professionalisation • Portfolio • Recruit • Welcome & information office • Research • Development Cooperation • Internationalisation at Home • Shared Service Center

  11. The old and the new business together • Very demanding from staff • How to cope with uncertainty? • Stress!? • Flexibility • Still promising future; vision

  12. I’ll be back in 2013 with some results. Thank you!

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