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Strategic Planning for Internationalization: Importance, Benefits, and Implementation Challenges

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shelly
20 diapositives · 361 Views · Jul 21, 2014

The discussion at the Annual Conference in Washington, D.C. on February 21, 2012, emphasizes the critical role of strategic planning in the internationalization of higher education institutions. Dr. Barbara Hill of the Center for Internationalization and Global Engagement outlines effective practices, challenges, and successful models. The process involves forming leadership teams, engaging stakeholders, and establishing clear goals. Institutions are encouraged to develop comprehensive internationalization plans that include performance indicators and funding strategies, while also adapting to maintain relevance in a changing environment.

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  1. Strategic Planning for Internationalization: A Discussion of Why to Plan, its Benefits and Issues in Implementing the Process Annual Conference Washington, D.C., February 21, 2012 February 21, 2012

  2. Strategic Planning for Internationalization Dr. Barbara Hill, Senior Associate for Internationalization Center for Internationalization and Global Engagement bhill@acenet.edu

  3. ACE History of Helping Institutions to Internationalize • Promising Practices—8 institutions (2001) • Measuring Internationalization in U.S. Higher Education (2001, 2006, 2011) • Internationalization Laboratory (2003-present)

  4. How is the Internationalization Laboratory organized? Each institution forms an internationalization leadership team on campus. Each team sends representatives to three learning community meetings in Washington, DC, to share information and to do problem-solving. Each team does on-campus work of an internationalization review, development of student learning outcomes, and creation of an internationalization strategic plan. Each campus hosts a site visit to begin the Lab process and a peer review visit at the completion of Lab activities to assess goals and strategies. Each campus gets monthly phone calls from the Lab director to assess progress in completing Lab activities

  5. Lessons learned about Strategic Planning from the Internationalization Laboratory • where you start makes a difference • quality of leadership at all levels matters • process and plans vary from one institution to another • persistence in process • patience with the plan pays off

  6. What are the elements of an internationalization strategic plan? • Vision for Internationalization • Strategic Goals • Performance Indicators – Outcomes and Evidence of Success • Specific Action Steps and Timeline • Responsible Agents (though this may be in a later implementation plan) • Funding • Plan for monitoring implementation

  7. Strategic Planning: Two Models Diana K. Davies Vice Provost for International Initiatives Princeton University

  8. CentralizedModelUniversity of Iowa Strategic Plan 2006-2011http://international.uiowa.edu/about/admin/strategic-plan.aspClear organizational leadTimed to respond to University’s PlanDeveloped by working group, approved by Executive CommitteeClear mission, goals, strategies and indicatorsAdvantages: Clear connection to larger campus goals; Efficient and painless processChallenges: IP strategy, not internationalization strategy; Out of sync with broad internationalization assessment

  9. Decentralized ModelPrinceton in the World, 2007http://www.princeton.edu/reports/globalization-20071017/index.xmlNo clear organizational leadNo University strategic plan, loose mission: “… in the service of all nations”Developed by all-faculty advisory committee, separate from OIPClear on what will NOT be done, less clear on what WILL be doneAdvantages: Campus-wide, no “ownership” issues, allows flexibilityChallenges: Hard to get started, can lead to confusion over who does what

  10. Office of International Affairs Open Mind, Open World

  11. UK Strategic Plan for InternationalizationProcess, 2007-2009 • Precipitated by a crisis • ACE Laboratory, 2007-2009 • Honor your institutional culture • Decentralized • Faculty vs Administration • Dean-centric • Finalization of Strategic Plan – external input

  12. Alignment with campus-wide planning • Content • Style

  13. Alignment with campus-wide planning • Content • Style

  14. Keep the Strategic Plan Alive! • Annual “At-a-glance” Plans • Annual reports, goals for coming year, performance reports… • Every new initiative starts with link back to Strategic Plan

  15. Planning never ends… • Change in leadership at the top • Change in external • environment • Mid-course adjustments

  16. International Planning at Case Western Reserve University Strategic Planning for Internationalization A.I.E.A. Annual Conference February 21, 2012

  17. Why enter a Strategic Planning Process? Establish internationalization as a goal throughout the University Community Engage stakeholders in process of campus internationalization Determine who might be against internationalization and engage them Come to consensus on specific goals/programs Reach out to alumni, funders and the broader community Create a Plan for Internationalization on Campus CAUTION: MAKE SURE PLAN WILL BE ADOPTED February 21, 2012

  18. Steps in the CWRU Strategic Planning Process February 21, 2012

  19. What were the most important findings of the Plan? Terrific amount of international work taking place International processes and policies need to be strengthened International work needs to be organized to allow better functioning and outcomes – Creation of the Center for International Affairs Metrics are required to move to the next level of international activity Raising funds is an important component of a successful program Work needs to continue—graduate and professional schools, research and broader strategy Continuous outreach and consensus building is the only way to have an ongoing, positive impact on campus February 21, 2012

  20. Thank You. February 21, 2012