Becoming London s Global University: The Case of UCL. Professor Michael Worton, Vice-Provost, UCL

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1 Becoming London s Global University: The Case of UCL Professor Michael Worton, Vice-Provost, UCL

2 Context Increasingly rapid globalisation of HE Impact of transnational education (TNE) Activities of international competitors Opportunities to internationalise reputation and build a global brand Opportunities for influence in strategically important regions

3 UCL s International Strategy UCL s International Strategy is a recent development (approved December 2004) It articulates the reality of UCL s existing position as an international institution It provides clear direction for the enhancement and development of that position

4 UCL s International Strategy has the following aims: To enhance UCL s educational and research environment by promoting the international context in which the university operates To contribute throughout the range of UCL activity to the resolution of problems of global significance To contribute to UCL s financial stability by maximising income generation from all aspects of international activity To influence public bodies, including UK government, in matters of support for British HE in a global market

5 The Strategy s guiding principles Excellence and high quality The primacy of UCL s academic strategy Co-operation Integration Diversification The need to secure UCL s financial position

6 10 key points from the strategy Changing the nature of the student body to provide for targeted growth in international students at UCL and UCL students studying overseas Promoting greater internationalisation of the curriculum Furthering the notion of education for global citizenship and leadership 4 Establishing a UCL strategy in relation to the Bologna process 5 Considering the establishment of small research-led post-graduate campuses overseas in strategic countries

7 10 key points from the strategy Establishing strategic partnerships with world-class institutions Addressing the support and infrastructure issues that will arise from increased international student numbers Fostering further international research collaborations Promoting equality of international access via a targeted Scholarships Scheme Building and sustaining long-term relationships with UCL alumni 9 10

8 A new vision of UCL graduateness Able to recognise and value cultural difference Critical and creative thinker Ambitious but also idealistic and committed to ethical behaviour Entrepreneur with the ability to innovate Willing to assume leadership roles Highly employable and ready to embrace professional mobility

9 Key issues for strategy development Coherence and integration Ethos Leadership Consultation getting engagement in the HEI

10 Supporting papers Implementation Plan Including responsibility for actions, key target dates, strategy review date Risk Assessment Underpinned by training workshops for academic colleagues to promote understanding of the concepts of Risk Assessment and Management Impact Assessment Indicates which departments and sections have responsibility for delivery Performance Indicators Details of the ways success will be measured Budget Taking account of the resource implications for a number of areas across the university

11 Implementation: key issues Fidelity to (and awareness of!) institutional mission Institutional values and how to share them Relationship between research, teaching, knowledge transfer Equal opportunities And so on

12 Implementation: change management Staff development is being put in place Leadership development is being fostered, beginning at Executive Dean and Head of Department level Students are also encouraged to develop their leadership skills through our Global Citizenship initiative

13 Implementation: change management Need for incentives: Grant scheme to support staff in internationalising the curriculum Training and development activities both generic and tailored Secondment scheme to UCL s Centre for the Advancement of Learning and Teaching (CALT)

14 3 key lessons 1. Be aware of the time / energy implications for academic leaders in developing and embedding the strategies 2. Provide a mechanism for wide institutional consultation first and then focus on practical support for implementation 3. Ensure the benefits / gains / risks to the HEI are clear from the outset