10 YEARS OF EMBEDDING INTERNATIONALISATION AT THE UNIVERSITY OF HELSINKI
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Presentation slides for a talk given at the ACA annual conference June 15, 2015.
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10 YEARS OF EMBEDDING INTERNATIONALISATION AT THE UNIVERSITY OF HELSINKI
- 1. OVER 10 YEARS OF MAINSTREAMING INTERNATIONALISATION: SOME LESSONS LEARNED MARKUS LAITINEN, HEAD INTERNATIONAL AFFAIRS, UNIVERSITY OF HELSINKI 14.6.2015, ACA ANNUAL CONFERENCE
- 2. SELECT UH ESSENTIALS • Flagship university, national (historical) importance • Bilingual (Finnish and Swedish) by law • State-funded, and state controlled • 95% of students graduate with a Master’s • ”Bologna-proof” since 2005 • But only half-way… • Strong international performance (student mobility), but not exceptional • Vice-rectors are not line managers, maybe… • 11 Faculties relatively independent, also in terms of administration • Central International Office came into being late 1980s • Was revamped ~5-6 times before…
- 3. • International Office Disappears 2003 • ”By-product” of admin reform • Classic IRO essentials disseminated • Hiring additional experts • English-taught programmes and joint degrees (2003) • Marketing and communications (2005 ->) • International Staff Services (2007 ->) • EAIE Toolkit 2005 • EAIE Innovation Award 2013 • Chapter in ”Comprehensive Internationalization”, Hudzik, 2014 • No International Office • People with ”international” is various offices • International ”contamination” • No International Strategy • Main strategy heavily ”international” • Embedded, not a chapter • No International Committee • Rector + 3 Vice-rectors, all with ”international” in their portfolios • One VR designated as having main responsibility HISTORYAND ESSENTIALS OF UH EMBEDDING
- 4. FIRST THINGS FIRST •Lesson #1: It is all about people •Not ideas, ideals, organograms etc.
- 5. TIME • Lesson #2: It happens in stages • Utilise opportunities, do not create enemies • Lesson #3: Organic works better than enforced • Lesson #4: After ten years, the end of the beginning is in sight •It might never be over
- 6. DIFFERENT IN DIFFERENT PARTS •Lesson #5: Central Admin is easier than Faculties •Lesson #6: Faculties are easier than departments •Lesson #7: Departments are easier than academics
- 7. SUCCESS FACTORSAND RISKS • Lesson #8: Embedded ≠ Invisible or no experts • Lesson #9: Co-ordination pays dividend • Joint activities • ”Office” meetings • Shared budget • Someone with oversight • Lesson #10: There are risks • Leadership changes • Changes in key positions • Units becoming ”self-sufficient” • Lesson #11: (Continued) Leadership commitment is needed
- 8. ON COMMUNICATION • Lesson #12: Do not advertise this to your partners • Lesson #13: Make sure services (and people) are still easy to locate • Lesson #14: Make sure various services are linked and aware of each other • Avoid the: ”Not my business”-response • Try and maintain an ”International” identity • Lesson #15: Pay attention to reporting lines
- 9. • Lesson #16: The road to hell is paved with good intentions • Case Rector’s reception • Does an “international” event promote internationalisation, or hurt it? • Case ISEW • ISEW Admin Staff, 18 - 22 May 2015 • ISEW Library, 1 - 5 June 2015 • ISEW HRD & Well-being, 22 - 25 September 2015 • ISEW Academic Affairs, 23 - 27 November 2015 SOME PRACTICALCONSIDERATIONS
- 10. FINALLY, WOULD I TURN BACK TIME? •NO!!