This document outlines lessons learned from over 10 years of mainstreaming internationalization at the University of Helsinki. It discusses how internationalization has become embedded across the university through a decentralized model rather than a centralized international office. Key lessons include that internationalization depends on people not structures, it happens gradually over time, and different parts of the university like faculties and departments require different approaches compared to the central administration. Ongoing leadership commitment is still needed to support internationalization even in a decentralized model.

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!!