International Staff MobilityNick Miles, Provost & CEO University of Nottingham Ningbo China

• How is (staff) mobility integrated into the HEI’s internationalisation policies and targets? How are the latter assessed?

• What are the current practices? (structures and funding)

• How does it enhance cooperation?

• What are the obstacles from an institutional perspective?

Questions?

Nottingham: A Brief History

• Trace Roots back to 1798

• Full University Status 1948

• First UK university to have a campus in Malaysia, 2000

• First Sino-foreign university in China, 2005

University of Nottingham

UnitedKingdom

Malaysia

China

Nottingham, UK

University of Nottingham

Kuala Lumpur, Malaysia

Ningbo, China

Facts & Figures

Students StaffAll campuses 40,000 7,000In UK 32,000 6,000In Malaysia 3,500 500In China 4,500 350

• At all campuses students from 147 different countries• In Malaysia from 71 and in China from 30 different countries

• Key features of Malaysia and China campuses• Private universities, joint ventures (WEG in China,

Boustead in Malaysia)• Academic ownership – 100% University of Nottingham• University of Nottingham degrees• English as the medium of instruction• Quality assurance (QAA)

University of Nottingham Ningbo China – student population

How is (staff) mobility integrated into the HEI’s internationalisation policies and targets?

How are the latter assessed?

Question?

Mission“At The University of Nottingham we are committed to providing a truly international education, inspiring our students, producing world-leading research and benefitting the communities around our campuses in the UK, China and Malaysia. Our purpose is to improve life for individuals and societies worldwide. By bold innovation and excellence in all that we do, we make both knowledge and discoveries matter.”

University plan (2010-2015)

• New university plan is explicit, up front, about internationalisation

Branding

• New branding, sets the feel and tone of the University

• Previously

Excellence in EducationObjective – “Establish the campuses in Asia as leading institutions within their regions, in terms of teaching quality”

World Changing ResearchObjective – “By 2015 to a chive a research profile at our campuses in Asia in key areas comparable to of the Nottingham campus”

Global ReachObjective – “Expand student and staff mobility”

University lifeObjective – “Enhance support for international mobility of students and staff ”

• Targets sets – responsibilities lie with PVCs/Senior Managers/Provosts

• Devolved budgets/planning cycles/resource follows

University plan – specifics

What are the current practices? (1)

• Embedded in university plan, school plans and campus plans

• QA fee – to relevant School in UK – used to support internationalisation, mobility, etc

• In country – in country campus pays• Research – Internationalisation research priority

group (strategic) – eg, sustainable manufacturing (Nottingham, Ningbo and Zhejiang University – connects to the Sino-UK Low Carbon Manufacturing Consortium with The National Key Lab for Remanufacturing (Beijing), Tsinghua University, Chongqing University, Shanghai Jaiotong University, Zhejiang University, University of Liverpool, Brunel University and Cambridge University)

• More summer schoolsUniversitas 21 Summer School Ningbo China (July 2010)• Theme – Global Food Security• 67 students, 10 staff from 13 U21 universities covering 17

countries and 24 disciplines!

What are the current practices? (2)

How does it enhance cooperation?

• Familiar systems, processes and procedures• We’re on the ground supporting collaboration• In research can draw on the knowledge from our

existing portfolio• We know the researchers/staff in Nottingham

and Malaysia• We understand local context and can “translate”• EU recognise China and Malaysia campuses as

“foreign universities” – opportunity

What are the obstacles from an institutional perspective?

• Governing body and senior management get it –further down the organisation some people just don’t get it! Sea change in attitude over the past 3 years

• Language – specific words don’t always transpose/scale (“local/regional”)

• Management stretch• Systems and processes• Not only academics – support staff essential• Personal/domestic circumstances

UnitedKingdom

Malaysia

China Connectivity• “Home” campus?• Distributed – yes• People flow – not one way• Global/carbon footprint• Global companies/employers