Embedding for ACA conference 2015
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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.
Embedding for ACA conference 2015
- 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 Masters 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 Rectors 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!!