Week 12- Future of International Higher Ed.

As we are almost at the end of this class, discussing the future of International Higher Education seems pertinent. We have discussed through our blog posts and class discussions the many areas of International Higher Education and specifically the internationalization of Higher Education- student and faculty mobility, Internationalization at home, branch campuses, strategic planning and partnerships, and SIOs. By reading and discussing the theories and framework of International Higher Education we have been able to gain an overview of global education.

This week’s readings helped bring to a close our analysis of the internationalization of Higher Education. The IHE journal featured several articles covering current trends in international education and possible solutions to outstanding issues that could hinder the prosperity of this field. The second reading, Bridges to the Future, gives an overview of the issues and trends in IHE as well as the regional trends of the internationalization of higher education in countries that are not often discussed in that context.

Hans De Wit’s piece in the IHE journal was of interest to me because it examined the trend of International Universities. He mentions that he fears universities “…will refer, in their mission statements and policies, to the fact that they are international university, without clearly explaining what they mean by it.” His fear is warranted, as more and more universities and colleges see the appeal of being branded an international institution, they may put together haphazard strategic plans to incorporate international themes. This will be a disservice to the students. If a university or college categorizes itself as an International University they have to first understand what that means for the intuitions and its population. I think the definition will vary based on the goals of the institution; if the institution is a small community college and the administration wants to internationalization the college, they have to see what areas they can truly achieve international in, whether it be through student and faculty mobility programs or to incorporate internationals themes in the curriculum.

The “Bridges to the Future” includes textboxes that analyze the analyze the internationalization of higher education in regions that are often left out of the conversation or not given enough attention- Africa, Asia, Latin America and the Middle East. I have wondered throughout this class; how African institutions have embraced the internationalization of higher education.  Of the challenges listed by James Jowi quality and brain drain stand out. The quality of the education that students receive in African intuitions is important because many of the students who may want to stay at home to further their education, don’t stay because they can get a better education abroad- leading to “brain drain”. It will take institutions a while to increase the quality of the education they offer to attract the brightest of students to stay home; however, if they implement a plan similar to the Russian government- where the government will pay for students to study abroad once they commit to returning home and working for the government. African countries could change it to be that an individual has to commit to working at a college or university either as a faculty member or administrator. This will allow those who study abroad to return home to jobs that will contribute to the next generation of students.

Internationalization defined by Jane Knight is “Internationalization at the national, sector, and institutional levels is defined as the process of integrating an international, intercultural, or global dimension into the purpose, functions or delivery of postsecondary education.” As this class concludes, I think it safe to see that we can agree that this a board definition of internationalization but it does encompass the frameworks of what we call the internationalization of higher education.

W-11 Surveys and the Internationalization of Higher Education

The readings for this week discussed the results of surveys that dealt with the Internationalization of Higher Education. Both surveys show the gains that HEIs have been making with regards to incorporating internationalization. After reading both articles, it is clear that their have been changes in how HEIs handle internationalization. Both surveys indicate that internationalization is becoming more of a priority of administrations. Many HEIs have policies or strategies  that include an element of internationalization. It is important for HEIs to understand the need to participate in assessments like the the ACE and IAU surveys.  This is the 4th edition of the IAU survey an the number of respondents of had doubled, they contacted 6,879 institution and 1,336 responded even though this in an improvement from 4 years ago, HEIs have to know that participating in this surveys can be used as tool of assessment for their institutions. I would suggest that in the future for both surveys, the results are given in comparison form. Meaning that each school will know where they rank compared to the other respondents. In the Sage Handbook of Internationalization of Higher Education, their is an entire chapter dedicated to the explaining the importance of outcome assessments in the internationalization of higher education.

In the ACE survey, the results show that the level of commitment to internationalization varies across they different types of institutions; doctoral institutions have many of the indicators included in the survey, while associate institutions are at the bottom of the list. If we refer to the readings from two weeks ago, Middlesex Community College had the most comprehensive plan for internationalization compared to Baruch College and Ohio University. Middlesex is a community college and they understand the need to include a global aspect across the campus. All HEIs looking to incorporate internationalization can look to Middlesex for guidance. The surveys also can be used for guidance, they point out the areas connected to internationalization. This information would be useful for HEIs.

Some areas of interest for me from both surveys include:

  1. Student mobility is once again proven to be the number one way institutions, look can be internationalized.
  2. North America has the highest number of respondents who have confirmed having specific learning outcomes; based on important internationalization seems for European HEIs and governments, I thought they would be number one in this category. Having specific learning outcomes help with the assessment of specific programs.
  3. Internationalization at home continues to be challenge for HEIs in America and abroad. How institutions implement internationalization at home varies across regions; The requirement to learn a foreign language has always been used as a tool to bring internationalization to the masses; however their has been a decline in American institutions requiring students to learn a 2nd language but it seems in other regions foreign language is still seen as the “best” way to incorporate internationalization to the curriculum.


W10: Universities Governance and Autonomy

The two readings for this week examined autonomy and governance in higher education. Over the past couple of years, countries are moving to have the public higher education institutions in their countries become less reliant on government involvement. In the reading authored by John Fielden, governance is defined as “all those structures, processes and activities that are involved in the planning and direction of the institutions and people working in tertiary education”.  His definition is encompasses the responsibilities of the administration in colleges and universities. The push for autonomy is twofold:  it will allow institutions to have the ability to compete on an international level and allow institutions to take on more financial responsibilities which will alleviate budgetary concerns for countries. Throughout this class the United States hasn’t been often used as an example with regards to international higher education but when dealing with autonomy and governance, we can look at the structure of the United States’ tertiary education for examples of how countries can move towards more autonomy for their colleges and universities.

The state control model and the state supervising model are two models that are being used by countries in regards to governing HEIs.  The first model involves the state government seeking control of the institutions and the second model, states monitor and regulate universities. Within the second model there are different levels of state involvement from semi-autonomous to completely independent. Whichever model is used depends on the country, it isn’t a “one size fits all” method. It is important to take into account private institutions and state involvement. Even though states don’t have direct authority with regards to private colleges or universities, the monetary aid or tax breaks that HEIs receive can enable states to become involved in private institutions. The question now, is that a good thing? If the state is able to ensure that private institutions main goal is the education of the student’s not financial benefits then I think states should have some involvement in private institutions.

The report by N.V. Varghese and Michaela Martin, compares the governance reforms in several Asian countries. It takes in account the governance issues that are discussed in the article by the World Bank. All of these countries have experienced swift growth/expansion in their higher education systems. Eventhough the countries varied in areas outside of higher education, with regards to the growth in HEIs they shared the same characteristics: privatization, revised programs, improved research facilities, etc. The rise of private HEIs in these countries because private institutions almost have no involvement from the state. An important factor with institutional autonomy that is highlighted in the article is the need to have strong institutional leaders. With a strong Board of Trustees and Presidents, institutions will be able to function well and govern themselves.

W9 Comparing Global/Internationalization Strategic Plans

Last week’s readings included the global strategic plan for Baruch College, this week we are given access to the strategic plans for Middlesex Community College and Ohio University. By comparison the Baruch plan seems to be a 1st draft of what a global strategic plan should entail. It is missing many of the elements that are in the plans for the other colleges. Ohio University and Middlesex are using the Global Learning Value Rubric established by the Association of American Colleges and Universities.  The rubric has six areas of competencies that can be used when trying to determine if a curriculum promotes global learning. Both institution state the importance of having a global strategy and they break down how they plan on achieving their goals.  The Middlesex plan provides the most detail about the their plans and as well as how they want to go about achieving their goals. Baruch should look to the Middlesex plan as a blueprint of what their plan should look like.

The Middlesex plan includes having all students who participated in study abroad attend a Global Engagement Workshop, which is “designed to help them craft their study abroad experiences into informal and formal narrative presentations” . This stood out to me because as we have discussed in class, some of the benefits/goals of studying abroad is developing “soft skills”; participating in the Global Engagement Workshop would allow students that opportunity to learn how to describe their experiences abroad including all the skills they have acquired. The Ohio University plan for global strategy and internationalization states that it is still in the stages of completing a “workable” plan. The framework that they have in place to create a solid global strategic plan is very through; I am assuming that future drafts and the final plan will include substantial and solid ways in which the university plans on implementing their plans.

One aspect of the Baruch Global Strategic Plan that both Middlesex and Ohio, could incorporate into their plans is the section detailing the countries they are targeting in regards to student and faculty mobility.  By providing this information, you can get a look at the direction in which the institutions are going with regards to outreach, some of the places that are worth consideration are discussed in the 3rd reading for this week. That reading looks into BRIC institutions, which is an acronym for Brazil, Russia, India and China. BRIC is an  an association of four major emerging national economies. As of 2010, South Africa joined BRIC. The reading focused on the changes that are taking place at BRIC universities and to what extent the state (government) is involved in these changes. While looking further into BRICS, I discovered that the the member countries and in the process of creating a global university. BRICS Network University will be based in Russia, it is “a joint educational project aimed at creating a common educational space, developing academic mobility and providing the BRICS economies with highly professional personnel in energy, economy, informatics, ecology and other areas.” Based off the article we read for class, I am interested in seeing how the network university would work since many of the member countries are to varying degrees are involved with higher education specifically the financial end of the institutions.


W8- CUNY and Strategic Planning

Strategic planning in higher education became necessary after World War II, when returning soldiers decided to attend college. Colleges and universities had to deal with increase enrollment numbers and having enough resources available to accommodate the students. Strategic planning as it relates to the internationalization of higher education is important because the implementation of any polices/programs have to done in consideration of many aspects of higher education. The Baruch Global Strategic Plan 2014-2019, details Baruch’s plans to “enhance the college’s global thinking…” The other readings for this week, provide a framework of how strategic planning/implementation should be done. Baruch’s plan seems to follow the framework provided by the two other readings.

While reading Baruch Global Strategic Plan, I began to think about whether CUNY had a strategic plan that focused on internationalization. After some brief research, I wasn’t able to find anything that dealt with the entire university system in regards to internationalization. The College of Staten Island has a webpage that provides information on their plan for “Comprehensive internationalization at CSI” . I was able to locate CUNY’s Master Plan  for 2012-2016, the master plan is being used as a “Strategic Framework that will guide the future growth, development and impact of the University and its 24 constituent colleges, graduate and professional schools.” I took a look at the table of contents and didn’t find anything about global expansion or internationalization. I found this to interesting because the current chancellor of CUNY Mr. Milliken, gave a speech on that discussed the importance of universities being “global” he said “CUNY should become Global CUNY. “Every major university must be global in outlook and scope, and few universities are better positioned than CUNY. We have an enormous advantage: a student body with 40 percent born outside this country and students who speak almost 200 languages.” Noting that CUNY had a number of student and faculty winners of Fulbright awards this year, he said, “I want our graduates to be competitive with graduates from the best universities anywhere, and without an understanding of the world … they will not be.” Also during a interview with the Institute of International Education, Chancellor Milliken said that he wants to double the number of CUNY students that are currently studying aboard. With all of this in mind, I think it is interesting that internationalization or global expansion wasn’t included in the 2012-2016 Master Plan.

Getting back to Baruch Global Strategic Plan, some questions that came to my include 1) Do all of the plans that are outlined fall in line with CUNY policy as well as the CUNY administration’s plans? 2) How did Baruch select the countries that they will like to work with in the future? 3) In regards to their priority to increase study abroad, the have some really good points but none of the address a “reentry” program for students who study abroad.

I look forward to seeing if the administration at Baruch is able to implement the plans  it has laid out in the timeframe it has specified.