International Exeter Annual Report 2009/10

International Exeter

annual report

2009/10

International Exeter

annual report

2009/10

Contents Foreword

1

Communications

2

Study Abroad

8

Partnership Development

12

International Student Recruitment

20

Faculty Mobility

28

International Alumni

30

Other Activities

31

Oversight and Risk Mitigation

32

International Exeter – Office Structure

33

Foreword Internationalisation is more than an activity owned by the International Office.

With each year that passes, more and more individuals across the University’s three campuses become engaged in international activities. It is not just our faculty – our Student Services, Communications, Research and Knowledge Transfer, Alumni, Legal, Academic and Campus teams are all involved. Over the last twelve months we have witnessed substantial progress in the implementation of the University’s new Internationalisation Strategy – progress that has been promoted by Professional Service staff, faculty and the Students’ Guild working together to ensure that internationalisation permeates everything we do.

The purpose of this Annual Report is to

Critical therefore will be continued

highlight what that collective effort has

success in the recruitment of high quality

achieved in the first twelve months of

international students. Challenges include

International Exeter and to look ahead at

identification of gaps in our programme

what we want to achieve during 2010/11.

portfolios, how to ensure that we are

We have made an impressive start: with

maximising both price and value, and

substantial progress in raising awareness of

how we ensure diversity of intake

the University brand overseas; engagement

without compromising quality. These are

with quality partners around the world; the

difficult things to get right, but with the

establishment of Representative Offices

introduction of Colleges, and the support

in Beijing and Shanghai; a resoundingly

of the Internationalisation of Colleges Task

successful International Summer School;

and Finish Group, we are clearly moving

and more Exeter students experiencing a

forward.

wider array of Study Abroad opportunities than ever before. On top of this the University enjoyed unprecedented growth in international student recruitment, with enrolments in 2009/10 up 44% on the same time the previous year. We are now privileged to host over 4,000 international students from 130 different countries – a quarter of the student body.

The fact we are addressing these issues shows how far we have travelled. In November 2004 the Vice-Chancellor outlined his vision for the University in a paper entitled Imagining the Future and called for Exeter to be ‘more international in outlook and impact as expressed through high profile, strong research and teaching collaborations with quality partners overseas

As we look to embed internationalisation

and at least a quarter of the student body

still further, it is clear that we face a more

being drawn from as many countries as

challenging external environment than

possible.’ The University is well on the

ever before. The picture for the UK higher

way to delivering this vision – indeed it is

education (HE) sector in general remains, at

now looking to new horizons. International

best, uncertain for the foreseeable future.

Exeter will build on the successes of the last

The University of Exeter is in a relatively

twelve months, investing further in order

strong position, and with sufficient risk-

to firmly establish Exeter as a university of

mitigation measures in place, there is no

global standing.

reason why our efforts to internationalise should not turn this environment into one of opportunity as opposed to one of threat.

Professor Neil Armstrong Deputy Vice-Chancellor (Internationalisation) October 2010

International Exeter annual report 2009/10

1

International Exeter brochure 2010

Communications Strategic Goals 1 and 7 of the Internationalisation Strategy call for the establishment of Exeter as a university of global standing, with a communications programme aimed at partner institutions, key stakeholders and opinion makers.

“The internationalisation of the UK’s university sector is already upon us. The choice is whether we, as a university, are going to be passive bystanders in the face of it, or whether we are going to shape our own destiny in an increasingly global environment.”

Professor Steve Smith Vice-Chancellor International Exeter Launch, 12 April 2010

2

International Exeter annual report 2009/10

Substantial progress was made in respect

Internationalisation is not something that

of the image we present to the outside

stops at the University gates and we have

world, not least with the official launch

taken the view that our Strategy will not

of International Exeter at the Innovation

be successful without the support of the

Centre on 12 April 2010, an event that

local community. Although we encourage

saw a large turn out from the city, including

our international students to volunteer in

the Lord Mayor, City Councillors and the

the community, and invite that community

Chief Executive of Exeter City Council. The

to participate in multicultural events on

reception saw the launch of the International

campus, many other benefits derived are

Exeter brochure, which presents our

not always so obvious even though they

Internationalisation Strategy to the outside

affect profoundly the wellbeing of local

world. It articulates our ambitions up

citizens. Accordingly, in advance of the

to 2015, while showcasing the existing

launch of International Exeter, we asked

international nature of the University. We

independent consultancy Oxford Economics

are unique among our peers in the UK HE

to calculate the direct, and multiplier effects

sector in producing a document of such

of international student expenditure (fees,

detail and design, and it was extremely

subsistence and visits) in both Exeter and

well received, attracting complimentary

the South West. The results of this unique

comments from universities in the UK,

research showed that international students

Europe, Australasia and the United States.

studying at the University contribute

Across the three campuses, the Director

over £57 million a year to Exeter’s Gross

of International Exeter undertook 17

Domestic Product (GDP) and £68 million

presentations to faculty and Professional

to the wider South West economy.

Service staff to inform them about the new

Furthermore, international students support

Strategy and highlight the opportunities

over 2,100 jobs, or 2.3% of all jobs in the

on offer.

city of Exeter.

International Exeter Oxford Economics report 2010

International Exeter annual report 2009/10

3

Economic impact of international students Fees (£m)

Direct Effect Indirect Effect Induced Effect total Subsistence spending (£m)

Direct Effect Indirect Effect Induced Effect total Additional visitors (£m)

Communications (cont.)

Exeter

South West

21.9 0.9 4.9 27.7

21.9 3.0 7.4 32.3

Exeter

South West

20.4 1.2 2.8 24.4

20.4 4.2 4.6 29.2

Exeter

South West

4.4 0.3 0.6 5.3

4.4 0.9 1.0 6.3

Direct Effect Indirect Effect Induced Effect total overall gdP Contribution (£m)

57.4

67.8

Source: Oxford Economics

In-country communications is essential if

programme was due to the close

we are to raise brand awareness of the

working relationship forged between

University beyond the UK. Protecting this

the International Office and the

brand is vital and, in conjunction with the

Communications team. The development

Research and Knowledge Transfer team

of the International Exeter graphic,

and Legal Services, the International Office’s

complementary to the overall University

immediate priority was to protect the

of Exeter brand, was rolled out across all

University trademark in China, India, the

international marketing material. Evidence

USA and Europe. This project, requiring

of this can be seen with the launch of the

non-recurrent expenditure, will be

International Exeter website. Significant

completed by the end of 2010.

effort and resource was devoted to developing a more professional and attractive look in line with the new University corporate style. It includes a password protected area for University of

Impact on local employment Direct Effect Indirect Effect Induced Effect total Jobs Supported

The initial success of our communications

Exeter

South West

1,770 70 280 2,120

1,770 220 420 2,410

Source: Oxford Economics

Exeter staff offering guidance and advice relating to international partnerships, qualification guides, visa issues and travel advice.

representation overseas, a cost-benefit analysis recommended the closure of the University’s Middle East Office (MEO), which took effect in January 2010. A successful exit was negotiated, with the interests of EdD TESOL students being safeguarded through the leasing of new (unstaffed) premises for the Graduate School of Education (GSE)

output also extends to a series of high

within Dubai Knowledge Village, at a

quality ‘International Exeter’ posters to

considerably reduced cost. GSE will assume

boost visibility across campus (e.g. Study

full responsibility for this office in

Abroad) and for use overseas (as a general

November 2010.

Co-operation with universities world wide and sharing world-class research

International Exeter annual report 2009/10

requirement to evaluate the role of

Our marketing and communications

recruitment tool).

4

Following the Internationalisation Strategy’s

International Exeter poster 2010

International Exeter annual report 2009/10

5

Communications (cont.)

As a result of cost savings arising from

and reports on marketing trips overseas

closure, the University was able to open two

conducted by the Office. As part of our

representative offices in China through the

outreach mission we will be working with

‘Launchpad’ service offered by the China

colleagues in Communications to produce

British Business Council. Unlike other UK

a high quality film, of five minutes duration,

universities, our offices do not have a student

encapsulating the international strengths and

recruitment function. Instead activities are

ambition of the University of Exeter as a

concentrated on partnership development,

leading, research-intensive institution, while

alumni support, employability and

also illustrating the outstanding natural beauty

communications. Over 1,400 applications

of the campus and environs, the aim being

were received for the two positions, and

to ‘imprint’ the city, region and University

in July 2010 we appointed Ms Bess Ying

on international audiences. The intention

(formerly Acting Education Marketing

is not to produce marketing material aimed

Manager at the British Council, Shanghai)

at student recruitment, but to reach both

as Project Manager for Shanghai, and Ms

constituencies identified as key in Objective 7

Limin Dai (formerly Director of Business

of the Internationalisation Strategy and others

Development at 21st Century English

who may have a stake in the University,

Educational Media, part of the China Daily

e.g. prospective faculty. Many of Exeter’s

right, and I’m delighted you’ve

Group) as Project Manager for Beijing. Both

peers and competitors, particularly those in

chosen to share it… you clearly

Project Managers have visited the University

North America, have produced high-quality

as part of their induction programme, and

short films, frequently broadcast through

met with key personnel in the Colleges and

independent media such as YouTube

Professional Services in order to agree key

and i-Tunes. The production of a short,

performance indicators. They will produce

high-quality film, to be delivered by

a Business Plan in Autumn 2010, and are

Penzance-based company ‘Three S Films’

already working actively with colleagues in

by Autumn 2010, will send a powerful signal

the Careers and Employment Service to

in respect of Exeter’s quality, reputation and

identify placement opportunities for our

ambition.

“Congratulations on your excellent and very clear international strategy.

It looks and feels exactly

recognise that by publishing the strategy so openly you’re actually using it to raise Exeter’s profile internationally.”

Director of International New Zealand University

Chinese graduates seeking employment on their return to their home country.

6

International Exeter annual report 2009/10

As we bed down operations in our Representative Offices in Shanghai

September 2010 sees the appointment of

and Beijing, we will work towards the

a new International Events Officer (Ms Jess

establishment of a Representative Office in

Harrington), a joint position between the

Bangalore in 2011 through the services of

International and Communications Offices.

consultancy firm SANNAM S4. As with our

As well as providing much needed support in

presence in China, the Bangalore Office will

the management of incoming VIP delegations

support in-country institutional partnerships,

from overseas, and additional support for

engage with alumni contacts and take

outgoing ‘Presidential’ visits, the additional

forward the employability agenda in concert

capacity within the Press Office should allow

with staff back at Exeter. However, unlike

for increased opportunities to raise brand

our operations in China this office will also

awareness overseas.

have a recruitment function.

Going Forward

Working with colleagues across the

The International Exeter website will see

Universities UK, given the Vice-Chancellor’s

further improvements, including a greater

status as President – we will continue to

range of services for university staff, e.g.

maximise Exeter’s overseas profile by means

more advice on partnership development,

of the Presidential visits.

University – and in close cooperation with

International Exeter – short film 2010

International Exeter annual report 2009/10

7

International Exeter Study Abroad brochure 2010

Study Abroad Strategic Goal 2 of the Internationalisation Strategy calls for the creation of imaginative and attractive opportunities in order to improve the student experience at the University of Exeter.

“Thanks very much for the

The undeniable value of a period of study

undertaking Study Abroad as part of their

spent abroad resonates across the three

degree programme at Exeter rose 68%

leading strategies for the University –

between 2007/08 and 2009/10 – and there

Internationalisation, Education and Research

is evidence to suggest that, at 2.4% of the

and Knowledge Transfer – while helping

f/t total, the proportion of students going

to underpin the key University objective of

abroad puts Exeter just below the median

I am impressed by the clarity of the

making our students even more attractive to

position in a peer group that includes Bristol,

potential employers. Study Abroad appears

Durham, Nottingham, Birmingham and

document. The Strategic Goals are

to be an increasingly popular interest of

Warwick. We are confident that we can

our students – the number of students

improve upon this position.

copy of Exeter’s International Strategy. Apart from being a most attractively produced publication,

clear, all encompassing and, more important, will be stimulating tostaff .”

Senior Manager Association for European Life Science Universities

8

International Exeter annual report 2009/10

International Exeter Study Abroad poster 2010

International Exeter annual report 2009/10

9

Study Abroad (cont.) exeter students participating on international summer school activity number of Students Summer 2009 Summer 2010 CUPL Summer School (Beijing)

“Thank you very much indeed for sending me a copy of your impressive booklet about the international

19

22

Study India

13

Study China (Easter programme)

11

Study China (Summer programme)

6

Tsinghua (Beijing)

2

Fudan (Shanghai)

2

John Hopkins (Bologna)

1

Hong Kong University

1

Mannheim

1

ITAM (Mexico)

1

St Petersburg State

1

Greek & Roman Drama Summer school, Epidaurus

1

total

19

62

strategy and targets for the University. It is very quotable.

Thank you!”

Independent Higher Education Consultant

While the International Strategy identifies

new incoming student for 2010/11 as part

Study Abroad as a priority for the years

of the University welcome pack.

ahead, we believe also that promotion of, and investment in, international summer schools represents a particularly ‘quick win’ in terms of raising awareness and appetite for Study Abroad, as well as helping to underpin partnership engagement.

Accordingly we have been encouraging proactively more of our students to consider a period of Study Abroad and a poster campaign was launched earlier this year.

A Study Abroad leaflet will be given to every

10

International Exeter annual report 2009/10

In 2009/10, financial aid was provided to assist 62 students to participate in international summer school programmes, a substantial increase over the 19 students who went abroad in 2009. (Financial aid was contingent upon criteria relating to the reputation of the destination of the universities, the long-standing nature of arrangements, and the recommendations of Exeter faculty.)

For the second year running our partner the China University of Political Science & Law (CUPL) held a summer school in Beijing for Exeter students, with 22 of our students participating. (The International Office funded 15 scholarships, and HuSS an additional four). As in the year before, members of the School of Law also attended, to provide pastoral oversight as well as to develop research linkages between the two institutions. (This year we sent three support staff instead of two, the additional capacity proving welcome when one Exeter student was hospitalised). We are pleased to report that this programme will again be awarded funding under the Prime Minister’s Initiative (PMI2), with a view to sending more students to the CUPL Summer School next year.

Going Forward These are relatively early days in the development of a strategy for Study Abroad, and with that in mind, a Study Abroad Task and Finish Group, chaired jointly by the DVC for Internationalisation and the DVC for Education, will be established in Autumn 2010. The Group will address the following key issues, with the aim

“I wonder if you would mind sending me another two or three copies of the strategy?

of producing a Study Abroad Strategy

There are a couple of people

by January 2011: To articulate the value

here I would like to pass it to

of Study Abroad as part of the student experience, and its contribution towards both the Internationalisation and Education Strategies; provide agreed definitions for Study Abroad at the University (length of Study Abroad, destination etc); consider

as an example of best practice elsewhere.”

Internationalisation Development Manager UK University

the matter of Study Abroad targets for the University and by College; discuss potential incentives for achieving Study Abroad targets (e.g. through the IDM); review the barriers to achieving these targets, (e.g. sufficient accommodation for incoming students); define strategic ownership of Study Abroad within the Colleges; and discuss how best to embed Study Abroad within the Business Planning Process for Colleges.

International Exeter annual report 2009/10

11

Partnership Development Strategic Goal 3 of the Internationalisation Strategy requires the University to build and sustain partnerships with top-quality institutions around the world.

Exeter has built up a network of agreements

University (NTU)). Critical to success in

with over 180 universities in 36 countries,

the early days was the catalytic effect of

encompassing a wide range of activities,

the ‘Presidential’ visits and our ability to

including joint research, student exchange

leverage further profile in respect of the

and general Memoranda of Understanding

Vice-Chancellor’s position as President

(MoUs). Nevertheless, the true measure

of Universities UK. Hence the calendar

of success in respect of international

year 2009 saw a total of 39 reciprocal

partnerships is not the number of MoUs

visits, with a consequent increase in the

signed, but the extent to which our students

University’s profile; for example, the visit by

Internationalisation Strategy

and staff have meaningful engagement with

ECNU staff to Exeter in September 2009

their counterparts. To that end, our focus

was covered by the Times Higher, while

(though not in such glorious

over the last year was the development

coverage of Presidential visits overseas

of a smaller number of ‘institutional-level’

included articles in the influential South China

partnerships with top-quality universities

Morning Post and the Singaporean Today

around the world.

magazine in May 2009, and coverage of the

“Having just completed a review and rewrite of our

colour as that of Exeter), I was impressed both with its scope and presentation.”

Director of International Policy UK University

Our immediate priority in 2009/10 was to identify and cultivate such links in China (Tsinghua, CUPL, East China Normal University), Hong Kong (Hong Kong University) and Taiwan (National Taiwan

12

International Exeter annual report 2009/10

Vice-Chancellor’s presentation in Beijing in the July 2009 edition of World Education Information Magazine, a popular publication by the Chinese Ministry of Education, read by many education professionals in China.

Building on these partnerships was an important part of the International Office’s activities in the last year, and following a visit to NTU in November 2009, the Office facilitated and co-funded a visit by a delegation of six professors from NTU in April of this year. In respect of China, the University of Exeter is to strengthen and deepen its research collaboration with Tsinghua University. As part of a long-term negotiation towards an institutional-level MOU discussions continue in respect of joint investment in a new water distribution network laboratory, that will build on the existing links between faculty in the Department of Environmental Science and Engineering and colleagues in the Centre for Water Systems.

A major feature of our work in 2009/10 was to drive forward relationships with incontestably world-class institutions in India. The Vice-Chancellor led a visit to the country in February 2010 and highlights included successful introductory meetings with the elite Indian Institute of Science, Bangalore (IISc-B) and the Indian Institute of Management, Bangalore (IIM-B). The Vice-Chancellor also met with the Director and staff of the Indian Institute of Technology, Delhi (IIT-Delhi), gave a keynote speech at British Council HQ on UK-Indian HE

well advanced for a return visit to IISc-B by

Partnerships and met with the Minister

approximately 15 Exeter staff for a research

responsible for higher education, Kapil Sibal.

symposium in January 2011. In addition, a

Follow-up to these visits was both rapid and highly promising: a delegation of four

delegation from IIT Delhi has been invited to visit later in this year.

academics from IIM-B visited us from 8-11

July 2010 saw the profile of the University

June to tour the University and to spend a

enhanced considerably in India when the

seminar day with the Business School. Six

Vice-Chancellor accompanied the Prime

faculty from the Business School will be

Minister, David Cameron on a high-level UK

visiting IIM-B in turn during Autumn 2010.

government trade mission to that country.

Between 29 June and 2 July the University was host to a delegation of seven academics from IISc-B. In what was an outstandingly successful visit the group met faculty from Biosciences and CEMPS. Plans are already

International Exeter annual report 2009/10

13

uniformly positive, but the most promising developments were with the College of William and Mary in Williamsburg (founded in 1693, 33rd in US National Rankings and known as a “Public Ivy” university) and Brown University (founded in 1764, 16th in US National Rankings, and an “Ivy League” institution). Both universities are research-intensive, significantly older (yet smaller) than Exeter, campus-based and have similar research profiles. Exeter enjoys a long-standing relationship with William and Mary and Provost Michael Halleran

“Exeter was the most enjoyable experience in my life.

Thanks to all of you who made this possible.”

Khirod Moharana Student, Indian Institute of Technology, Delhi

Partnership Development (cont.)

visited Exeter in June. Draft ‘collaboration

Our plans for engagement in India will

faculty mobility fund, on the same lines as

be strengthened further when the ViceChancellor returns to India with the Minister for Universities and Science at the beginning of November, heading a UUK delegation to discuss greater cooperation between UK and Indian universities. The Vice-Chancellor will visit Hong Kong, Shanghai and Beijing on

has also suggested the creation of a dedicated we have proposed with Tsinghua. Other universities visited may offer opportunities for individual faculty. For example, potential research links with Georgetown are apparent, and there is scope to expand Study Abroad provision at Toronto.

A key factor in underpinning partnership

Substantial progress was made in respect of

Summer School. Held in July, the

continue to enjoy a good relationship with the University of South Florida (USF), a connection initiated by having INTO as a common partner. Excellent research synergies in the field of Water Engineering have been identified, and Professor David Butler visited USF to discuss a joint bid for funding under the British Council’s UK-US Higher Education Partnerships programme.

The Business School has signed a student exchange agreement and is exploring internship opportunities for our students.

Further synergies in joint research are likely.

International Exeter annual report 2009/10

institutions as a basis for discussion: Brown

University business immediately afterwards.

partnership development in the USA. We

14

documents’ have been submitted to both

development is the Exeter International University hosted 25 students from leading international universities including partners Tsinghua, CUPL, IIT-D and IIM-B. Two parallel pathways were involved, Leadership for Global Challenges and Law, and the three week programme culminated in a ‘graduation’ ceremony and celebratory dinner. Feedback was outstanding, not just from the students, but from the CUPL member of faculty who accompanied his students and the 23 Exeter faculty who engaged in delivering this challenging and academically testing programme. Our decision to keep the International Summer

A key development was the successful

School small and competitive (academic and

cultivation of links following a visit to the

linguistic minima were enforced as opposed

USA and Canada in June 2010 by the DVC

to being a ‘free for all’) has put us in the top

Internationalisation and the Director of

range of summer school experiences offered

International Exeter. Their reception was

by UK universities.

“The University of Exeter International Summer School will be a memorable experience in my university life. The programme was well organised, with helpful teachers and students and we were treated with warm hospitality throughout our stay. I hope next year’s Summer School will further strengthen our universities friendly relationship.”

Jiang Di Student, Tsinghua University

International Exeter annual report 2009/10

15

Summer School 2010 – Graduation Ceremony

16

International Exeter annual report 2009/10

International Exeter annual report 2009/10

17

“Thank you, you have hosted a flawless programme. It has been a pleasure for me to be a part of the event and group.”

Tuheena Mukherjee Student, Indian Institute of Technology, Delhi

18

International Exeter annual report 2009/10

International Summer School poster

Partnership Development (cont.)

Going Forward During 2010/11 we will look to embed our nascent partnerships with the highly prestigious universities mentioned above. In particular, our focus on India and the North America cannot slip. We will continue to work with colleagues in Brown University and the College of William and Mary in the United States, and with colleagues at IISc-B, IIM-B and the National Institution of Advanced Studies, Bangalore. We will also pursue emerging links with the Indian Institute of Technology, Delhi. As a result of the visit by the Vice-Chancellor to India in June we will be working with UUK to explore opportunities for Exeter in respect of the new ‘innovation universities’ that will be built over the next decade. Consolidation of all these partnerships will take precedence over seeking out additional partners.

With existing partners in China, Hong Kong and Taiwan, the University has a relative large group of institutional-level partners already, and we will work with Colleges and RKT to ensure that our faculty are engaged with their counterparts in these institutions. Following the success of the inaugural International Summer School, we will increase carefully both the number of pathways on offer (with the aim of offering one major pathway for each College) and the number of partner institutions participating (in particular, to bring in North American universities). Provision of academic credit for the courses on offer is essential, and steps will be taken in the

“My experience of Exeter Summer School was excellent.

I have received not only knowledge, but also enjoyable trips and friendship. I will remember these days forever.

Thank you so much!”

Zhang Anqi Student, East China Normal University

forthcoming months to pilot this through the University’s accreditation system.

International Exeter annual report 2009/10

19

International Exeter Student Guide

International Student Recruitment Strategic Goal 4 calls for an increase in the number of international students taking programmes at the University, while ensuring an appropriate balance by nationality, level and programme.

In 2009/10 the University hosted about 4,000 f/t non-UK students, approximately equivalent to 25% of the full time student population of 15,760. This increase has been driven in recent years by the dramatic growth of the international fee student population. The 2006 International Strategy had a target population of 1,750 international fee students by 2010. The September 2009 intake amounted to 1,827 students, contributing to a total international fee population of 2,820 students.

In January 2010 a further 326 students

Traditionally the majority of our international

registered for academic-level pre-university

fee students study in the Business School:

programmes at the INTO Exeter Centre.

53% came under this category in 2009/10,

International student numbers were up 44%

with INTO accounting for 14%. When

on 2009, while enrolments were up 47%,

viewed on the basis of Schools, i.e. as

with UG and PGT intakes experiencing

opposed to Colleges, HUSS accounted for

substantial growth (70% and 50%

11.5%, EMPS 6.5%, SALL and GSE both

respectively).

4% and Other 8%. But these figures mask

While our relationship with INTO has contributed significantly to growth, direct entrants in 2009/10 accounted for approximately 55% of all new international fee UGs and 90% of all new international fee PGTs. Approximately 43% of all new international fee students enrolling last

66% of all University international fee UGs and 77% of all international PGTs. (PGRs remained more evenly distributed across the University – the School’s share stood at 17%, while e.g. HUSS had 34%).

Concentration of students within the

University-accredited agent, managed by

Business School reflects market forces: it is

the International Office. However, growth

simply a fact that international students tend

has not been accompanied by diversity:

to see a business degree as the best return

clustering, by College, programme and

on investment, and we are good at business

Country of Domicile (COD), has the

studies.

the student experience while exposing the University to increased risk.

International Exeter annual report 2009/10

2009/10 the Business School was home to

September did so via the services of a

potential both to impact adversely upon

20

particular concentrations: for example, in

International Exeter recruitment banners

International Exeter annual report 2009/10

21

International Exeter recruitment banners

22

International Exeter annual report 2009/10

Studying in Cornwall newsletters

International Student Recruitment (cont.)

The dominance of the Business School as

In 2007, the 317 Chinese students we

the main driver for growth is reinforced

hosted represented 22% of our international

by the role of the INTO Exeter Centre:

fee population; by 2009 this proportion

recruitment in 2009/10 to the Centre’s

had risen to 34%, i.e. one in three of our

Business Foundation pathway was up

2,820 international students were Chinese.

47% on the previous year, and to the

The dominance of China is even more

Business Diploma by 201%. Accordingly

acute in INTO Exeter, where two out of

the University has found itself in a position

three students were either from China,

where, through the combined efforts of

Hong Kong, Singapore or Taiwan: China on

the International Office, Schools and INTO

its own accounted for 58% of all students

University Partnerships, extraordinary

at the Centre. This trend is exacerbated

growth is being fuelled through a reliance

by the tendency on the part of Chinese

upon a particular subject discipline, i.e.

students to apply early in the academic

business studies, and in particular, accounting

cycle: as a result, places tend to be filled

and finance.

with Chinese students first. Applicants from

Market forces not only dictate that Business Studies are popular, they also dictate that the greatest demand for overseas study comes from the People’s Republic of China (PRC). Institutionally Exeter has a diverse population, with over 130 nationalities represented within its student body, with 46 alone in the INTO Centre. However, China has remained the dominant force in recruitment terms over the past three years, and the International Office does not expect

markets that come on stream later in the admissions cycle (e.g. India) find that spaces available have been reduced. The University is unable to impose a quota by country or turn the tap on or off: to do so would almost certainly contravene Part III of the 1976 Race Relations Act. Having one-third of our international fee base derived from a single country increases risk, but the position would be less serious were this group dispersed evenly across the University.

this market to flag.

International Exeter annual report 2009/10

23

Agents newsletters

International Student Recruitment (cont.)

The Business School has a particularly heavy

Finish Group (IOC). This body has been

concentration of Chinese students: 22%

critical in bringing together College Managers

of the total new entrants to the School in

and senior figures from the Professional

2009 were Chinese, 73% of the students

Services, and three meetings of the IOC

progressing last year from the Business

took place in 2009/10. The purpose of

Foundation at INTO Exeter to their first

the Group is to consider how College

year in degree studies were Chinese,

management structures may best facilitate

while 51% of the students progressing last

delivery of the Internationalisation Strategy,

year from the Business Diploma at INTO

including consideration of broad KPIs and,

Exeter to their second year of studies with

more immediately, how the University may

us were Chinese. Even more acute is the

best place itself to ensure the continued

popularity of Accounting & Finance with

recruitment of high quality international

both INTO and direct entry students, which

students whilst ensuring an appropriate mix

led to a form of concentrated clustering:

by country, level and programme.

52% of Year 1 students on the UG degree in Accounting & Finance were Chinese, as opposed to a Business School first year average of 22%.

24

International Exeter annual report 2009/10

During 2009/10 the International Office was at the forefront of determining University policy and procedures in respect of the new Points Based System (PBS) immigration

As a direct response to the challenge of

legislation. New processes have been

diversification, the University established

introduced in the Admissions Office and at

an Internationalisation of Colleges Task and

INTO Exeter to ensure that Confirmations

of Acceptance for Studies (CAS) can be issued

We continue to encourage the recruitment

in an accurate and timely manner. Information

of quality students by means of the improved

has also been provided for those students

International Masters Scholarship Scheme.

who are outside PBS arrangements, e.g.

Funded jointly by the International Office and

one semester Study Abroad students and

Colleges, the scheme was very well received

visiting PhD scholars. Extensive training was

by the market, with 144 applications for the 11

provided to University agents, and detailed

awards covering tuition fees. In an encouraging

advice supported by updated web information,

development the strength of applications was

was produced for applicants. As a result, our

such that a further 16 awards were agreed with

applicants appear to be obtaining their visas

Colleges, in order to boost conversion of high

with less trouble than last year.

calibre applicants.

In conjunction with colleagues in Education

To date 17 awards have been accepted. In

Enhancement, Communications and Marketing

addition a number of INTO progressors

and Research and Knowledge Transfer, the

have received scholarships to encourage their

International Office played an active role in the

retention at the University. These partial awards

development of the online guide ‘Considering

worth £2,000 p.a. are aimed at retaining those

a UK PhD: Your Next Steps’. The end

students who achieve distinction grades in their

product is a high quality interactive 24/7 online

Foundation programme, and who are applying

resource (including video, audio and on-screen

to non-business subjects.

brochure is also impressive. I

In support of the quality agenda International

am delighted that we will be

interaction) which aims to demystify the UK PhD and the application process. Featuring a variety of current research students and staff across different subjects the tool moves students from the initial research idea to the application stage in a structured process. We have received good feedback from students and our agents during the development stage and hope that the tool will result in higher quality applications in 2010/11.

Office staff were active in reviewing and advising on the English Language minima required by the University for admission to its programmes.

Requirements were reviewed for all levels of study, with adjustments for 2011 entry receiving where appropriate the approval of the Admissions Working Group and the Graduate

us more into line with some of our peers, it also sends a clear signal of our intention to raise

conducted earlier in the year. This has led

quality of intake. In recognition of the pressures

to a number of process improvements,

faced with increased numbers of applications

including additions to our online academic

from overseas, the Internationalisation Strategy

qualification equivalencies guide. Work was

has provided investment of £61,000 in the

also undertaken with our network of agents to

form of funding for four support posts in the

encourage greater use of the online application

Admissions Office.

cycle, with consequent reduction in time spent processing paper forms. Discussions are ongoing about the development of a postgraduate applicant portal, critical to achieving higher levels of customer service for international applicants. In turn the creation of such a portal would provide an opportunity to develop an agent portal, a valuable service already provided by a number of our competitors.

colleagues who attended the launch of your International Strategy last week. The

working closely with Exeter as we develop Fulbright partnership awards with you.

Senior Manager US-UK Fulbright Commission

English language requirements not only brings

player in the Postgraduate Admissions review

overseas were received this way in the current

from my two Fulbright

Research Faculty Board. Upward revision of our

The International Office was also a key

system: 70% of all PGT applications from

I have heard great things

International applications to the University remained buoyant during 2009/10. By the end of the academic year (July 2010) undergraduate applications were up 40% on the same time last year, with offers up 33% despite increased tariff requirements. INTO students accounted for 17% of all undergraduate Year One offers.

Significant increases in PGT applications have continued to impact adversely on turnaround times, however. PGT applications at the end of July were up 25% on the same time last year and would have been significantly higher had it not been for the early closure of Business School courses.

International Exeter annual report 2009/10

25

International Exeter rankings flyer 2009/2010

Exeter is ranked 9th out of 114 UK universities Times Good University Guide 2010 1

Oxford

2

Cambridge

3

Imperial College London

4

St Andrews

5

University College London

6 Warwick

7 London School of Economics

8 Durham

9 Exeter 10 Bristol 11 York

12 King’s College London 13 14 = 15 = 15

Bath Edinburgh Leicester Southampton

Research excellence: RAE 2008 90% of Exeter’s research was rated as being at internationally recognised levels.

17 Loughborough 18 Sheffield

Sixteen of our 31 subjects are ranked in

19 Glasgow 20 Nottingham 21 Newcastle

their respective Top 10 ▲

22 Birmingham

▲

based on percentage of research rated 3* and 4* (internationally excellent or world leading)

23 Lancaster 24 Manchester 25

Aston

26

Cardiff

27

Leeds

= 28

East Anglia

=28

Liverpool

30

26

International Exeter annual report 2009/10

Royal Holloway

www.exeter.ac.uk/international

International Student Recruitment (cont.)

The introduction of the rolling deposit

invaluable forum within which to discuss

scheme for programmes in the Business

diversification issues (i.e. suitable mix by

School allowed offers to be made longer

country / College / level / programme);

than would otherwise have been the case,

‘convergence planning’ (i.e. the coming

but the sheer demand – international and

together of the business plan for INTO

home – for these courses still threatened

University of Exeter with College plans);

to be in excess of the School’s consolidated

and the setting of challenging but achievable

and programme level targets. Extensive

targets by Colleges for 2011/12 onwards.

work was undertaken to monitor numbers

Working closely with colleagues in Planning

and provide various conversion scenarios,

Services a new ‘international students

but the change in internal processes (i.e.

modelling tool’ was devised, enabling for the

deposits and increased offer levels) alongside

first time Colleges to understand in fine detail

in-market concerns about immigration has

the number of international students studying

made accurate predictions extremely difficult.

at peer universities, and how this might

Whilst broadly beneficial the rolling deposit

lead to identification of programme ‘gaps’,

scheme has disadvantaged students applying

with consequent opportunities for portfolio

for government funding (e.g. Central Asia,

development. Interim planned numbers,

Brunei) who were unwilling to commit their

using this recruitment tool and following

own funds by the deposit deadline and were

consultation with the International Office,

therefore withdrawn. In autumn 2010

will be reported to the IOC in autumn 2010,

Business School, Admissions and International

with continued refinement as a result of

Office staff will review the deposit system and

discussion with the International Officers,

discuss a split admissions cycle for the 2011

prior to final signoff in January/February 2011.

intake to ensure applicant processing is more manageable and maximises customer service.

At a more immediate and practical level, the Internationalisation Strategy will make funding available to enable ‘recruitment

Going Forward The sector as a whole faces substantial challenges as universities look to international student recruitment as a means of underpinning or even ensuring financial stability. Raising entry standards (be that in the form of academic criteria or English language minima) and seeking a more diverse intake (rather than simply rely on China to deliver volume) will have an impact upon our ability to recruit large numbers of students. But our central message must continue to be an association of our brand with quality, and a willingness to require higher entry qualifications for our students: we are interested in improving international as well as domestic tariffs as part of a longer game, i.e. to protect and nourish our reputation for a quality student experience. Addressing these challenges, the IOC has already proven itself to be an

ambassadors’, i.e. existing faculty, to visit key markets. Five awards of £1,000 per College will be made in total, with each College expected to contribute 5 x £500.

This approach will enable the International Office and Colleges to plan trips together in good time, and in a more structured way than has been possible hitherto. The International Office will remain as a fulcrum for joint marketing activities with INTO, to ensure the greatest possible synergy when it comes to joint marketing for the recruitment of international fee students to University programmes. The introduction of a travel notification system for University staff this year will facilitate sharing of travel information between Colleges. The International Office will also explore with Colleges whether further investment may be required in order to maintain and invigorate the diversity agenda.

International Exeter annual report 2009/10

27

Faculty Mobility Strategic Goal 5 calls for the provision for University staff of an enriched working environment, characterised by the opportunity to incorporate an increased international dimension to their experience.

A successful Internationalisation Strategy

strengths in research, our faculty are key.

is not possible without the support of

Since October 2009 the Internationalisation

our faculty. Whether it is delivering our

Strategy has funded 23 Academic

International Summer School, underpinning

Fellowships, enabling faculty across all

partnership development or helping to raise

Colleges to visit 22 partner/prospective

the profile of the University overseas by

partner institutions in 11 countries.

drawing the awareness of others to Exeter’s

International Exeter Outward Mobility Fellows 2009/10

28

Host Country

Faculty Member

School

Partner Institution

Australia

Prof Patrick Devine-Wright

Geography

University of Melbourne

Australia

Dr Adeline Johns-Putra

English

University of Melbourne/ Monash University

Australia

Prof Ian McLaren

Psychology

University of Sydney/ University of New South Wales

Canada

Dr Stewart Barr

Geography

University of British Columbia

China

Prof Regenia Gagnier

SALL

Tsinghua University

China

Dr Fu Jia/ Prof Richard Lamming

Business School

Fudan University

China

Prof Brahm Norwich

Graduate School of Education ECNU

China/ Hong Kong

Dr Karen McAuliffe

HUSS

Hong Kong University, CUPL, ECNU

China/ Hong Kong

Prof David Zhang

EMPS

Hong Kong University/ Tsinghua University National Tsinghua University/ Nankai University

France

Prof Joanne Horton/ Prof Kevin McMeeking/ Lindsay Stringfellow

Business School

National Centre for Scientific Research

Germany

Prof David Kelsey

Business School

Heidelberg University

Hong Kong

Dr Mark Paterson

Geography

Hong Kong University

Hong Kong

Dr Mark Wilson

Sports and Health Science

Hong Kong University

Netherlands

Dr Sean Carter

Geography

University of Amsterdam

New Zealand

Richard Bolden

Centre for Leadership Studies Auckland University

Russia

Prof Jonathan Gosling

Business School

International Management Institute of St Petersburg

Singapore

Prof Kevin McMeeking

Business School

Nanyang Technological University

Singapore

Dr Eugene Mullan/ Prof Andy Wills Psychology

National University Singapore

Sweden

Richard Bolden, Prof Jonathan Gosling, Dr Beverley Hawkins, Anne O’Brien, Emma Jeanes

Business School

Lund University

Taiwan

Prof Murray Grant

Biosciences

National Taiwan University

USA

Prof Ian Cook

Geography

Brown University

USA

Prof Joanne Horton

Business School

Harvard University

USA

Dr Marjo Koivisto

HUSS

Brown University

International Exeter annual report 2009/10

International Exeter Outward Mobility application form

Funding was also made available to promote the University overseas and stimulate research linkages by means of a Visiting International Fellowship programme: under this scheme Nobel Prize Winner and member of the Russian parliament, Professor Zhores Alferov, has accepted an invitation to visit Exeter in November 2010.

Professor Alferov will visit faculty at CEMPS and give a public lecture, to be followed by a dinner at hosted by the Vice-Chancellor at which he will be guest of honour.

In support of faculty mobility good progress was made in respect of a Travel Notification system, a priority identified as Objective 7(a) under the Internationalisation Strategy. This facility will ensure consistent and enhanced duty of care on the part of the University, while providing Colleges with data that will inform their marketing plans when it comes to international student recruitment, e.g. by sharing knowledge and resources about which faculty are going where, and why. A report by a Working Group was completed, and a Board to oversee implementation met in July 2010, with representatives from the Professional Services (including the Head of Procurement) and Colleges.

A beneficial but unexpected conclusion of this exercise was that the University’s Travel Policy was in need of revision, both in respect of travel at home and overseas. A brief interim Travel Policy will be produced in Autumn 2010 containing strong recommendations, e.g. travel to be signed off by College senior management, expenses withheld if systems not followed.

Going Forward A new round of Outward Mobility

be created, whereby both universities

Academic Fellowships is underway, tenable

will sponsor up to 12 short-term staff

in 2010/11, with 25 Fellowships available

visits per academic year, i.e. six Exeter

in the first tranche. Worth up to £5,000

faculty and six Brown faculty, in order to

each, with funding matched by Colleges,

facilitate guest lectures and take forward

the intention is to fund a total of at least 50

research collaboration. A limited number

Fellowships for the entire year, enabling

of awards may be extended to Directors

our academic community to forge links

of Professional Services from either

with researchers at the world’s leading

University. Exeter will ring-fence £10,000

institutions. Faculty from the Peninsula

from its internationalisation budget to

College of Medicine and Dentistry have

cover flights and subsistence for Exeter

been invited to participate.

staff travelling to Brown, and to pay

For the first time we will ring-fence funding tied to specific partner universities.

Following the successful visit to Brown

accommodation costs for Brown faculty visiting Exeter. Brown is exploring a parallel model for its own staff.

University by the DVC (Internationalisation) and Director of International Exeter a new “Exeter-Brown Mobility Fund” will

International Exeter annual report 2009/10

29

“This award bestows a certain sense of legitimacy

International Alumni

to the practice, research

DARO continues to work closely with the International Office in respect of Strategic

and policy work on the

Goal 6 of the Internationalisation Strategy, i.e. “to develop lifelong relationships with

internationalisation of higher education… All in all, the visit and convocation events were both inspiring and memorable and certainly surpassed our expectations. Both John and I were very impressed with the accomplishments and the future direction of the University of Exeter and especially, the talented team leading it.”

Professor Jane Knight University of Toronto and Honorary Graduate 2010

our international alumni”.

The past year witnessed significant developments in respect of DARO’s strategy for international alumni engagement.

Presidential visits added significantly to the profile of the University amongst our alumni at home and abroad (e.g. Taipei, Kuala Lumpur and Bangkok in November 2009), and opportunities were taken to engage with our former students overseas whenever possible, e.g. the Director of International Exeter met alumni in Athens in April 2010 and the DVC (Internationalisation) met with alumni in New York in June 2010. The focus is now on the formation of active alumni groups led

by Alumni Country Contacts, and a drive towards attracting philanthropic support from International Alumni.

30

International Exeter annual report 2009/10

Going Forward Following the recent visit by the Project Managers of the Beijing and Shanghai Offices to the University, DARO have already begun discussing how our China offices will assist in the delivery of DARO’s agenda in China. Performance Indicators discussed to date in respect of alumni include supporting Chinese alumni groups by meeting regularly each year, and targets for attending Presidential events and competitor research. Performance Indicators for fundraising include production of a report on the culture of gift-giving in China, and competitor research.

Other Activities In addition to the above, a range of complementary activities occupied the International Office in the past year. These included a Dual Degree Working Group, which concluded its business in July 2010.

The Group devised a set of terms and definitions for collaborative teaching, such as ‘double degrees’, and in co-operation with colleagues in Collaborative Provision, drew up guidelines for Colleges considering overseas collaboration and partnership delivery. In due course these guidelines will be in the University’s TQA manual

There was investment in Academic Services

Year we will set aside a further £10,000

and published for use by University staff

in support of the international student

for Counselling Services, another £10,000

on the International Office/Collaborative

experience, over and above our significant

to boost welfare support provided to our

Provision websites. The Group’s report

investment in the Admissions Office.

international students on arrival in the

will be presented to DVCs Professor

£9,000 was invested to boost Counselling

autumn, and £12,000 to support the Head

Neil Armstrong and Professor Janice

Services for international students, while in

of Learning and Development role out

Kay in support of delivery of both the

June 2010 we invested £20,000 in disability

‘cultural competency’ training to Academic

Internationalisation and Education Strategies.

resources for international students (who

and Professional Services staff in 2010/11.

cannot access public money for learning and teaching equipment). In the new Financial

International Exeter annual report 2009/10

31

Oversight and Risk Mitigation Throughout the year delivery of the Internationalisation Strategy was greatly facilitated by two advisory bodies, which helped us meet the challenges and understand and mitigate the risks involved. Regular meetings with John Allwood, as part of the Dual Assurance mechanism adopted by the University, were helpful in bringing to the Strategy a private sector perspective, while the International Strategy Advisory Board, which meets each term, and with a membership drawn from Colleges and the Professional Services, proved to be an invaluable sounding board and source of advice.

Internationalisation brings enormous

much debate in the sector, and the process

opportunities but tremendous risks. Our

accordingly has been subject to delay.

Strategy is mindful of the need to protect the reputation of the University and mitigate risk wherever possible. In addition to the risk-mitigation systems that the University has in place, we reviewed carefully areas where we believe further mitigation to be appropriate. This has included a wholesale review of partnership-based legal documentation, e.g. MOU templates, and

“The University has embarked on an exciting journey to move from a top

closely with Legal Services and Eversheds the International Office simplified greatly the contractual side of partner engagement. A new set of legal templates was devised, with

UK university, to a top world

guidance on their use issued to Colleges in

university. It is a journey that

available on a dedicated, easy to access, staff

will secure our future in an increasingly competitive and international environment.

It is a journey that we invite you all to participate in.�

Professor Neil Armstrong Deputy Vice-Chancellor International Exeter Launch, 12 April 2010

32

student exchange agreements. Working

International Exeter annual report 2009/10

February 2010. All this information is now section on the International Exeter website.

Work is ongoing in respect of revisions to legal documentation relating to agents appointed to recruit international students to the University: recent uncertainties in UK VAT law are currently the subject of

Risks are an inevitable part of internationalisation, but of particular concern are those emanating from UK government regulation. On 29 July 2010 the University was advised by the UK Border Agency that its allocation of Certificates of Sponsorship for non-EU citizens for the period 19 July 2010 to 31 March 2011 would be just six. The quota applies to new faculty appointments, extensions to current Certificates of Sponsorship/Work Permits and the transfer of current staff from Tier 1 (Post Study) to Tier 2. The University had to suspend issuing CoS to a number of international faculty with the attendant risk that it will not be able to recruit additional non-EU staff before April 2011. We will support colleagues in Personnel in their attempts to pursue an effective resolution of this issue, though it is impossible to prepare in advance for such unexpected regulatory developments.

International Exeter Office Structure dIreCtor InternAtIonAl exeter (Shaun Curtis)

dIreCtor oF InternAtIonAl oFFICe (John Withrington)

reCruItMent

PArtnerSHIPS

HeAd oF InternAtIonAl reCruItMent (nikki Padget)

ASSIStAnt dIreCtor (PArtnerSHIPS) (richard Foord)

ASSIStAnt dIreCtor (Chris dean)

InternAtIonAl lIAISon oFFICer (Michelle Skinner)

ASSIStAnt dIreCtor (robin rhodes)

InternAtIonAl oFFICer (lauren Murphy)

ASSIStAnt dIreCtor (vacant)

ProJeCt MAnAger CHInA oFFICe (BeIJIng) (lim dai)

ProJeCt MAnAger CHInA oFFICe (SHAngHAI) (Bess Ying)

InternAtIonAl PArtnerSHIPS ASSIStAnt (lucy thompson)

erASMuS oFFICer (valery Benson)

Student exCHAnge And WeBSIte AdMInIStrAtor (Anna Morley)

ASSIStAnt dIreCtor (PArtnerSHIPS) (Bryony Blinman)

InternAtIonAl eventS oFFICer (Jess Harrington)

InternAtIonAl oFFICer (victoria Wilson) StudY ABroAd oFFICer (Anne Worth)

SuPPort ASSIStAnt InternAtIonAl lIAISon oFFICer (James Healey)

AdMInIStrAtIve ASSIStAnt (Carol Walters)

StudY ABroAd AdMInIStrAtor (Isabella Coella-Knapp)

exeCutIve ASSIStAnt And PA to dIreCtor oF InternAtIonAl exeter (Charlotte Allen)

PA to dIreCtor oF InternAtIonAl oFFICe (Carol Adkins)

AdMInIStrAtIve ASSIStAnt (Katrina Macneill)

AdMInIStrAtIve ASSIStAnt (vacant)

SuMMer SCHool SuPPort oFFICer (Marte Billington)

International Exeter annual report 2009/10

33

Professor neil Armstrong

dr Shaun Curtis

Deputy Vice-Chancellor (Internationalisation)

Director of International Exeter

University of Exeter

8th Floor, Laver Building

Northcote House

North Park Road

The Queen’s Drive

Exeter

Exeter

EX4 4QE

University of Exeter

EX4 4QE Email: international@exeter.ac.uk

www.exeter.ac.uk/international

recycle 100% recycled

2010INT031