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The 2009/10 Annual Report for International Exeter, at the University of Exeter, UK
Citation preview
International Exeter
annual report2009/10
ContentsForeword 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 – Offi ce Structure 33
International Exeter
annual report2009/10
1International Exeter annual report 2009/10
Foreword Internationalisation is more than an activity owned by the International Offi ce.
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
highlight what that collective effort has
achieved in the fi rst twelve months of
International Exeter and to look ahead at
what we want to achieve during 2010/11.
We have made an impressive start: with
substantial progress in raising awareness of
the University brand overseas; engagement
with quality partners around the world; the
establishment of Representative Offi ces
in Beijing and Shanghai; a resoundingly
successful International Summer School;
and more Exeter students experiencing a
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.
As we look to embed internationalisation
still further, it is clear that we face a more
challenging external environment than
ever before. The picture for the UK higher
education (HE) sector in general remains, at
best, uncertain for the foreseeable future.
The University of Exeter is in a relatively
strong position, and with suffi cient risk-
mitigation measures in place, there is no
reason why our efforts to internationalise
should not turn this environment into one of
opportunity as opposed to one of threat.
Critical therefore will be continued
success in the recruitment of high quality
international students. Challenges include
identifi cation of gaps in our programme
portfolios, how to ensure that we are
maximising both price and value, and
how we ensure diversity of intake
without compromising quality. These are
diffi cult things to get right, but with the
introduction of Colleges, and the support
of the Internationalisation of Colleges Task
and Finish Group, we are clearly moving
forward.
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 profi le, strong research and teaching
collaborations with quality partners overseas
and at least a quarter of the student body
being drawn from as many countries as
possible.’ The University is well on the
way to delivering this vision – indeed it is
now looking to new horizons. International
Exeter will build on the successes of the last
twelve months, investing further in order
to fi rmly establish Exeter as a university of
global standing.
Professor Neil ArmstrongDeputy Vice-Chancellor (Internationalisation)October 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.
Substantial progress was made in respect
of the image we present to the outside
world, not least with the official launch
of International Exeter at the Innovation
Centre on 12 April 2010, an event that
saw a large turn out from the city, including
the Lord Mayor, City Councillors and the
Chief Executive of Exeter City Council. The
reception saw the launch of the International
Exeter brochure, which presents our
Internationalisation Strategy to the outside
world. It articulates our ambitions up
to 2015, while showcasing the existing
international nature of the University. We
are unique among our peers in the UK HE
sector in producing a document of such
detail and design, and it was extremely
well received, attracting complimentary
comments from universities in the UK,
Europe, Australasia and the United States.
Across the three campuses, the Director
of International Exeter undertook 17
presentations to faculty and Professional
Service staff to inform them about the new
Strategy and highlight the opportunities
on offer.
Internationalisation is not something that
stops at the University gates and we have
taken the view that our Strategy will not
be successful without the support of the
local community. Although we encourage
our international students to volunteer in
the community, and invite that community
to participate in multicultural events on
campus, many other benefits derived are
not always so obvious even though they
affect profoundly the wellbeing of local
citizens. Accordingly, in advance of the
launch of International Exeter, we asked
independent consultancy Oxford Economics
to calculate the direct, and multiplier effects
of international student expenditure (fees,
subsistence and visits) in both Exeter and
the South West. The results of this unique
research showed that international students
studying at the University contribute
over £57 million a year to Exeter’s Gross
Domestic Product (GDP) and £68 million
to the wider South West economy.
Furthermore, international students support
over 2,100 jobs, or 2.3% of all jobs in the
city of Exeter.
2 International Exeter annual report 2009/10
International Exeter brochure 2010
“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 SmithVice-Chancellor
International Exeter Launch, 12 April 2010
3International Exeter annual report 2009/10
International Exeter Oxford Economics report 2010
4 International Exeter annual report 2009/10
The initial success of our communications
programme was due to the close
working relationship forged between
the International Offi ce and the
Communications team. The development
of the International Exeter graphic,
complementary to the overall University
of Exeter brand, was rolled out across all
international marketing material. Evidence
of this can be seen with the launch of the
International Exeter website. Signifi cant
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
Exeter staff offering guidance and advice
relating to international partnerships,
qualifi cation guides, visa issues and travel
advice.
Our marketing and communications
output also extends to a series of high
quality ‘International Exeter’ posters to
boost visibility across campus (e.g. Study
Abroad) and for use overseas (as a general
recruitment tool).
In-country communications is essential if
we are to raise brand awareness of the
University beyond the UK. Protecting this
brand is vital and, in conjunction with the
Research and Knowledge Transfer team
and Legal Services, the International Offi ce’s
immediate priority was to protect the
University trademark in China, India, the
USA and Europe. This project, requiring
non-recurrent expenditure, will be
completed by the end of 2010.
Following the Internationalisation Strategy’s
requirement to evaluate the role of
representation overseas, a cost-benefi t
analysis recommended the closure of the
University’s Middle East Offi ce (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)
within Dubai Knowledge Village, at a
considerably reduced cost. GSE will assume
full responsibility for this offi ce in
November 2010.
Communications (cont.)
Fees (£m) Exeter South West
Direct Effect 21.9 21.9Indirect Effect 0.9 3.0Induced Effect 4.9 7.4total 27.7 32.3
Subsistence spending (£m) Exeter South West
Direct Effect 20.4 20.4Indirect Effect 1.2 4.2Induced Effect 2.8 4.6total 24.4 29.2
Additional visitors (£m) Exeter South West
Direct Effect 4.4 4.4Indirect Effect 0.3 0.9Induced Effect 0.6 1.0total 5.3 6.3
overall gdP 57.4 67.8Contribution (£m)
Source: Oxford Economics
Impact on local employment Exeter South West
Direct Effect 1,770 1,770Indirect Effect 70 220Induced Effect 280 420total Jobs Supported 2,120 2,410
Source: Oxford Economics
Economic impact of international students
Co-operation with universities world wideand sharing world-class research
International Exeter poster 2010
5International Exeter annual report 2009/10
6 International Exeter annual report 2009/10
As a result of cost savings arising from
closure, the University was able to open two
representative offi ces in China through the
‘Launchpad’ service offered by the China
British Business Council. Unlike other UK
universities, our offi ces do not have a student
recruitment function. Instead activities are
concentrated on partnership development,
alumni support, employability and
communications. Over 1,400 applications
were received for the two positions, and
in July 2010 we appointed Ms Bess Ying
(formerly Acting Education Marketing
Manager at the British Council, Shanghai)
as Project Manager for Shanghai, and Ms
Limin Dai (formerly Director of Business
Development at 21st Century English
Educational Media, part of the China Daily
Group) as Project Manager for Beijing. Both
Project Managers have visited the University
as part of their induction programme, and
met with key personnel in the Colleges and
Professional Services in order to agree key
performance indicators. They will produce
a Business Plan in Autumn 2010, and are
already working actively with colleagues in
the Careers and Employment Service to
identify placement opportunities for our
Chinese graduates seeking employment on
their return to their home country.
September 2010 sees the appointment of
a new International Events Offi cer (Ms Jess
Harrington), a joint position between the
International and Communications Offi ces.
As well as providing much needed support in
the management of incoming VIP delegations
from overseas, and additional support for
outgoing ‘Presidential’ visits, the additional
capacity within the Press Offi ce should allow
for increased opportunities to raise brand
awareness overseas.
Going ForwardThe International Exeter website will see
further improvements, including a greater
range of services for university staff, e.g.
more advice on partnership development,
“Congratulations on
your excellent and very
clear international strategy.
It looks and feels exactly
right, and I’m delighted you’ve
chosen to share it… you clearly
recognise that by publishing
the strategy so openly you’re
actually using it to raise
Exeter’s profi le internationally.”
Director of InternationalNew Zealand University
and reports on marketing trips overseas
conducted by the Offi ce. As part of our
outreach mission we will be working with
colleagues in Communications to produce
a high quality fi lm, of fi ve minutes duration,
encapsulating the international strengths and
ambition of the University of Exeter as a
leading, research-intensive institution, while
also illustrating the outstanding natural beauty
of the campus and environs, the aim being
to ‘imprint’ the city, region and University
on international audiences. The intention
is not to produce marketing material aimed
at student recruitment, but to reach both
constituencies identifi ed as key in Objective 7
of the Internationalisation Strategy and others
who may have a stake in the University,
e.g. prospective faculty. Many of Exeter’s
peers and competitors, particularly those in
North America, have produced high-quality
short fi lms, frequently broadcast through
independent media such as YouTube
and i-Tunes. The production of a short,
high-quality fi lm, to be delivered by
Penzance-based company ‘Three S Films’
by Autumn 2010, will send a powerful signal
in respect of Exeter’s quality, reputation and
ambition.
As we bed down operations in our
Representative Offi ces in Shanghai
and Beijing, we will work towards the
establishment of a Representative Offi ce in
Bangalore in 2011 through the services of
consultancy fi rm SANNAM S4. As with our
presence in China, the Bangalore Offi ce will
support in-country institutional partnerships,
engage with alumni contacts and take
forward the employability agenda in concert
with staff back at Exeter. However, unlike
our operations in China this offi ce will also
have a recruitment function.
Working with colleagues across the
University – and in close cooperation with
Universities UK, given the Vice-Chancellor’s
status as President – we will continue to
maximise Exeter’s overseas profi le by means
of the Presidential visits.
Communications (cont.)
7International Exeter annual report 2009/10
International Exeter – short film 2010
The undeniable value of a period of study
spent abroad resonates across the three
leading strategies for the University –
Internationalisation, Education and Research
and Knowledge Transfer – while helping
to underpin the key University objective of
making our students even more attractive to
potential employers. Study Abroad appears
to be an increasingly popular interest of
our students – the number of students
undertaking Study Abroad as part of their
degree programme at Exeter rose 68%
between 2007/08 and 2009/10 – and there
is evidence to suggest that, at 2.4% of the
f/t total, the proportion of students going
abroad puts Exeter just below the median
position in a peer group that includes Bristol,
Durham, Nottingham, Birmingham and
Warwick. We are confident that we can
improve upon this position.
8 International Exeter annual report 2009/10
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
copy of Exeter’s International
Strategy. Apart from being a most
attractively produced publication,
I am impressed by the clarity of the
document. The Strategic Goals are
clear, all encompassing and, more
important, will be stimulating
to staff .”
Senior ManagerAssociation for European Life
Science Universities
9International Exeter annual report 2009/10
International Exeter Study Abroad poster 2010
10 International Exeter annual report 2009/10
Study Abroad (cont.)
exeter students participating on international summer school activity
number of Students Summer 2009 Summer 2010
CUPL Summer School (Beijing) 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
“Thank you very much
indeed for sending me a copy
of your impressive booklet
about the international
strategy and targets for the
University. It is very quotable.
Thank you!”
Independent Higher Education Consultant
While the International Strategy identifi es
Study Abroad as a priority for the years
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 leafl et will be given to every
new incoming student for 2010/11 as part
of the University welcome pack.
In 2009/10, fi nancial 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.)
11International Exeter annual report 2009/10
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
Offi ce 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 ForwardThese 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
of producing a Study Abroad Strategy
by January 2011: To articulate the value
of Study Abroad as part of the student
experience, and its contribution towards
both the Internationalisation and Education
Strategies; provide agreed defi nitions for
Study Abroad at the University (length of
Study Abroad, destination etc); consider
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. suffi cient
accommodation for incoming students);
defi ne strategic ownership of Study Abroad
within the Colleges; and discuss how best
to embed Study Abroad within the Business
Planning Process for Colleges.
“I wonder if you would mind
sending me another two or
three copies of the strategy?
There are a couple of people
here I would like to pass it to
as an example of best practice
elsewhere.”
Internationalisation Development ManagerUK University
12 International Exeter annual report 2009/10
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
with over 180 universities in 36 countries,
encompassing a wide range of activities,
including joint research, student exchange
and general Memoranda of Understanding
(MoUs). Nevertheless, the true measure
of success in respect of international
partnerships is not the number of MoUs
signed, but the extent to which our students
and staff have meaningful engagement with
their counterparts. To that end, our focus
over the last year was the development
of a smaller number of ‘institutional-level’
partnerships with top-quality universities
around the world.
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
University (NTU)). Critical to success in
the early days was the catalytic effect of
the ‘Presidential’ visits and our ability to
leverage further profi le in respect of the
Vice-Chancellor’s position as President
of Universities UK. Hence the calendar
year 2009 saw a total of 39 reciprocal
visits, with a consequent increase in the
University’s profi le; for example, the visit by
ECNU staff to Exeter in September 2009
was covered by the Times Higher, while
coverage of Presidential visits overseas
included articles in the infl uential South China
Morning Post and the Singaporean Today
magazine in May 2009, and coverage of the
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.
“Having just completed
a review and rewrite of our
Internationalisation Strategy
(though not in such glorious
colour as that of Exeter), I was
impressed both with its scope
and presentation.”
Director of International Policy UK University
13International Exeter annual report 2009/10
Building on these partnerships was an
important part of the International Offi ce’s
activities in the last year, and following
a visit to NTU in November 2009, the
Offi ce 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
Partnerships and met with the Minister
responsible for higher education, Kapil Sibal.
Follow-up to these visits was both rapid
and highly promising: a delegation of four
academics from IIM-B visited us from 8-11
June to tour the University and to spend a
seminar day with the Business School. Six
faculty from the Business School will be
visiting IIM-B in turn during Autumn 2010.
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
well advanced for a return visit to IISc-B by
approximately 15 Exeter staff for a research
symposium in January 2011. In addition, a
delegation from IIT Delhi has been invited to
visit later in this year.
July 2010 saw the profi le of the University
enhanced considerably in India when the
Vice-Chancellor accompanied the Prime
Minister, David Cameron on a high-level UK
government trade mission to that country.
14 International Exeter annual report 2009/10
Our plans for engagement in India will
be strengthened further when the Vice-
Chancellor 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
University business immediately afterwards.
Substantial progress was made in respect of
partnership development in the USA. We
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 fi eld of Water Engineering
have been identifi ed, 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.
A key development was the successful
cultivation of links following a visit to the
USA and Canada in June 2010 by the DVC
Internationalisation and the Director of
International Exeter. Their reception was
“Exeter was the most
enjoyable experience in my life.
Thanks to all of you who
made this possible.”
Khirod MoharanaStudent,
Indian Institute of Technology, Delhi
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, signifi cantly older (yet
smaller) than Exeter, campus-based and
have similar research profi les. Exeter enjoys
a long-standing relationship with William
and Mary and Provost Michael Halleran
visited Exeter in June. Draft ‘collaboration
documents’ have been submitted to both
institutions as a basis for discussion: Brown
has also suggested the creation of a dedicated
faculty mobility fund, on the same lines as
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
development is the Exeter International
Summer School. Held in July, the
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
School small and competitive (academic and
linguistic minima were enforced as opposed
to being a ‘free for all’) has put us in the top
range of summer school experiences offered
by UK universities.
Partnership Development (cont.)
15International Exeter annual report 2009/10
“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 DiStudent, Tsinghua University
16 International Exeter annual report 2009/10
Summer School 2010 – Graduation Ceremony
17International Exeter annual report 2009/10
“Thank you, you have
hosted a fl awless
programme. It has been
a pleasure for me to be
a part of the event
and group.”Tuheena MukherjeeStudent, Indian Institute of Technology, Delhi
18 International Exeter annual report 2009/10
19International Exeter annual report 2009/10
Partnership Development (cont.)
Going ForwardDuring 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
forthcoming months to pilot this through the
University’s accreditation system.
International Summer School poster
“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 AnqiStudent, East China Normal University
In January 2010 a further 326 students
registered for academic-level pre-university
programmes at the INTO Exeter Centre.
International student numbers were up 44%
on 2009, while enrolments were up 47%,
with UG and PGT intakes experiencing
substantial growth (70% and 50%
respectively).
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
September did so via the services of a
University-accredited agent, managed by
the International Office. However, growth
has not been accompanied by diversity:
clustering, by College, programme and
Country of Domicile (COD), has the
potential both to impact adversely upon
the student experience while exposing the
University to increased risk.
Traditionally the majority of our international
fee students study in the Business School:
53% came under this category in 2009/10,
with INTO accounting for 14%. When
viewed on the basis of Schools, i.e. as
opposed to Colleges, HUSS accounted for
11.5%, EMPS 6.5%, SALL and GSE both
4% and Other 8%. But these figures mask
particular concentrations: for example, in
2009/10 the Business School was home to
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
Business School reflects market forces: it is
simply a fact that international students tend
to see a business degree as the best return
on investment, and we are good at business
studies.
20 International Exeter annual report 2009/10
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.
21International Exeter annual report 2009/10
International Exeter recruitment banners
22 International Exeter annual report 2009/10
International Exeter recruitment banners
23International Exeter annual report 2009/10
The dominance of the Business School as
the main driver for growth is reinforced
by the role of the INTO Exeter Centre:
recruitment in 2009/10 to the Centre’s
Business Foundation pathway was up
47% on the previous year, and to the
Business Diploma by 201%. Accordingly
the University has found itself in a position
where, through the combined efforts of
the International Offi ce, Schools and INTO
University Partnerships, extraordinary
growth is being fuelled through a reliance
upon a particular subject discipline, i.e.
business studies, and in particular, accounting
and fi nance.
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 Offi ce does not expect
this market to fl ag.
International Student Recruitment (cont.)
In 2007, the 317 Chinese students we
hosted represented 22% of our international
fee population; by 2009 this proportion
had risen to 34%, i.e. one in three of our
2,820 international students were Chinese.
The dominance of China is even more
acute in INTO Exeter, where two out of
three students were either from China,
Hong Kong, Singapore or Taiwan: China on
its own accounted for 58% of all students
at the Centre. This trend is exacerbated
by the tendency on the part of Chinese
students to apply early in the academic
cycle: as a result, places tend to be fi lled
with Chinese students fi rst. Applicants from
markets that come on stream later in the
admissions cycle (e.g. India) fi nd 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.
Studying in Cornwall newsletters
24 International Exeter annual report 2009/10
The Business School has a particularly heavy
concentration of Chinese students: 22%
of the total new entrants to the School in
2009 were Chinese, 73% of the students
progressing last year from the Business
Foundation at INTO Exeter to their fi rst
year in degree studies were Chinese,
while 51% of the students progressing last
year from the Business Diploma at INTO
Exeter to their second year of studies with
us were Chinese. Even more acute is the
popularity of Accounting & Finance with
both INTO and direct entry students, which
led to a form of concentrated clustering:
52% of Year 1 students on the UG degree
in Accounting & Finance were Chinese,
as opposed to a Business School fi rst year
average of 22%.
As a direct response to the challenge of
diversifi cation, the University established
an Internationalisation of Colleges Task and
Finish Group (IOC). This body has been
critical in bringing together College Managers
and senior fi gures from the Professional
Services, and three meetings of the IOC
took place in 2009/10. The purpose of
the Group is to consider how College
management structures may best facilitate
delivery of the Internationalisation Strategy,
including consideration of broad KPIs and,
more immediately, how the University may
best place itself to ensure the continued
recruitment of high quality international
students whilst ensuring an appropriate mix
by country, level and programme.
During 2009/10 the International Offi ce was
at the forefront of determining University
policy and procedures in respect of the
new Points Based System (PBS) immigration
legislation. New processes have been
introduced in the Admissions Offi ce and at
INTO Exeter to ensure that Confi rmations
International Student Recruitment (cont.)
Agents newsletters
25International Exeter annual report 2009/10
of Acceptance for Studies (CAS) can be issued
in an accurate and timely manner. Information
has also been provided for those students
who are outside PBS arrangements, e.g.
one semester Study Abroad students and
visiting PhD scholars. Extensive training was
provided to University agents, and detailed
advice supported by updated web information,
was produced for applicants. As a result, our
applicants appear to be obtaining their visas
with less trouble than last year.
In conjunction with colleagues in Education
Enhancement, Communications and Marketing
and Research and Knowledge Transfer, the
International Offi ce played an active role in the
development of the online guide ‘Considering
a UK PhD: Your Next Steps’. The end
product is a high quality interactive 24/7 online
resource (including video, audio and on-screen
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.
The International Offi ce was also a key
player in the Postgraduate Admissions review
conducted earlier in the year. This has led
to a number of process improvements,
including additions to our online academic
qualifi cation equivalencies guide. Work was
also undertaken with our network of agents to
encourage greater use of the online application
system: 70% of all PGT applications from
overseas were received this way in the current
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.
We continue to encourage the recruitment
of quality students by means of the improved
International Masters Scholarship Scheme.
Funded jointly by the International Offi ce and
Colleges, the scheme was very well received
by the market, with 144 applications for the 11
awards covering tuition fees. In an encouraging
development the strength of applications was
such that a further 16 awards were agreed with
Colleges, in order to boost conversion of high
calibre applicants.
To date 17 awards have been accepted. In
addition a number of INTO progressors
have received scholarships to encourage their
retention at the University. These partial awards
worth £2,000 p.a. are aimed at retaining those
students who achieve distinction grades in their
Foundation programme, and who are applying
to non-business subjects.
In support of the quality agenda International
Offi ce 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
Research Faculty Board. Upward revision of our
English language requirements not only brings
us more into line with some of our peers, it
also sends a clear signal of our intention to raise
quality of intake. In recognition of the pressures
faced with increased numbers of applications
from overseas, the Internationalisation Strategy
has provided investment of £61,000 in the
form of funding for four support posts in the
Admissions Offi ce.
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.
Signifi cant 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 signifi cantly higher had
it not been for the early closure of Business
School courses.
I have heard great things
from my two Fulbright
colleagues who attended the
launch of your International
Strategy last week. The
brochure is also impressive. I
am delighted that we will be
working closely with Exeter
as we develop Fulbright
partnership awards with you.
Senior ManagerUS-UK Fulbright Commission
26 International Exeter annual report 2009/10
International Exeter rankings flyer 2009/2010
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 Bath 14 Edinburgh = 15 Leicester = 15 Southampton 17 Loughborough 18 Sheffi eld 19 Glasgow 20 Nottingham 21 Newcastle 22 Birmingham
23 Lancaster
24 Manchester 25 Aston
26 Cardiff
27 Leeds
= 28 East Anglia
=28 Liverpool
30 Royal Holloway
Exeter is ranked 9thout of 114 UK universitiesTimes Good University Guide 2010
www.exeter.ac.uk/international
Research excellence:RAE 200890% of Exeter’s research was rated as being at internationally recognised levels.
Sixteen of our 31 subjects are ranked in
their respective Top 10▲
▲based on percentage of research rated 3* and 4* (internationally excellent or world leading)
27International Exeter annual report 2009/10
The introduction of the rolling deposit
scheme for programmes in the Business
School allowed offers to be made longer
than would otherwise have been the case,
but the sheer demand – international and
home – for these courses still threatened
to be in excess of the School’s consolidated
and programme level targets. Extensive
work was undertaken to monitor numbers
and provide various conversion scenarios,
but the change in internal processes (i.e.
deposits and increased offer levels) alongside
in-market concerns about immigration has
made accurate predictions extremely diffi cult.
Whilst broadly benefi cial the rolling deposit
scheme has disadvantaged students applying
for government funding (e.g. Central Asia,
Brunei) who were unwilling to commit their
own funds by the deposit deadline and were
therefore withdrawn. In autumn 2010
Business School, Admissions and International
Offi ce staff will review the deposit system and
discuss a split admissions cycle for the 2011
intake to ensure applicant processing is more
manageable and maximises customer service.
Going ForwardThe sector as a whole faces substantial
challenges as universities look to international
student recruitment as a means of
underpinning or even ensuring fi nancial
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 qualifi cations 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
invaluable forum within which to discuss
diversifi cation issues (i.e. suitable mix by
country / College / level / programme);
‘convergence planning’ (i.e. the coming
together of the business plan for INTO
University of Exeter with College plans);
and the setting of challenging but achievable
targets by Colleges for 2011/12 onwards.
Working closely with colleagues in Planning
Services a new ‘international students
modelling tool’ was devised, enabling for the
fi rst time Colleges to understand in fi ne detail
the number of international students studying
at peer universities, and how this might
lead to identifi cation of programme ‘gaps’,
with consequent opportunities for portfolio
development. Interim planned numbers,
using this recruitment tool and following
consultation with the International Offi ce,
will be reported to the IOC in autumn 2010,
with continued refi nement as a result of
discussion with the International Offi cers,
prior to fi nal signoff in January/February 2011.
At a more immediate and practical level,
the Internationalisation Strategy will make
funding available to enable ‘recruitment
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
Offi ce and Colleges to plan trips together
in good time, and in a more structured
way than has been possible hitherto. The
International Offi ce 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
notifi cation system for University staff this
year will facilitate sharing of travel information
between Colleges. The International Offi ce
will also explore with Colleges whether
further investment may be required in order
to maintain and invigorate the diversity
agenda.
International Student Recruitment (cont.)
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
is not possible without the support of
our faculty. Whether it is delivering our
International Summer School, underpinning
partnership development or helping to raise
the profile of the University overseas by
drawing the awareness of others to Exeter’s
strengths in research, our faculty are key.
Since October 2009 the Internationalisation
Strategy has funded 23 Academic
Fellowships, enabling faculty across all
Colleges to visit 22 partner/prospective
partner institutions in 11 countries.
28 International Exeter annual report 2009/10
International Exeter Outward Mobility Fellows 2009/10
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/ Business School National Centre for Scientific Research Prof Kevin McMeeking/ Lindsay Stringfellow
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, Business School Lund University Prof Jonathan Gosling, Dr Beverley Hawkins, Anne O’Brien, Emma Jeanes
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
29International Exeter annual report 2009/10
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 ForwardA new round of Outward Mobility
Academic Fellowships is underway, tenable
in 2010/11, with 25 Fellowships available
in the first tranche. Worth up to £5,000
each, with funding matched by Colleges,
the intention is to fund a total of at least 50
Fellowships for the entire year, enabling
our academic community to forge links
with researchers at the world’s leading
institutions. Faculty from the Peninsula
College of Medicine and Dentistry have
been invited to participate.
For the first time we will ring-fence
funding tied to specific partner universities.
Following the successful visit to Brown
University by the DVC (Internationalisation)
and Director of International Exeter a
new “Exeter-Brown Mobility Fund” will
International Exeter Outward Mobility application form
be created, whereby both universities
will sponsor up to 12 short-term staff
visits per academic year, i.e. six Exeter
faculty and six Brown faculty, in order to
facilitate guest lectures and take forward
research collaboration. A limited number
of awards may be extended to Directors
of Professional Services from either
University. Exeter will ring-fence £10,000
from its internationalisation budget to
cover flights and subsistence for Exeter
staff travelling to Brown, and to pay
accommodation costs for Brown faculty
visiting Exeter. Brown is exploring a parallel
model for its own staff.
International AlumniDARO continues to work closely with the International Office in respect of Strategic
Goal 6 of the Internationalisation Strategy, i.e. “to develop lifelong relationships with
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.
Going ForwardFollowing 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.
30 International Exeter annual report 2009/10
“This award bestows a
certain sense of legitimacy
to the practice, research
and policy work on the
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 KnightUniversity of Toronto
and Honorary Graduate 2010
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
and published for use by University staff
on the International Office/Collaborative
Provision websites. The Group’s report
will be presented to DVCs Professor
Neil Armstrong and Professor Janice
Kay in support of delivery of both the
Internationalisation and Education Strategies.
There was investment in Academic Services
in support of the international student
experience, over and above our significant
investment in the Admissions Office.
£9,000 was invested to boost Counselling
Services for international students, while in
June 2010 we invested £20,000 in disability
resources for international students (who
cannot access public money for learning and
teaching equipment). In the new Financial
31International Exeter annual report 2009/10
Year we will set aside a further £10,000
for Counselling Services, another £10,000
to boost welfare support provided to our
international students on arrival in the
autumn, and £12,000 to support the Head
of Learning and Development role out
‘cultural competency’ training to Academic
and Professional Services staff in 2010/11.
Oversight and Risk MitigationThroughout 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
opportunities but tremendous risks. Our
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
student exchange agreements. Working
closely with Legal Services and Eversheds
the International Offi ce simplifi ed greatly the
contractual side of partner engagement. A
new set of legal templates was devised, with
guidance on their use issued to Colleges in
February 2010. All this information is now
available on a dedicated, easy to access, staff
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
much debate in the sector, and the process
accordingly has been subject to delay.
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 Certifi cates 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
Certifi cates 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.
32 International Exeter annual report 2009/10
“The University has
embarked on an exciting
journey to move from a top
UK university, to a top world
university. It is a journey that
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-ChancellorInternational Exeter Launch, 12 April 2010
International Exeter Office Structure
33International Exeter annual report 2009/10
AdMInIStrAtIveASSIStAnt
(Katrina Macneill)
AdMInIStrAtIveASSIStAnt
(vacant)
SuMMer SCHoolSuPPort oFFICer
(Marte Billington)
AdMInIStrAtIveASSIStAnt
(Carol Walters)
PA to dIreCtor oF InternAtIonAl
oFFICe(Carol Adkins)
reCruItMent PArtnerSHIPS
HeAd oF InternAtIonAl reCruItMent(nikki Padget)
ASSIStAnt dIreCtor
(PArtnerSHIPS)(richard Foord)
InternAtIonAlPArtnerSHIPS
ASSIStAnt (lucy thompson)
InternAtIonAleventS oFFICer (Jess Harrington)
ProJeCt MAnAgerCHInA oFFICe
(SHAngHAI) (Bess Ying)
ProJeCt MAnAgerCHInA oFFICe
(BeIJIng) (lim dai)
ASSIStAnt dIreCtor
(PArtnerSHIPS)(Bryony Blinman)
StudY ABroAd oFFICer
(Anne Worth)
StudY ABroAd AdMInIStrAtor
(Isabella Coella-Knapp)
erASMuS oFFICer(valery Benson)
Student exCHAnge
And WeBSIte AdMInIStrAtor
(Anna Morley)
ASSIStAnt dIreCtor(Chris dean)
InternAtIonAl lIAISon oFFICer(Michelle Skinner)
ASSIStAntInternAtIonAl lIAISon oFFICer
(James Healey)
InternAtIonAl oFFICer
(lauren Murphy)
InternAtIonAl oFFICer
(victoria Wilson)
ASSIStAnt dIreCtor
(robin rhodes)
ASSIStAnt dIreCtor
(vacant)
dIreCtor InternAtIonAl
exeter(Shaun Curtis)
dIreCtor oF InternAtIonAl
oFFICe(John Withrington)
SuPPort
exeCutIveASSIStAnt And PA to dIreCtor oF InternAtIonAl
exeter(Charlotte Allen)
Professor neil Armstrong
Deputy Vice-Chancellor (Internationalisation)
University of Exeter
Northcote House
The Queen’s Drive
Exeter
EX4 4QE
dr Shaun Curtis
Director of International Exeter
University of Exeter
8th Floor, Laver Building
North Park Road
Exeter
EX4 4QE
Email: [email protected]
www.exeter.ac.uk/international 2010INT031recycle 100% recycled