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Shaun Curtis, Director of International, University of Exeter
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ExeterInternational
Dr Shaun CurtisDirector of International ExeterUniversity of Exeter
Devising your International StrategyUniversities UK17 April 2013
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Internationalisation Strategy+ Research partnerships+ Mobility (staff and students)+ Alumni+ Employability+ Engagement with local community+ Rankings+ Recruitment
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Leadership for Global Challenges 2010
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Full-time, International Fee Numbers: 1995 - 2012
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Home v International Fee Revenue: 2006/7 to 2012/13
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Funding and Internationalisation
+ Exeter’s reliance on direct government income is declining+ Direct government income in 2006/07 = 38%+ By 2015, Exeter’s ‘direct’ income from the state is forecast to be 9.5%+ ‘Earned income’ is assuming ever greater importance
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University of Exeter – ‘State’ income v ‘Earned’ Income
0
50
100
150
200
250
300
350
400
2006/0
7
2007/0
8
2008/0
9
2009/1
0
2010/1
1
2011/1
2
2012/1
3
2013/1
4
2014/1
5
2015/1
6
Earned income £'000
HEFCE grant funding£'000
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University of Exeter – ‘State’ income v ‘Earned’ Income (Proportion)
0.0%
20.0%
40.0%
60.0%
80.0%
100.0%
120.0%
2006/0
7
2007/0
8
2008/0
9
2009/1
0
2010/1
1
2011/1
2
2012/1
3
2013/1
4
2014/1
5
2015/1
6
Earned income %
HEFCE grant funding %
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Funding and Internationalisation+ The increasing importance of earned income from International activities + i) Reinvestment opportunities+ ii) Management attitudes+ Exeter’s Shanghai and Beijing offices as examples of the above
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Leadership for Global Challenges 2010
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Representation in Bangalore
+ Vivienne Fenandoe (Project Manager)+ Varun Ramesh (Project Officer)
+ Focus on: RecruitmentPartnership developmentAlumni supportInternshipsProfile raising
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INTO Exeter: Programme Populations, 2008 to 2013
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International Rankings Performance: 2007 - 2012• QS/THE, 2007 – 2009, THE + QS thereafter
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Principles of funding – e.g. staff mobility
+ Leverage income from outside the International Office+ Avoidance of dependency culture+ Matched funding is vital+ Avoidance of bureaucracy
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Leadership for Global Challenges 2010
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Partnership Engagement
Bangalore Partnerships:
+ National Institute of Advanced Studies+ Indian Institute of Science, Bangalore+ Indian Institute of Management, Bangalore+ National Law School of India University+ Jain University
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Study Abroad Growth: 2006/7 to 2012/13
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Internationalisation beyond the International Office
+ Many more people on campus dealing with Internationalisation+ An International Office is still relevant…..+ …..but greater role in coordination as well as management+ Role of International Director is to “marshal arguments, assemble delivery mechanisms and spend resources wisely across and beyond the university.” + In other words, to spend non-international budgets on internationalisation
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