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Strategic Plan Workshop

InternationalisationTuesday, 24 May 2016, Mt Lawley Campus

Session One: Key Challenges and Opportunitiesfor Internationalisation

This session asked participants to identify the key challenges and opportunities from the pre-reading circulated for the Internationalisation Workshop.

Focus Question: “What are the key messages from the current state of international activities, in terms of challenges and opportunities?”

Overall Response

The most common themes in terms of challenges are:

The need for internal consolidation of the structure of the International program; 22

Balancing growth, market focus and risk; 21

Competitive reputation of ECU in the market place; 16

Identifying and working with the right partners; 14

Streamlining internal processes. 14

The most common themes in terms of opportunities are:

Select the partnerships that will make a difference; 28

Maximise markets within our geographical region; 20

Identify and promote ECU’s competitive advantage; 15

Reconfigure the International processes and structures. 10

INTERNATIONALISATION OUTCOMESECU, Strategic Plan Workshop, 24 May 2016, Mt Lawley Page 1

Detailed Input

Note – This session included a dedicated ‘like, dislike and comment’ component to prioritise comments.

Challenges

Idea Comments Likes Dislikes

The need for internal consolidation of the structure of International program (22)

International is very much working in silos and reporting to different Directors; need to be more consolidated;

14 0

Lack of clarity of roles leads to gaps and duplication;

o Good intentions but duplication of the easy things and no one looking at the difficult things;

o International Office, marketing, finance, Schools are in different places. Need more market analysis and high level strategic advice to Schools;

o The centralisation of the International Office, International Partnerships, Pathways and Partnerships and Office of the Dean and DVCI

5 0

Need to have Associate Deans International to bring International in line with ADT&L and ADR;

2 0

Devolved model of internationalisation internally leads to many stakeholders and delays;

1 0

Many different stakeholders within the University.

o Challenge, opportunity or both? 0 0

Balancing growth, market focus and risk (21)

Trying to find the right balance between growth and managing visa risks;

o This can be guided by SSVF and monitored relatively simply.

10 0

Over-dependency on, and exposure to, a handful of high risk markets; 7 0 To diversify markets and not rely on a small number; 3 0 Ensuring diversity in the international

cohort (balance between Chinese and Indian students);

o Diversity is key also in terms of the balance between domestic and international students.

1 0

How to systematically identify viable markets. 0 0


Competitive reputation of ECU in the market place (16)

ECU's current reputation and lack of prestige; 5 0 Increased competition from other providers; 2 0 Low international ranking; o Real obstacle when we want to

attract Asian students.2 0

ECU's ranking; 2 0 International scholarships are needed to grow new markets for ECU; 2 0 Increasing competition; 1 0 Scholarships going to high ranking Universities; 1 0 ECU’s ranking is an issue. 1 0

Identifying and working with the right partners (14)

How to identify the right partners (reputation, size, history, financial stability, partner rankings);

11 0

Time taken to establish new partnerships. 2 0 Too many sleeping partners; o ???;

o I know a way to wake them up....

1 0

Streamlining internal processes (14)

Processes are very cumbersome; need to streamline, minimise bottlenecks and empower departments;

4 0

Need to be less process driven and more goal driven; 4 0 To better align PIBT admissions with ECU admissions, improve communication and

support each other;3 0

Finance processes are problematic at ECU when academics seek to engage in overseas activities.

1 0

Streamline the process. 1 0 ECU processes and procedures are very local centric. 1 1

Cultural change towards growth and innovation for the International focus (10)

Culture change around understanding and resourcing international activities;

o Gaining engagement beyond the classroom is a challenge.

9 0

Need a cultural change that encourages growth and innovation as currently all the discussion is around risk management.

1 0

Optimise the business model (10)

Lack of commercial business development skills; 4 0 Managing agents is difficult; 4 0 Cost of recruitment and support services, ie: ‘Is the cost worth it?’ 2 0


Quality and motivation of students (8)

Academic quality of students with English language proficiency plus a real motivation to study, rather than using university to get a visa;

6 0

Language support and integration. 2 0

Issues with student mobility (6)

Student mobility, not much take-up due to the nature of student body (working, mature aged, not able to take the time off of work and other responsibilities);

o How can we ensure the 85% of students that do not get an overseas mobility experience still have an opportunity to ‘internationalise’ their experience and be ‘global work ready graduates’.

3 0

No central funding for HDR mobility. 3 0

Inhibiting conditions for market share (5)

Prohibitive cost of education in Australia; 3 0 Students from overseas can feel isolated in an Australian University; 1 0 Isolation of WA, cost and climate; 0 0 Cost of living in WA compared to the East Coast. 0 0

Strengthening the marketing strategy (3)

Lack of strong marketing strategy that highlights our strengths; 2 0 Develop international ambassadors who can 'speak' for ECU; 1 0 To market in the vernacular; 1 0 Capitalising on opportunities. 0 0

Opportunities


Select the partnerships that will make a difference (28)

Finding and nurturing partners where there are multiple opportunities (eg: students, research, staff exchanges);

9 0

Developing partnerships with international Universities with a focus on research relationships and post graduate opportunities, and managing those relationships;

6 0

Aim for strategic long term partnerships through HDR, rather than a strong focus on UG;

4 0

Build research partnerships as well; 4 0 Develop TCU type model with other University partners; 2 0 Partnerships with Universities in Europe, Canada, US as a way of managing risk and

diversifying;1 0


Active and established alumni network but how well do we use our overseas graduates?;

o Especially HDR alumni. 1 0

Link in with existing priorities (international research, partnerships, etc); 1 0 We can increase partner engagement. 0 0

Maximise markets within our geographical region (20)

China and India are mainstays, there are opportunities to grow markets in Africa which is currently underserviced;

7 2

ECU is in the same time zone for business hours as 60% of the global population; 4 0 The market overall is increasing with a rise of middle class in developing countries; 3 0 Trade agreement with Indonesia; 2 0 Align with national strategies (eg: Global Alumni Engagement Strategy); 2 0 Government is pro-active; 1 0 Position ECU as a major player in the region; 1 0 Grow the Chinese and South East Asian market; 0 0 Recognise and align with government strategies. 0 0

Identify and promote ECU’s competitive advantage (15)

Increased brand recognition and differentiation; 5 0 ECU's outstanding teaching reputation; 4 0 Produce a bullet point list of

achievements (research, applied research);

o Part of brand recognition. 2 0

Concentrate on ECU’s course strengths in aviation security and security; 2 1 Internal and external messaging around our strengths; 1 0 What will a student look like in 2021?; 1 0 Demonstrate our strengths (eg: T&L)

benchmarked against other institutions.

o Brand recognition exercise. 0 0

Demonstrate strengths in key areas; 0 0 Establishing clarity around academic products. 0 0

Reconfigure the internal International processes and structures (10)

Centralise International offices; 4 1 Need to radically change ECU processes to facilitate overseas activities; 3 0 New internal culture of taking risks is developing. 3 0


Boost transitional education (7)

Increase TNE in general; 5 0 Establish further transnational opportunities. 2 0

Become smarter in the way we approach our programs (7)

Learning from previous mistakes with offshore programs; think things through before rushing into deals;

4 0

We need a high level identification of countries and system of focus, ask Schools what is needed and don't duplicate what they are doing, instead work on filling the gaps identified.

o More high level coordination needed.

2 0

Technology to share knowledge and data on markets. 1 0

Make the International program part of the mainstream (6)

Providing domestic students with a more international curriculum; 4 0 Improve online offerings; 2 0 Bringing more students onshore; 0 0 Establish accommodation precincts

close to the University;o Or having Perth city based

accommodation for ECU students.0 0

More study tours as these shorter experiences are more appealing to students.

o Yes, but are there other activities that are being overlooked?

0 0

Boost opportunities for student mobility (5)

Mobility and exchange opportunities for ECU students. 4 0 Increase funding from Government for student mobility; 1 0

Encourage diversity in the overseas students’ experience (4)

Spread of Indian students across all disciplines (currently concentrated in Business and Engineering) as these students won’t be getting the Australian classroom experience with such a high density of International students from their home country in classes;

3 0

Reengage with Study Abroad to encourage a more diversified student cohort. 1 0


Session Two: Suggested Initiatives

Session Two focused on ECU’s international objectives to 2021.

Focus Question: “In each of the following areas for international activities, what are the critical initiatives or actions? (3 – 4)?:”

Academic executive leadership;

International relationships and management;

Partnerships and pathways;

Recruitment, growth and retention;

The student experience;

Transnational education;

Other.

Overall Response

The highest responses on initiatives across all of the international objectives are:

Develop and leverage competitive advantage of ECU courses; 39

Identify the most effective pathways; 32

Stronger academic leadership for international activities within Schools; 29

Better coordination of services that support the International program; 24

Focus on and build quality international relationships; 21

Use HDR as an opportunity for growth; 21

Better alignment of international activities across Schools; 20

Build stronger and deeper relationships within ECU; 20

Increase pastoral care and practical support. 18


Detailed Input

Note – In this session and the next session, a dedicated ‘like, dislike and comment’ feature of the GroupMap application was used by the participants to indicate energy and support for preferred initiatives.

Academic Executive Leadership


Stronger academic leadership for international activities within Schools (29)

Need an AD International in each School;

o Could be undertaken by an existing AD if given the appropriate resources and workload;

o And a forum to share ideas and opportunities across Schools.

8 0

Identity key academic staff to lead international initiatives within each School;

o These key academic staff need to be funded and resourced.

6 0

A more collaborative and sharing approach by Deans to maturing and strengthening opportunities which have been identified and developed;

5 0

Is there academic executive leadership or this being driven by Marketing and the Student Services Centre?;

4 0

Translation and facilitation by academics between activities and the broader University;

o Enabling academics who are achieving in international space.

2 0

Deans need to better identify needs and support requirements from Centres; 2 0 Challenge for academics to achieve cohesion and balance needed between research

teaching and internationalisation.2 0

Better alignment of international activities across Schools (20)

Need to constructively align international activities in planning across Schools; 15

0

Challenge that some international activities report to one DVC while other international areas report to a different DVC; needs more alignment.

5 1

Increase the business development focus (6)

Replicating country intelligence workshops to guide staff (ie: Singapore workshop); 3 0 Why focus on academic leadership in international activities? Get the commercial

and business experts to develop and run the international strategy and operations;2 0


Provide PD to upskill academic staff to lead international activities;

o Must be targeted and specific as an Academic's role is to research and teach; don’t make them do more of what they are not skilled at doing!;

o Put a person who is trained and experienced in business development in the role and let the academic work on the course and unit content;

o Agree with this comment.

1 0

International Relationships and Management


Focus on and build quality international relationships (21)

Build depth of relationship with a few rather than breadth with many; 8 0 Be proactive in identifying and approaching partners; once established, focus on

nurturing and managing the relationship; it is a partnership and it works two ways;5 0

International relationships should include relationships with institutions strong in research;

3 0

Focus is to identify quality partnerships and to work to maintaining the quality of the partnership and outcomes;

2 0

Student mobility has too many partners; focus on the most active and nurture those as it is difficult to maintain too many;

1 0

Direct relationships with partners are more valuable than agents who work for different clients.

o Maximise the partnership to involve the whole University business, like research projects with those partners;

o Different countries need different approaches, so we need agents in some countries;

o This is very market specific.

1 2

University should focus on the most promising regions (eg: Middle East, China, India, etc).

o A single strategy doesn't acknowledge differences across disciplines or between UG and HDR.

1 0

Use existing students and alumni to boost ECU profile in home countries (14)

Use our existing international students and alumni to grow relationships in their country;

11

0

Use existing students in public relationship activities specifically focused on their home countries (eg: student videos and testimonials placed online).

3 0


Partnerships and Pathways


Identify the most effective pathways (32)

Better manage advanced standing agreements;

o This area is very cumbersome, slow and a bottleneck to enrolment;

o And leveraging the benefits of preferred pathway providers;

o Would also be great to cut the line for international students so that they do not have to reapply for advanced standing once onshore;

o This AS should be fully applied to their record.

10 0

Improve management of English language provider pathways;

o Explore in-country options (multiple Navitas offices in China).

6 0

Develop a small number of recognised pathways where there is strong support from the partner institution;

6 0

Identifying the best partners; 4 0 Identify pathways that target staff from partner institutions, as well as students; 3 0 Manage offshore pathways in terms of English language and academic preparation. 3 0

Build stronger and deeper relationships within ECU (20)

Need deeper relationships; 7 0 Partnerships that nurture ECU students (and staff) out and partner students (and

staff) in;6 0

Strong relationship management; 5 0 Evidence of partnership facilitates government scholarship programs; 1 0 Relationships should be based on more than one academic area; 1 0 Improve agent relationships; 0 0 Educate our people on how to do this properly; what are the risks? What are the

pitfalls? What are the lessons learned? How do you manage cultural issues?0 0

Improve retention (13)

Better understand retention through the student pipeline to see the student experience;

o Track the success of students through various pathways and use this information to effectively manage retention and partner relationships;

7 0

Targeting undergraduates as a short term strategy but need to focus on longer term relationships that generate HDR.

6 0


Recruitment, Growth and Retention


Develop and leverage competitive advantage of ECU courses (39)

Develop points of difference that are key for our main courses through industry partner selection and Work Integrated Learnings to market more effectively;

8 0

Look at which programs are internationally appealing as not all courses will be right for the international market;

7 0

Select the market and develop the product to suit that market; needs product development specialist;

5 0

Recognise and manage the impact of streamlined visa framework changes;

o Use this to guide marketing direction.

5 0

Leverage our strengths and differentiations in key messaging such as value proposition to establish ECU in our own niche;

o Brand recognition. 4 0

Strategies to test market demand; 4 0 Understanding international markets and building a stronger brand; 3 0 Acknowledge different needs and

strengths of different disciplines;o Also different markets for UG &

HDR recruitment.2 0

Targeted niche marketing opportunities and collaboration between School and marketing efforts.

1 0

Use HDR as an opportunity for growth (21)

Building HDR through partnerships; 8 0 Building study abroad to increase

diversity, develop a pool of potential PG students, build on the international experience and improve the cohort through targeted partner selection in key markets;

o This can leverage so many other opportunities in addition to initial recruitment.

8 0

Opportunities for growth in Masters by Research and PhD;

o As long as we have enough supervisors in popular areas.

3 0

Managing expectations with HDR development; 2 0 Induction and support of HDR students. 0 0

Streamline processes for international recruitment (15)

Remove barriers for recruitment growth, such as restrictions on developing study abroad and relationships with Europe;

8 0

Simplify processes so that the University can be more responsive to opportunities; 6 0 HDR process for international recruitment is slow, hard to follow, unclear and

causes miscommunication and errors; not nimble enough to convert students with too many areas involved.

1 0


Undertake bolder initiatives in emerging countries (15)

Invest more recruitment budget into emerging market to diversify FPON from more traditional markets (eg: Mongolia, Kazakhstan, Mexico, Myanmar);

5 0

Undertake more bold initiatives through a suite of agent retreats and workshops and major launches for Edith Cowan College (big branding events);

5 0

Identify high priority countries and regions for student recruitment; 4 0 Accommodation scholarships for low growth markets. 1 0

Better use of alumni (14)

Better use of alumni as ambassadors; 8 0 Bolstering alumni and relationships from international perspectives. 6 0

Better collaboration across ECU, for regions (13)

Cross University regional focus groups so that everyone is aware what is going on in each region (MCSC, IO, Schools, GRS).

13 0

Increase in-country agent activities (12)

Increase budget for IP to do more agent inbound activities;

o This is brilliant. 4 0

More in-country representation; o If you choose to do this they need to be better managed.

4 0

Over dependence on education agents; need to create better recruitment models.

o ECU staff are also agents when travelling overseas and this should be recognised and supported.

4 0

Improve international student services and engagement (7)

Better services for international students on campus and in Perth;

o eg: cultural food sharing. 4 0

ECU has poor International student engagement at the student services level. 3 0

Other

ECU courses to be competitive overseas (ie: advanced standing, local accreditation); 3 0 Start a WA consortium so that we can utilise the established relationships the other

Universities have developed;1 0

Establishing human and resource cost per student for individual markets; 1 0 Manage risk by undertaking student prescreening in India. 1 0


The Student Experience


Increase pastoral care and practical support (18)

Extra Support for international students (not so much academic support as pastoral care);

9 0

Airport pick up; o We already do this but it’s not well publicised; perhaps we could do this at no charge?

4 0

Pastoral care and student engagement to build a culture of support and deal with international issues experiences;

3 0

Student arrival in Perth through to getting to campus is less than ideal. 2 0

Provide peer support schemes (13)

Resource a buddy system to link new students with experienced students from the same culture. This buddy is to be available for at least the first semester. In addition, a second buddy that is very familiar with the Australian culture could be paired to help assimilate new students into the Australian culture;

6 0

Opportunity to integrate domestic and international students through extra curricular activities;

o How to do it effectively? 5 0

Develop on campus activities (such as WAAPA) to enhance the Joondalup campus experience.

2 0

Improve internships and industry engagement (9)

Extend Work Integrated Learning opportunities;

o Internship availability. 5 0

Improve industry engagement to enable internships; 2 0 Would be great if we could establish partnerships with companies or institutions to

provide work experience opportunities for newly arrived international students.2 0

Explore diversity in course delivery for international students (9)

Offering blended courses so that the international student only has to live here for one year out of the three year degree;

5 0

The model that all students are the same does not support the international student experience at ECU.

4 0

Collaborate with other Universities on welcome services (7)

All WA Universities could group together to have a 'Student Welcome service Desk' at Perth airport to facilitate a welcome to WA Universities;

o Job for Study Perth. 6 0


To approach other Universities and to offer student exchanges;

o Brilliant idea. Which Universities? 1 0

The Student Welcome Service Desk could have additional educational partners. 0 0

Explore centralised accommodation options (6)

Explore college style accommodation, potentially centralised and shared with other Perth Universities.

6 0

Establish incentives for preferred partners (5)

Rolling out more scholarships and fee discounts for preferred partners. 5 0

Continuously improve the international experience for students (4)

Monitor pathway students performance better to inform partnership priorities; 2 0 Share best practice in student management as a University; 1 0 Leverage off different cultures to improve international experience. 1 0

Other

The learning infrastructure such as technologies needs to be improved; 4 0 Implement much stricter processes

around releasing students to other institutions.

o Provide better counselling services for students seeking release.

1 0

Transnational Education


Better coordination on TNE across Schools (14)

Schools working in isolation with no high level ECU coordinated TNE strategy;

o Schools work with the International Office to coordinate TNE, so whose role is it to coordinate across the Schools?;

o Exactly.

14

1

Communication process connecting Schools and IO;

o And International Partnerships Office meetings need to be well chaired so that we keep them brief, don't waste time and respect that people are busy. Stay with high level business and decisions, not the nitty gritty.

0 0


Provide incentives to increase agility and innovation in TNE (7)

Need adequate resourcing to be agile in TNE and get projects up and running quickly;

4 0

Provide incentives to Schools to engage in more TNE partnerships and finding new opportunities.

3 0

Consider an offshore campus (6)

Establish a physical presence in the market (ie: ECU campus overseas).

o Off shore campus would be a great way to market and build reputation overseas.

6 0

Increase blended delivery (5)

Increased blended delivery. o We need adequate infrastructure in IT for this.

5 0

Select the right partners (5)

Enhances ECU reputation and ranking if a right TNE partner is selected; 3 0 Need to consider long term value not short term return. 2 0

Increase awareness of in-country regulations and processes (5)

Build awareness of in-country regulations for TNE delivery and associated costs; 2 0 Quality processes in relation to

transnational education need to be more rigorous;

o May be achieved with depth of partnerships with a few rather than breadth of many.

2 0

National policy can be restrictive (eg: teaching and nursing practicals can only be done in Canada and USA not any Asian countries despite them running the WA curriculum).

o Not correct for nursing. 1 2

Other Initiatives


Better coordination of services that support the International program (24)

Service centres in the International space need to report to the same DVC;

o So that is IO, SSC, MCSC, GRS;o Particularly IO and IP, possibly

part of SR;o The issue is more about how we

set up the communication. If we start with what the Schools' needs are, that might be one way of improving function.

10 3


Remove communication restrictions directed onto IP, SR and Admissions; free flowing communication will ensure issues are addressed quickly and openly;

6 0

Integrated dashboard reflecting all areas of activity (eg: academic and agent relationships);

4 0

There are far too many processes in the international space with too much focus on documentation and less on valuing experience; Departments should be empowered to grow;

2 0

Track international student academic performance to better inform decisions; 1 0 Need an actual risk target number that we can all work towards; 1 0 Strengthen reporting functionality for easier access to required information. 0 0

Boost study tours and international exchanges (10)

Build on the 'Study Tours' and international 'Clinical Placements' to grow relationships with specific institutions;

6 0

Emphasise exchange and access existing students as a resource; 2 0 Large scale study abroad programs

present a significant opportunity.o For inbound or outbound

students? Different costs and opportunities.

2 0

Boost the profile and positioning of ECU offshore (2)

Need a high level 'sell' of ECU which can be followed up by individual disciplines; 2 0 Consistent key messages offshore, as well as onshore. 0 0

Other

Rethink the discipline mix in our fee paying offshore discipline (eg: WAAPA will be working in this space);

2 0

MOOCs to whet appetite for further study; 1 0 We should be teaching more Asian languages so that there is more appetite for

students to travel to these countries for study abroad.1 0


Session Three: Interfaces with Other Strategic Goals

Focus Question: “In each of the following strategic goal areas, what needs to be in place to better integrate with excellence in international activities?”:

Excellence in research and knowledge exchange;

Excellence in teaching and learning;

Enabled by people, services and infrastructure;

Other if needed.

Overall Response

The most preferred suggestions across the other strategic goals were:

Strengthen the linkage between ECU research strengths and internationalisation; 44

Improve our marketing systems and information for better targeting; 42

A more responsive and agile IT system; 33

Encourage an ECU cultural change towards international growth; 25

Boost the profile of supervisors to increase HDR recruitment; 22

Improve the HDR process for international students; 16

Market the ECU competitive advantage of excellent teaching; 14

More integrated service centres; 14

Better engagement of international alumni. 14


Detailed Input

Note – In this session, participants used the ‘like and comment’ function.

Excellence in Research and Knowledge Exchange

Idea Comments Likes

Strengthen the linkage between ECU research strengths and internationalisation (44)

Building ECU's reputation by showcasing world leading research that is targeted to market regions;

o This should be a given;o Certainly a given but should be targeted

and demonstrate how this can affect the market's real world issues.

14

Communicate and apply ECU's research strengths in key relevant regions;

o Use strengths to provide solutions in market which are both community building and marketing opportunities;

o ANE within Australia.

11

Link research and international opportunities; 6 Build strong international partnerships that showcase research; 5 International research collaborations should be resourced and these may grow into further

opportunities;4

Opportunity to communicate and publicise ECU's research successes.

o In relative international arenas. 4

Improve the HDR process for international students (16)

Research supervisory capacity is quite weak; 7 Recruiting international HDR students is

longwinded, cumbersome, needs clarity and simplification;

o Barriers - do we have an academic to supervise and is this student capable?;

o If international student isn't eligible, need to on-sell and redirect;

o Mass processing means they are sometimes lost with too many hands across the process;

o Who controls it?

5

Investing in HDR mobility to enhance their research performance and outcomes.

o And strengthen research partnerships. 4

Leverage off international research students upon their return home (11)

Leverage off the international PhD students who leave ECU and return to their countries to develop research partnerships, as they will have been working with supervisors and already have a relationship;

o Supervisors and their graduates often are in touch post-graduation but not so much centrally.

10

Greater use of students as contributing to research. 1


Better communication about research across Schools (9)

Better communication and information sharing of research outcomes and commercialisation arrangements across Schools;

6

Collaborative Research Network model for International. 3

Use Academic Study Leave to build international relationships (6)

Maximise Academic Study Leave in a strategic way to encourage partnerships and increase research opportunities;

o Yes, collaborate more effectively. 3

Encourage staff to take up study leave; o And measure the outputs. 2 Use Academic Study Leave to enhance our relationships with international partners. 1

Other

It seems to be taking for ever to change the GRS to the IGRS… what's up with that? 2 Keep pursuing the 20 Professors to attract international research students. 2

Excellence in Teaching & Learning

Idea Comments Likes

Market the ECU competitive advantage of excellent teaching (14)

Market ECU as one of the top Universities in Australia for teaching and learning (most students want a positive learning experience); this raises us above the G8 whose T&L rankings are lower than ECU’s;

o Need a strategy that focuses more on research strengths.

7

Marketing and orientation strategies that are mobile friendly;

o Marketing and future students website is mobile friendly but the application system isn't.

4

Maintain five star teaching and learning and use it to market our services. 3 World recognised academics that teach (ie: Professorial recruitment). 1

Improve cultural sensitivity and awareness at ECU (11)

Cultural sensitivity training for academics in relation to teaching and learning;

o Don't limit it to academics, maybe for students as well?

o Cultural sensitivity and awareness should be built into all staff induction so as to build a culture that celebrates difference.

8

Better controlled use of social media to help overcome cultural sensitivities relating to asking questions in class;

3

Consider opportunities to celebrate student diversity; we owe it to our domestic students to culturally acclimatize and prepare for a global job market.

0


Grow Edith Cowan College’s role (10)

Edith Cowan College will be a great opportunity to grow the ECU brand, lock in a flow of pathway students;

o All areas at ECU need to get onboard and support the opportunity.

5

Strengthen Edith Cowan College's role as facilitating enabling courses for international students.

4

An internal pathways program akin to UniPrep; 1

Promote the benefits of mobility for graduate employability (9)

Promote and celebrate student mobility and value the contribution mobility can have on graduate outcomes and employability;

6

More ECU based internships for students.

o So much opportunity here that is surprisingly very under utilised.

3

Greater student support (6)

Better use of buddy system initiatives (homework club) as were previously established by the Golden Key ECU chapter.

6

Other

Provide dual / international degrees; o Certainly the way forward 5 Establish international student public speaking workshops; 2 Partner with education departments in developing countries to help set up curriculum,

standards for teaching (eg: Philippines education system changing to k-12); ECU can partner with Ministry of Education to help upskill current teachers;

2

More access for students to seek feedback on assignments for better future outcomes; 1 Offer MOOCs in areas of strength or interest and consider delivery modality. 0

Enabled by People, Services and Infrastructure

Idea Comments Likes

A more responsive and agile IT system (33)

ECU spends a huge amount on its IT budget (more than most Universities) yet the IT is very poor quality; IT may need to be given a major wakeup call;

9

IT infrastructure that supports blended learning;

o Mission critical;o Seconded.

8

Technology to enable blended learning; 6 IT infrastructure to support

communication;o Skype or Zoom. 4

Technology to enable effective learning on an international stage. 3 An agile system that is responsive to the global market. 2


Transcripts for videos of lectures; 1 We need to be smart in IT so that when

international students Google ‘higher education in Australia’, ECU is listed first (or amongst the first).

o We do search engine marketing but the cost for general terms like ‘higher education’ and ‘Australia’ is very high;

o We're across this but sometimes, it is uneconomic to bid on these terms as they do not convert into actual applications.

0

Ability to slow audio in video recordings of lectures. 0

Encourage an ECU cultural change towards international growth (25)

University people and services are welded to a historical ECU focus on the domestic market; the attitudes of these people and their services need to evolve to be more supportive of international activities;

o Reduce ‘us vs them’ mentality as we're all working for the same outcomes".

10

Academics need to better engage in emerging markets (South Asia, Africa etc) to improve research that solves real world problems;

o Also mentioned in ‘Excellence in Research’.

9

The WA State Government should grow their role in internationalisation activities;

o ECU should adopt a proactive role in driving State Government strategy.

5

Need a cultural change where international growth is the focus across all areas of the University; currently the ECU culture is around processes and documentation.

1

Boost the profile of supervisors to increase HDR recruitment (22)

List supervisors online with their areas of interest;

o And those who have capacity to take on more students.

12

EOI’s for HDR students; high number of application 'knock backs' by Schools

o Process is too cumbersome and good students get lost in the bureaucracy and go elsewhere.

3

Identifying staff (academics, supervisors) to HDR students as part of the recruitment strategy; 3 Boosting supervisors numbers by

adjusting HDR supervision to be a component of teaching load (increase numbers of supervisors);

o Should be its own category in the workload model.

3

Targeting HDR students through ECU strengths for a more effective recruitment strategy. 1

More integrated service centres (14)

Service centres that support the uniqueness of international students; 7 Effective internal communications strategies; 3 International 'spoke' to the student services 'hub'; 2 Address siloed services centres for a more integrated service model; 1 If all international activity was managed under one DVC then there would be much improved

communication, enhanced response times and a better ability to be innovative.1


More streamlined interaction with international students (13)

Streamlined interaction with partners and students; 3 Certain cohorts of students need to be case managed through the application process; they

should only deal with one person at ECU and groups like Study Abroad or partner; this case management would assure a better application result and happier students;

2

Providing excellence in the interface between ECU and external partners and students; 2 Campuses that are international friendly in terms of facilities offered (food, accommodation,

etc);2

Further streamlining students' progress into ECU; 1 Need a focus on international student retention; if we better retain the students there would

be less reliance on recruiting new ones;1

Streamlined processes; 1 ECU identifies as having global-focused campuses'; 1 Greater student friendliness on the University website. 0

Easier access to information on the students’ journey (9)

Access to international dashboards and partnership arrangements for all academics, including off campus;

o Available to all. 7

Integrated systems that allow for transparency and ease of access to information to understand the student’s journey (eg: from application, enrolment, advanced standing, student support, career, etc).

o For example PELA results, students at risk. 2

Build in flexibility to incorporate international activities into workloads (9)

Flexibility in modes of delivery that account for international differences (technology, education backgrounds, roles of teachers);

o Both in timetables and discipline. 5

Clear incorporation of international responsibilities into the work load model; 1 Greater freedom for academics to highlight their research and T&L activities and interests on

their webpage;1

Explore opportunities for formal and informal staff exchange as a long term initiative; 1 Perhaps student and staff exchange. 1


Other Initiatives

Idea Comments Likes

Improve our marketing systems and information for better targeting (42)

Need CRM that integrates with the website, marketing and admissions systems;

o Available on mobile devices as well and integrates with our contract management warehouse (currently CAMS).

11

Ensure our marketing information is available in the language of the countries (because often it is the parents of international students who make the decisions about the Universities at which their children will study);

o We need to meet the needs of the client. 10

Better data so that we can accurately identify where our sales are coming from (eg: partners / pathways);

o Reporting on students in the pipeline (retention) and performance on arrival.

8

League tables incorporated into dashboards; 6 Better access to league tables at a discipline level; 3 We need to look externally as well as internally; improving internal systems will not create an

international University; we need to benchmark against external competition;2

ECU could decide on key points of differentiation (eg: a global industry focused institution that offers all students industry experience as part of their degree); Industry engagement then becomes a key feature of partnerships;

1

To sell our courses internationally they need to be accredited internationally and recognised in key markets.

1

Better engagement of international alumni (14)

Alumni need to be far more engaged internationally;

o Use these students as a resource; 9

Better use of academics to support recruitment activities. (eg: symposiums, thought leadership lectures, discipline leadership events and collaborating with industry overseas);

3

Enhance internal and external publications and access alumni as a resource.

o Use our international students to gain information on the demand in their home countries (eg: proposals for international marketing or institutions from our international students).

2

More responsive admissions processes (5)

Admissions cutoff dates turn away too many potential students;

o This is a significant barrier and needs to be addressed.

4

Admissions needs to be responsive to changing offshore education systems; recognise them and adapt our entry requirements accordingly to respond to changing market conditions.

1


Reflections

In a plenary session, the following reflections were highlighted:

Prof Simon Ridings:

A lot of change over the past year, decision-making being done in isolation, need a more coordinated approach, approvals up through same channel and messaging back down the same channel;

Looking at what we have in terms of feedback today, there’s a lot of consensus. Nothing contentious or areas of surprise. If we look at the cohort we have now, do we want the same mix in 5-10 years time, and how do we change research and teaching/learning to achieve this change. Any ideas on how we teach differently would be great.

Discussion:

– Because we have a number of senior execs involved, it is inhibiting as we aren’t reading from the same page;

– Good to take imaginative move forward then work on processes after – a bit process focused at the moment;

– Having more connections through offshore programs and campuses, can leverage recruitment. A more integrated approach that will raise profile of the University;

– Better research collaboration network replicated internationally;

– Communicate that it is not generally staff or PhD that are producing research papers and supervisory capacity, can outsource;

– Source countries growing their own – markets will change and attending a campus in WA might not be the case with cost of living in Australia increasing, need to be cognizant of this, opportunity to partner and work with these universities.

Prof Ridings:

Thinking about research in 5-10 years time. How much funding would we be seeking from onshore funding as opposed to offshore funding? ECU has been positioned as northern corridor university, we need to be global. Cosmopolitan, diverse student cohort with blending learning? Tailored programs for countries? In 5-10 years time, we could be teaching very different courses to different student cohorts in many locations.

Discussion:

– Education and nursing courses with accreditation guidelines, if you are setting up in another country, need to be aware of those country’s accreditation processes;


– Looking at students in the future, because we don’t know what jobs people will be doing in the future, the word entrepreneurial comes up a bit, need to position ourselves towards this;

– University students of the future, but also partnerships of the future, consortiums.

Prof Ridings:

Are there 4-5 universities out there with an international focus that we would aspire to align with? Peer and aspirant partnerships?

Discussion:

– Use existing international students as a resource to ask what they see as international education in their own countries in the future;

– Peer university to Edith Cowan - happening on a School level, need to harness that, and expand to university level;

– Not just university partnership but corporate partnerships as well, ie: government sponsoring partners such as the China scholarship council;

– Exploring whether we are going to be an aspirant partner to someone else.

Prof Ridings:

Does happen when we explore capacity building in TNE. Offshore partners are often private partnerships, need to think about medium term strategy in terms of private partners.

Prof Finlay-Jones:

Research centres and strong international collaborations. Should we be focusing our HDR recruiting to enhance these collaborations? Need to resource more generously, but it will be at expense of other areas.

Prof Ridings:

Mechanical problems, but need to be bold in our ambitions.

The Vice Chancellor:

Recognise that we have a lot to do in international. One thing that has come out of this is the JFK idea: “not what your country can do for you, it is what can you do for your country”. Can’t centrally control what an academic is doing with international collaborations.


Session Four: Purpose, Vision and Values

Focus Question: “In light of your input on international activities, is there any major emphasis that you would change for ECU’s purpose, vision or values?”

Overall Response

The most preferred suggestions are:

Purpose:

– Expand the emphasis to a global approach; 13– Increase the focus on transformational learning. 3

Vision:

– Incorporate a ‘world’ focus; 4– Be bolder on our international focus. 3

Values:

– Current values are appropriate; 5– Adaptability or agility; 2– Innovation. 2

Detailed Input

Note – In this session, the ‘like and comment’ functions were used.

Purpose

Idea Comments Likes

Expand the emphasis to a global approach (13)

Educate global citizens; o And learn from global citizens o Or educate citizens of the new era.

4

Engaging Global Communities as opposed to just Communities; 3 'Inspired by international and national engagement and partnership' to reflect that

internationalisation should be embedded in everything we do;2

Anticipate and develop global citizens; 1


Evolve to a more global approach (eg: 'Develop valued global citizens through teaching and research inspired by engagement and partnerships');

1

Needs to better reflect our niche in producing globally relevant citizens; 1 The purpose is not just Western

Australia; let’s take over the world (dare to dream ECU);

o But we do need to recognise our Act of Parliament.

1

Engage in more capacity building in developing countries as we have the expertise and people (let’s do this!);

0

Global citizens; 0 Global citizens; 0 Take out WA; 0 To further develop global citizens through research and teaching inspired by engagement and

partnerships.0

Increase the focus on transformational learning (3)

Transforming lives through education and research; 3 Encourage curious minds; 0 Entrepreneurial spirit and enablement; 0 Ethical, critical and creative thinkers; 0 Expanding perspectives and fostering curious minds; 0 Expanding perspectives; 0 We shape 'change agents'. 0

Vision

Idea Comments Likes

Incorporate a ‘world’ focus (4)

To directly and positively effect global communities;

o Providing solutions to real problems. 2

Developing people for the international workforce; 1 Responsive and adaptive to global challenges; 1 Developing globally focused graduates and staff; 0 Education to change your world and research that changes THE world!; 0 Internationally recognised; 0 For our students, staff and graduates to be highly regarded worldwide as innovative, ethical

and engaged contributors;0

Transformative education and research that changes the world; 0 Vision needs to include producing world class graduates; 0 Worldly citizens. 0


Be bolder on our international focus (3)

Become a recognised brand across the globe for being bold and going where Universities dare not to go;

1

Encourage overseas research o Do we have money to fund small overseas research? It would be a good way to engage an overseas cohort of research oriented students.

1

Campus in Melbourne and Sydney - why not?;

o Need to focus on emerging markets. 1

Academics without borders that seek out opportunities outside of their comfort zones; The 'holiday type' destinations have less to offer; if we are going to be taken serious, we need

to go where most Universities don't and build from there;

0

Campus in Myanmar; 0 University without borders. 0

Transformative teaching that produces industry ready graduates (1)

‘Transforming lives through teaching, learning and research';

o Or 'To teach the world';o 'Educating the world';o 'Tomorrow's education';o 'World ready'.

1

Equip students for life-long learning; 0 Graduates that shape industry; 0 Need to recognise industry-ready graduates; 0 Produce more independent learners. 0

Other

Can the vision be more about the University (eg: for ECU to be...); 0 Collaborate more with other WA Universities; 0 Dynamic and young with a mature outlook; 0 Create a presence for primary school students in markets and grab them when they are young

(eg: supporting local community activities);0

Keep reference to sustainability; 0 Specifying students, staff and graduates is good within the current vision; 0 Understand, explain, improve. 0

Values

Idea Comments Likes

Current values are appropriate (5)

Current values are good and sufficiently broad enough to incorporate other values from comparable Universities; 3


These are appropriate values; 2

Keep integrity and respect. 0

Adaptability or agility (2)

Adaptability or agility; 2

A 'we do' focused mentality; 0

‘To effect’ - our people use knowledge and research to make an imprint on our communities". 0

Innovation (2)

Creative; 2

Innovative and rational enquiry; 0

As a University, we should be enabling our researchers and our students to innovate; 0

Future focused; anticipating change and challenge through critical thinking; 0

Innovation; 0

Promote a greener, more innovative world; 0

Top to bottom approach kills innovation; 0 We need to value the bottom line staff and the top to bottom communication hinders

innovation; we want to be a workplace that fosters communication; 0

Update rational inquiry to innovative. 0

Collegiality (1)

Collegial; 1

Collaboration; 0

Every voice and mind in ECU counts; 0

Translate Edith Cowan's values to modern ethos with an international focus. 1

Excellence (1)

Change personal excellence to 'excellence'; this includes excellence of processes and procedures; 1

Just excellence not personal excellence. 0

Other Transparency; 1

Should recognise ECU's strengths in applied research and working with industry; 1

Work to a common goal. 0


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