Internationalisation Plan 2006-2010

 

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Internationalisation Plan 2006-2010

Responsible officer: Pro Vice-Chancellor

Council approval: 30 October 2007

The University’s Mission is:

  • to be the major catalyst for the innovative and sustainable economic, cultural and educational advancement of the region, through the pursuit of international standards in teaching, research and engagement

The University’s Internationalisation actions play an important role in delivering such advancement and enabling the achievement of such standards. This is reflected in the Strategic Plan, which specifies the following goal:

  • to engage in international activities, including Internationalisation of the curriculum, to heighten academic, economic and cultural benefits for the region

In advancing this strategic goal the University is committed to Internationalisation actions that advance the following internationalisation goals:

Goal 1: benefit domestic and international students, contributing to the development of graduate attributes and positioning graduates for success in the global environment

Goal 2: benefit staff, facilitating their achievements in research, teaching and regional engagement

Goal 3: benefit the region, contributing to its economic, social and cultural advancement

Goal 4: secure a positive international reputation for the University, facilitating productive engagement with international partner universities and facilitating the recruitment of students

Goal 5: secure a positive reputation for compliance, ethical practice and quality assurance

Goal 6: generate positive net income for the University

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Goal 1

Benefit domestic and international students, contributing to the development of graduate attributes and positioning graduates for success in the global environment

Performance indicator 1

Description: participation in Global Opportunities Program (GO)
Measure: proportion of graduating students who have participated in GO, number of students who have participated in GO program annually
Target: 5 percent of graduating students by 2008, 10 percent of graduating students by 2010, annual increase in number of participating students
Responsibility: Pro Vice-Chancellor

Key actions
  • Promote Global Opportunities Program (GO). Timeline: ongoing
  • Secure scholarship support for GO participants. Timeline: ongoing
Performance indicator 2

Description: on-campus international students
Measure: proportion of on-campus international students enrolled in Study Abroad, exchange or award programs
Target: 17.5 percent of on-campus eftsl by 2008, 25 percent of on-campus eftsl by 2010
Responsibility: Pro Vice-Chancellor

Key actions
  • Improve website accessibility through search engines. Timeline: by end of 2007
  • Improve distribution networks through recruitment agents and partner institutions Timeline: Ongoing
Performance indicator 3

Description: on-campus international student enrolment by faculty
Measure: proportion of on-campus international students enrolled in Study Abroad, exchange or award programs in each faculty
Target: at least 25 percent of on-campus international eftsl in each faculty by 2008
Responsibility: Pro Vice-Chancellor

Key action
  • Develop relevant markets. Timeline: ongoing
Performance indicator 4

Description: internationalisation of the curriculum
Measure: courses reviewed through the internationalisation of the curriculum project
Target: all courses reviewed through the internationalisation of the curriculum project by 2008
Responsibility: Deputy Vice-Chancellor, Pro Vice-Chancellor, Deans, Director of Teaching and Research Services

Key action
  • Progress curriculum Internationalisation project. Timeline: project completed by end of 2008

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Goal 2

Benefit staff, facilitating their achievements in research, teaching and regional engagement

Performance indicator 1

Description: staff involved in teaching or research at, or with staff from, international universities
Measure: proportion of teaching and research staff involved in teaching or research at, or with staff from, international universities
Target: 10 percent of teaching and research FTE in each faculty each year involved in teaching or research with international universities by 2008, 20 percent of teaching and research FTE in each faculty each year involved in teaching or research with international universities by 2010
Responsibility: Deputy Vice-Chancellor, Pro Vice-Chancellor, Deans

Key action
  • Identify and realise opportunities for collaborations in teaching and research. Timeline: ongoing, with targets above to be met by start of 2008 and 2010

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Goal 3

Benefit the region, contributing to its economic, social and cultural advancement

Performance indicator 1

Description: regional organisations in the region actively cooperating with the University in international activities
Measure: number of regional organisations actively cooperating with the University in international activities
Target: 3 significant regional organisations actively cooperating with the University in international activities by 2008, 5 significant regional organisations actively cooperating with the University in international activities by 2010
Responsibility: Pro Vice-Chancellor

Key action
  • Identify and realise opportunities for regional collaborations. Timeline: ongoing, with targets above to be met by start of 2008 and 2010
Performance indicator 2

Description: international student expenditure in the regional economy
Measure: dollar value of international student expenditure in the regional economy
Target: year on year increases to 2010
Responsibility: Pro Vice-Chancellor

Key Action

• Increase number of international fee-paying students. Timeline: by census date each half-year

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Goal 4

Secure a positive international reputation for the University, facilitating productive engagement with international partner universities and facilitating the recruitment of students

Performance indicator 1

Description: international student satisfaction
Measure: CEQ responses
Target: better than the sectoral average for all international students on each of the CEQ three core elements, annually
Responsibility: Deputy Vice-Chancellor, Pro Vice-Chancellor, Deans

Key actions
  • Review, revise and implement Learning and Teaching Plan to ensure high quality learning and teaching. Timeline: new plan by end of 2007 with implementation thereafter
  • Develop and implement Student Support functional plan to ensure high quality student support. Timeline: plan approved by mid-2008 with implementation thereafter
Performance indicator 2

Description: active relationships with international institutions in top 100 doctoral research institutions in the USA or equivalent for other countries
Measure: number of active relationships with international institutions in top 100 doctoral research institutions in the USA or equivalent for other countries
Target: 1 active relationship with international institutions in top 100 doctoral research institutions in the USA (or equivalent for other countries) by 2008, 3 active relationships with international institutions in top 100 doctoral research institutions in the USA (or equivalent for other countries) by 2010
Responsibility: Pro Vice-Chancellor

Key action
  • Identify potential institutions and initiate relationship building. Timeline: by end of 2007

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Goal 5

Secure a positive reputation for compliance, ethical practice and quality assurance

Performance indicator 1

Description: internal quality audit of transnational operations
Measure: degree of compliance with audit items
Target: 100 percent compliance annually
Responsibility: Pro Vice-Chancellor, Dean of Business

Key action
  • Implement audit annually. Timeline: by December each year
Performance indicator 2

Description: internal compliance audit of international student recruitment, admissions and enrolment processes
Measure: degree of compliance with audit items
Target: 100 percent compliance annually from 2007
Responsibility: Pro Vice-Chancellor

Key Action
  • Develop audit instrument and implement audit annually. Timeline: Audit instrument developed by July 2007; annual audit undertaken by December each year

Goal 6

Generate positive net income for the University

Performance indicator 1

Description: surplus of international fee income after university-wide international operations costs
Measure: position relative to AUIDF * benchmark partners
Target: third quartile by 2008, second quartile by 2010
Responsibility: Deputy Vice-Chancellor, Pro Vice-Chancellor, Deans

Key actions
  • Increase number of international fee-paying students in award programs. Timeline: ongoing, with targets above to be met by start of 2008 and 2010
  • Achieve economies in international operations across the University. Timeline: implement first round of economies by March 2007, and ongoing thereafter

Baseline data sets and benchmarks to be used for each key performance indicator above are identified in Attachment 1.

Detailed actions contributing to Goal outcomes are or will be incorporated in various operational plans, including those of USC International, the faculties, and Teaching and Research Services.

Examples of major projects for incorporation in operational plans are given in Attachment 2.

* Australian Universities International Directors’ Forum

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Attachment 1

KPI Number USC baseline dataset/ source Base year Benchmarking Base
year		 Responsibility for data generation/ analysis
1.1 Number and percentage of USC graduates per year 2007-2010 who have participated in GO programNumber of USC students per year 2007-2010 who have participated in GO program 2007 Comparative Performance Data from comparable higher education institutions (to be identified), annuallyComparison with aggregated Queensland and Australian data for each year as in IDP Reports 2007 USC International and SIAU
1.2 Number and percentage of USC on-campus international students per year 2005-2010 enrolled in Study Abroad, Exchange or award programs 2005 Comparative Performance Data from International Development Project (IDP) Reports 2005 USC International and SIAU
1.3 Number and percentage of USC on-campus international students per year 2005-2010 enrolled in Study Abroad, Exchange or award programs in each faculty 2005 Internal trend data – no external benchmarking 2005 USC International and SIAU
1.4 New data set required: Number and percentage of USC courses reviewed through internationalisation of the curriculum project to end 2008 2006 Internal trend data – no external benchmarking 2006 Faculties and TARS
2. New data set required: Number and percentage of T&R FTE involved in teaching or research at, or with staff from, international universities 2007 Comparative Performance Data from comparable higher education institutions (to be identified), annually 2007 Faculties and USC International
3.1 New data set required: Number of regional organisations in this region actively cooperating with USC in international activities 2007 Internal trend data – no external benchmarking 2007 USC International
3.2 New data set required: Total annual tuition fees for all on-campus international students plus total imputed non-tuition annual expenditure by international students (derived from Queensland State Govt estimates) 2007 Internal trend data – no external benchmarking at present 2007 USC International
4.1 New data set required: USC CEQ Results 2005 to 2010 for International Students by ABS Field of Education – Generic Skills Scale 2005 USC International Student CEQ Results 2005 to 2010 by ABS Field of Education Performance against National Figures – Generic Skills Scale 2005 SIAU
4.1 New data set required: USC CEQ Results 2005 to 2010 for International Students by ABS Field of Education – Good Teaching Scale 2005 USC International Student CEQ Results 2005 to 2010 by ABS Field of Education Performance against National Figures – Good Teaching Scale 2005 SIAU
4.1 New data set required: USC CEQ Results 2005 to 2010 for International Students by ABS Field of Education – Overall Satisfaction Index 2005 USC International Student CEQ Results 2005 to 2010 by ABS Field of Education Performance against National Figures – Overall Satisfact’n Index 2005 SIAU
4.2 New data set required: Number of active relationships with international institutions in top 100 doctoral research institutions in USA or equivalent in other countries (First - Need list of institutions) 2007 Internal Trend data – no external benchmarking 2007 Office of Research
5.1 New data set required: Number and percentage of internal quality audit elements complied with for each TNE operation each year (First - Need list of audit elements) 2007 Internal trend data only – no external benchmarking 2007 USC International
5.2 New data set required: Number and percentage of internal audit elements complied with for international student recruitment processes (First - Need list of audit elements) 2007 Internal trend data only – no external benchmarking 2007 USC International
5.2 New data set required: Number and percentage of internal audit elements complied with for international student admissions and enrolment processes (First - Need list of audit elements) 2007 Internal trend data only – no external benchmarking 2007 USC International
6. Current: Annual amount of international fee income surplus after USC-wide international operation costs deducted 2007 AUIDF Benchmark set: Costs of international operations including commissions and devolved costs as a percentage of total international student on campus student fee income (Chart 4) 2006 USC International

* Australian Universities International Directors’ Forum

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Attachment 2

Examples of major projects for incorporation in Operational Plans

Project title/focus Related Operational Plans
Internationalisation of Curriculum All facultiesUSC InternationalTeaching and Research Services
International teaching and research All faculties Teaching and Research Services
Development of Student Support functional plan All areas of USC
USC and region cooperative international activities All faculties USC InternationalOffice of Regional Engagement
International student expenditure in the regional economy USC International
TNE Quality Audits All facultiesUSC International
Audits of International recruitment, admissions and enrolment USC International
Sustainability and profitability of International operations USC International

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