HARMONY PROJECTWP3: Development of a Framework for a Comprehensive

Internationalization Strategy

Partner Countries

Russia Belarus ArmeniaPenza State University Belarusian State University Eurasia International

UniversityVoronezh State University Belarusian Trade and

Economics University of Consumer Cooperatives

Russian-Armenian (Slavonic) University

Southern Federal University

International Centre for innovation in Science, Technology and Education

Programme Countries

Spain United Kingdom Germany

University of Seville - Coordinator

Aston University Kassel University

Italy Portugal GreeceSapienza University of Rome

Instituto Politécnico de Tomar

Alexander Technological Educational Institute of Thessaloniki

CONTENTS

A. FOREWORD

B. METHODOLOGY

C. WHAT IS A STRATEGIC PLAN?

D. STYLE, STRUCTURE AND TIMEFRAME

E. KEY ELEMENTS OF A STRATEGIC PLAN

A. FOREWORD

Project HARMONY envisions tow basic elements for a proper process of HEI internationalization:

a firm internationalization strategy and a solid International Relations Office to implement the

strategy set at institutional level. The main idea behind WP3 “Development of Framework for a

Comprehensive Internationalization Strategy” is to define, compare, analyse and propose a set of

strategies and actions that will expedite the internationalization process of the partner institutions

involved in the project.

This paper will briefly describe a Strategic Plan (SP) and compare the SPs of the project partners,

starting with the methodology adopted to compare them. Finally, a template of an adjustable and

flexible SP will be provided for all partners, together with a complementary Action Plan (AP).

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B. METHODOLOGY

In order to provide a SP template for internationalization that each partner institution can adapt to

its specific conditions, as envisaged in WP3 “Development of Framework for a Comprehensive

Internationalization Strategy,” we will conduct an analysis of the SPs of the five partners:

- Aston University Internationalization Strategy (Executive Summary) for 2016

- Kassel University Internationalization Strategy 2016-2020

- Sapienza University Strategic Plan 2016-2021

- Seville University Internationalization Strategy for 2015

- Tomar University Development Plan 2007-2013.

Comparing different SPs will reveal their common features as well as the peculiarities deriving

from the diverse institutional backgrounds and settings. This will allow us to design a SP template

that provides a scheme of possible aims and relative strategies to be adopted based on individual

partner preferences and ambitions.

To better define both the common and the distinctive features, the SPs were analysed in terms of:

Style (length and layout of the document: i.e., some SPs are short, schematic and graphic,

while others are much longer and descriptive);

Structure (how different elements are included and combined in the document);

Timeframe (short or long-term strategies implying a different distribution of targets per

achievement period);

Key elements (main goals, mission, vision of institutional management, etc.).

The following sections will focus on each of these elements to provide project partners to

comprehend all the aspects embedded in a SP, both in terms of form and content. Style, structure

and timeframe will be addressed in the first section (form), while the second section will focus on

key elements (content).

This approach should allow all partners to custom-tailor these elements according to their specific

needs and ambitions.

C. WHAT IS A STRATEGIC PLAN?

There are plenty of definitions for “Strategic Plan.” We have chosen to adopt the definition that we

found most appropriate to provide an overall idea of a strategic plan is, its basic elements, and its

objectives.

A Strategic Plan is a document developed by organizational management, aimed at conveying an

institution’s energy and resources (both employees and stakeholders) towards the pursuit of

common goals through the creation of consensus around a shared mission.

In greater detail, a SP is a time-based planning document explaining the reasons behind the

adoption of a specific line of action and its objectives, through a series of activities that can be

evaluated in the Action Plan (AP) complementing the SP. This line of action is usually settled

according to the prevailing international, national and institutional setting, challenges, and

constraints.

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D. STYLE, STRUCTURE AND TIMEFRAME

The assessment and comparison of the 5 SPs analysed by WP3 highlighted several significant

differences in terms of style, structure and timeframe:

Aston University adopted a 4-page fairly visual Executive Summary for Internationalization

for the period 2016 onwards. It includes many figures and graphics, defining, respectively,

objectives, aspirations, current situation, target groups, and SWOT analysis. Moreover, it

also embeds an action plan with its relevant and measurable indicators for a period that goes

from 2015 to 2017 and beyond.

Aston University International Strategy1

Kassel University opted for a 15-page document for a five-year period. The plan begins with

an introduction and includes the identification of the overall objective, the definition of a set

of priorities to be pursued until 2020, in five main fields and other transversal areas, with a

focus on the stakeholders.

Sapienza University produced a 34-page SP delineating a six-year strategy, in which

internationalization goals are not considered independently, but as part of a unique 1 International Strategy 2016, Executive Summary, Aston University, p. 2

development strategy focusing on key areas. The first half of the document is dedicated to

Sapienza’s history, mission, vision, values, stakeholders, figures, and relevant governmental

and institutional documents together with a SWOT Analysis, while the second half focuses

on the objectives to be reached by 2020 along with related strategic activities and

measurable indicators.

Seville University presented a rather discursive 47-page SP including a list of short-term (1

year) planned activities. The strategy introduces the reasons why internationalization is

considered a pivotal point for university development. The second part of the document is

entirely dedicated to the definition of a set of vertical and transversal goals and related

actions to be implemented/developed in selected key areas.

Seville University Strategic Plan for Internationalization2

Tomar University produced a 52-page seven-year Development Plan in which

internationalization is considered as a specific sector to be developed. The style is quite

discursive, but also presents a good number of images and graphs. The introduction is

followed by a list of constraints, strategic guidelines addressing three major areas and

related strategic axes, including internationalization.

2 Plan Estratégico de Internacionalización 2015, Seville University, p. 20 7

Articulation between the different areas of the Polytechnic Institute of Tomar Development Strategy3

PIT Strategy: Intervention Areas and Axes4

3 Development Plan 2007-2013, Instituto Politénico de Tomar, Augusto Mateus & Associados, Sociedade de Consultores Lda, p. 134 Ibidem

E. KEY ELEMENTS OF A STRATEGIC PLAN

This conclusive section addresses the key elements - the content - of each partner SP. All key

elements will be listed and compared to allow each project partner to compare its SP to the others

examined in this document, as well to provide partners without a SP with the opportunity to design

a SP based on the provided examples. This benchmarking activity is fundamental as it provides the

option to select tested and operational solutions and strategies, as well as new ideas, elements and

suggestions. It allows each partner institution to adopt custom-tailored SPs combining different key

elements, based on individual needs and circumstances.

The key elements found in the five examined Strategic Plans are:

1) Overall Objectives (mission, vision, values)

2) SWOT Analysis

3) Action Plan and Measurable Indicators

4) Glossary/References.

1) Overall Objectives

In all analysed SPs, the introduction explains why the institution has decided to begin an

internationalization process and presents its overall objectives.

In particular, the overall objective of a university usually reflects its:

Mission - a public declaration used by a HEI to describe its founding purpose and major

organizational commitments. In other words, the mission indicates exactly what the institution

does and why it does it. The consequent mission statement may describe the operational objectives

of an institution, its educational values, or its public commitments to its students and community.

Example of mission statement from Aston’s Executive Summary for Internationalization

We aspire to build a strongly embedded international focus in all that we do: research, learning and student experience, attracting world-class staff and high-quality students, delivering collaborative research and education initiatives with leading institutions across the world. We seek to become part of that selected group of Universities acknowledged to lead in creating global citizens and supporting enterprise of every type.

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Vision - a public declaration used by a HEI to describe its high-level goals. In other words, the

vision indicates exactly what the institution hopes to achieve if it successfully fulfils its

organizational purpose or mission. The consequent vision statement may describe the ideals of the

institution, its core organizational values, its long-term objectives, or what it hopes its students will

learn or be able to do after graduating.

The vision of Sapienza University is worded as follows:

Sapienza is a free and independent university that participates in the international scientific community as an institution of excellence and quality in education and research. It is at the centre of the economic development of the city and the country. [Art. 1, General Regulations]

Values - the operating philosophy or principles that guide an organisation’s internal conduct as well

as its relationship with the external world. The purpose of stating core values is to help define the

type of institution, using values that describe the institution’s culture, ethos, and priorities. Values

provide an institution with its distinctive identity and are fundamental to pursue the mission that

will lead to the accomplishment of its vision.

The values that define the identity of Sapienza University include:

• Freedom of thought and research to ensure a plurality of cultures and ideas;• Social responsibility (education and research that contribute to the civil and economic

development of society, the city and the country);• Independence in scientific, didactic and organisational matters, as well as in terms of

finance and accounting;• Competitiveness in the university system;• Participation in all facets of the university community (professors, students, technical-

administrative staff);• Inseparable nature of research and teaching (educational activity can only be developed

through adequate research activities);• Orientation towards excellence and innovation in research and education as an investment

in the future;• Evaluation and merit through an assessment system based on merit for university activities;• Transparency with special reference to the educational agreement between the university

and students;• Orientation towards continuous improvement as a guiding management criterion;• Development of professional competences in educational processes;• Orientation towards service of students and other interlocutors.

In defining the overall objective, SPs focus on the opportunities and benefits that an

internationalization process may bring to the institution, as well as helping to overcome the

challenges and grasping the opportunities of our globalized world. The main instrumental objectives

to achieve the overall goals include:

addressing grand challenges through international collaboration;

improving brand visibility/reputation/ranking;

offering competitive, entrepreneurial and innovative staff and graduates;

attracting talented personnel, students and researchers;

supporting financial resilience;

fostering cross-border exchange of knowledge.

Finally, here is a list of the most common overall objectives adopted in SPs:

Sustain and improve world-class research

Ensure a sustainable quality of teaching/education

Innovate pursuing socially responsible development

Develop long-term relationships with businesses and other institutions around the world

Build up global standing and reputation.

2) SWOT Analysis

The overall objectives must also be determined by a severe SWOT Analysis, which is essential to

define the current situation of the HEI in the target field of action, as well as which type of positive

and negative, internal and external factors could affect its SP. Indeed, the SWOT Analysis aims to

identify Strengths and Weaknesses deriving from the institution’s structural organization and the

Opportunities and Threats that may arise from the external environment.

A SWOT Analysis is a basic analytical framework that assesses what an institution can and cannot do

in terms of internal (strengths and weaknesses) and external factors (potential opportunities and

threats). Using environmental data to evaluate the position of the institution, a SWOT analysis

determines what elements may assist the institution in accomplishing its objectives and what

obstacles must be overcome or minimized to achieve the desired results. In short, where the

organization is today and where it may be positioned in the future.

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There are some relevant aspects of institutional life must be considered to clearly identify the

factors could that could positively (Strengths) or negatively (Weaknesses) affect the pursuit of

different internationalization goals, including:

Attractiveness due to geographical location

Range of educational programmes

Scientific reputation

Credibility of academic staff

Campus dimension

Student services (welcome, housing, tutoring, etc.)

Level of digitalization of materials, services, administrative and bureaucratic procedures

Average age of staff

Participation in major international networks

Quality of administrative management

Economic/financial situation (with a focus on funding policy dedicated to

internationalization)

Sports facilities

Cultural activities and events

Intercultural dimension (international staff and students, programmes in english, etc.)

Employability of graduates

…

While some external or international factors that could positively (Opportunities) or negatively

(Threats) affect the process include:

Ranking

University brand

Collaboration with national government

Collaboration with national and international, scientific and cultural, institutions, agencies

and organizations

Collaboration with other national and international universities, agencies and networks

Presence of university representatives in national and international organisms

Improvement of planning, control and management systems

Use of transparency tools for management control and resources

Important funding opportunities under national and international frameworks

Alumni network

Ability to grow partnerships founded on themes or geographical area

…

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Sapienza University of Rome SWOT Analysis5

5 Piano Strategico 2016-2021, Università di Roma La Sapienza, p. 30

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3) Action Plan and Measurable Indicators

SPs are usually complemented by related APs that are the factual translation of the adopted strategy,

aimed at concretely implementing the overall objectives of the institution.

The AP embeds specific elements which:

Outline realistic and achievable strategic activities

A specific timeframe

Indicate the relevant offices/structures that are involved in the activities

Provide a set of indicators to measure the progress of each activity.

For a more detailed description of the basic elements of an Action Plan, please refer to the

“BaseHARMONYActionPlan_WP3” file.

4) Glossary/References

It is essential to provide SPs with a section dedicated to the definitions of the main terms adopted to

describe the internationalization process. This section will help to avoid misunderstandings and

misinterpretations of the main concepts.

Moreover, a section dedicated to the sources used to develop the SP is also very useful, as it

provides readers with the opportunity to delve deeper into given subjects and reach a better

understanding of the single decisions taken by the institution in designing its strategy.