Review Report
International Office
10/03/2012
Reviewers
Professor John Taylor, Professor of Higher Education Management, University of Liverpool Management School
(Chair)
Professor Stephen Hillier, Vice Principal International, University of Edinburgh (Cognate)
Ms. Louise Tobin, Director of International Student Recruitment and Strategy, University College Cork (Cognate)
Ms. Nuala McGuinn, Acting Director of Adult & Continuing Education, NUI Galway (Coordinator)
Scope of Review
The Review Group adopted a broad definition of Internationalisation within the University, covering a wide range of
activities, including teaching, research, knowledge transfer, curriculum and the student experience. In this context,
the remit of the Review Group included a review of the role and activities of the International Office within the
broad perspective of NUI Galway’s strategic plan for internationalisation and how the University’s structures and
systems facilitated the implementation of this plan.
Key Strengths
The Review Group was highly impressed by current activities at NUI Galway and by the very significant potential for
future development. The University has key strengths that give cause for real optimism regarding
internationalisation across all aspects of work within the institution.
1. Aspirational and inspirational students, academic and administrative staff; the Group met key individuals
who were a credit to the University both in terms of their professionalism and their enthusiasm for their
work.
2. Investment in new leadership and support roles, most notably the Dean of Internationalisation; the new post
of Dean will be crucial in offering leadership across a wide range of activities and in representing the
significance of internationalisation at a senior level.
3. Existence of recently established posts of Vice-Dean of Internationalisation within each College level; this
development appears to have been highly successful.
4. Enhanced professional services provided by the International Office, Marketing & Communications Office,
Alumni Office and Adult & Continuing Education Office; new appointments in these areas are strongly
supported and their importance, especially within a context of financial constraint, is fully recognized.
5. A sense of realism and openness to change for the enhancement of current structures and communication;
there was a willingness to look for improvement that was both positive and refreshing.
6. The broad academic base of NUI Galway as an international University and acknowledged disciplinary
strengths; strengths in both teaching and research offer important opportunities for future development.
7. Acknowledged potential for greater interdisciplinary activity among Colleges and Schools;
8. Collegial University atmosphere/ethos as evidenced by staff and students; in addition, the location in Galway
and in an area of outstanding natural beauty offers a cultural and geographical heritage of huge value to the
University.
9. Since it was a particular part of the Group’s remit, the work of the International Office is strongly praised as
highly professional; many tributes were received as to the helpfulness and supportive nature of staff in the
Office.
Key Recommendations
1. A shift of focus from the operational to the strategic; a University-wide internationalisation approach is
needed, looking to identify key strengths and priorities for future investment, but, equally, seeking to locate
areas of relative weakness and to address such issues as they arise.
2. Recognition that the University’s internationalisation strategy depends on a business-driven model, but
should not overly rely on recruitment numbers as the sole driver for internationalisation. There are many
wider benefits from internationalisation that need to be more widely advanced and articulated within the
University.
3. Market diversification to avoid overdependence on single source markets (e.g. North America). Hopefully,
this will be facilitated by new marketing appointments to the International Office.
4. Streamline information flow and internal communications among key stakeholders; it is important to ensure
that management information is shared widely and openly.
5. Improved communication and collaboration across the Schools and Colleges for the development and
delivery of innovative and attractive interdisciplinary programmes.
6. Establish a partnership inventory which is accessible to all staff.
7. Maximise synergies between existing academic partnerships and broaden the strategic objective of
internationalisation; for example, a strong international research partnership may also create opportunities
for study abroad. It is important to obtain the maximum leverage from all international activities.
8. Provide appropriate support for international/visiting staff. This might include accommodation, orientation
programmes and support for families.
9. Create greater opportunities for outward student mobility (non-Erasmus). Stronger coordination and
promotional work could be considered.
Other Recommendations
1. Maintain and enhance the visible support for internationalisation across the University. Staff in leadership
positions across the University must continue to emphasise the importance attached to internationalisation
in all areas of activity.
2. Further develop University alumni relations, including JYA and non-graduating students. The Group attached
considerable importance to the potential benefits from close links with international alumni.
3. Recognition of staff involvement in internationalisation activities for the purposes of appraisal and
promotion;
4. Explore the further use of online and blended learning modes in programme delivery.
5. Provide a quality and diversity of accommodation that is compatible with internationalisation plans and
objectives.
6. Encourage increased interactions between home and international students (e.g. a designated on-campus
meeting space, organisation of an international student fest etc).
7. Provide clarity on financial models and income streams for distribution of non-EU fee income. The Group
became aware of considerable uncertainty and confusion about funding arrangements, especially at the
level of individual courses, that could diminish the impact of financial incentives. At the same time, the
Group recognised that different arrangements might be appropriate in different parts of the University.
Comments on Review Process
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The Review Team wish to commend the Quality Office on their excellent organization of the visit and their
swift response to requests to meet additional University representatives.
A large cross section of University staff were met providing an excellent overview of activity from
administrative, student and academic staff perspectives;
Honest and open feedback from interviewees
Impressed by senior management commitment to internationalisation.
National University of Ireland, Galway
Review Programme 2011/2012
Action Plan
Internationalisation
Follow-up meeting held on Thursday, 22nd March at 14.30 in Boardroom QA113.
Present
Representing Internationalisation: Anna Cunningham (Director of International Affairs),
Dr Conor O’Byrne (Vice Dean), Dr Diarmuid O’Donovan (Vice Dean), Dr Su-ming Khoo (Vice Dean)
From Review Group: Nuala McGuinn (Coordinator)
From NUI Galway: Dr David O’Sullivan (Director of Quality, Chair), Prof Chris Curtin (VP Innovation & Performance),
Prof Nollaig Mac Congáil (Registrar & Deputy President), Michael Kavanagh (Academic Secretary), Maureen Linnane
(Quality Office)
Apologies: Louise Tobin (Reviewer), Dr Ann Torres and Dr Michael Hartnett (Vice Deans)
Actions for the Dean of Internationalisation, International Office, Vice Deans and the University
1. Diversify to newer markets.
2. Streamline internal communications among key stakeholders.
3. Work with Schools and Colleges to develop attractive programmes, including interdisciplinary programmes,
for international students.
4. Establish a partnership/collaboration inventory which is accessible to all staff. Manage objectives and scope
of this task appropriate to the resources available and value of such an exercise.
5. Maximise synergies between existing academic partnerships and broaden the strategic objective of
internationalisation, to obtain the maximum leverage from all international activities.
6. Provide appropriate support for international/visiting staff (e.g. accommodation, orientation programmes
and support for families, etc) taking cognisance of existing supports and policies eg. HR.
7. Create greater opportunities for outward student mobility (non-Erasmus) through stronger coordination and
promotional work.
8. Further develop University alumni relations, including JYA and non-graduating students.
9. Encourage increased interactions between home and international students (e.g. a designated on-campus
meeting space, organisation of an international student fest, etc).
10. Work with other units to investigate development of additional appropriate Summer Schools.
Actions for University Management and Deans of College
1. Continue and strengthen University-wide internationalisation approach. Broadcast wider benefits from
internationalisation across the University. Enhance the visible support for internationalisation across the
University where staff in leadership positions across the University continue to emphasise the importance
attached to internationalisation in all areas of activity. Recognise staff involvement in internationalisation
activities for the purposes of appraisal and promotion.
2. Consider the provision of quality and diversity of accommodation that is compatible with
internationalisation plans and objectives.
3. Provide clarity on financial models and income streams for distribution of non-EU fee income.
4. Explore the further use of online and blended learning modes in programme delivery.
Approved by:
Registrar and Deputy President, Professor Nollaig Mac Congáil
Director of the International Office, Ms Anna Cunningham
Director of Quality, Dr David O’Sullivan
Finalised: April 2012