Internationalising Western Sydney University
Global FuturesINTERNATIONALISINGWESTERN SYDNEY UNIVERSITY2015-2020
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020Alignment of Global Futures:Internationalising Western SydneyUniversity 2015-2020to Securing SuccessA vibrant researchled University withregional, national andglobal impactAn expandinginternational reachand reputationA unique learningexperience that isinnovative, flexibleand responsiveA distinctivelystudent-centredUniversityA leading advocateand champion forthe Greater WesternSydney regionand its peopleA dynamic andinnovative culturethat secures successSource: Western Sydney University Securing Success2015-2020 Strategic PlanWestern Sydney University
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020PreambleBy 2020 Western Sydney University will beinternationally recognised as an innovative anddynamic university attracting quality students and stafffrom all over the worldComprehensive internationalisation is critical to the futurecompetitiveness, impact, sustainability and relevance of WesternSydney University (Western). Skills, knowledge and researchincreasingly circulate on a global scale and education is transnational.Western will be a global player in order to contribute internationalresearch addressing shared global challenges to equip students withskills for a workforce without borders.Internationalisation is at the heart of the University’s mission – ‘tobe a university of international standing and outlook’. ‘Expandinginternational reach and reputation’ is one of six priority areas in thestrategic plan, Securing Success: 2015-2020. The university will offer aninternationalised learning experience for all students on campuses thatis networked into local and international communities. It will attractworld-class academics to contribute to a vibrant teaching and researchculture. International partnerships and research, and a two-way flowof students and staff, will secure our success in a fast-moving, highlynetworked and competitive environment.As global education enters a period of transformation, Western is facedwith significant opportunities and challenges. Digital technologiesare transforming how and where education is delivered and areopening up new possibilities for teaching and research. There are 4.5million1 globally-mobile students willing to invest in quality education.Private education providers are expanding into the higher educationspace and will contribute to intensified competition. Global Futures:Internationalising Western Sydney University 2015-2020 framesa strategic response to this shifting higher education landscape.Through international partnerships, the University will strengthenits reputation for excellence in research which delivers tangibleoutcomes for business, government and communities. Western willbuild a competitive position as a university providing students with ahigh-quality education and life-enriching international experiences toprepare them for ‘global futures’.The internationalisation of Western will be ‘from the ground up’building on the demographics of its Greater Western Sydney (GWS)region, where 39% of the population speak a language at home otherthan English2. With 76% of its domestic students coming from GWSand more than 160 nationalities represented in the student population,Western is in a unique ‘translocal’ position. In connecting locally, theuni also connects internationally, raising the profile of the GWS regionand the University. The University’s deep commitment to its region, itsstrong partnerships, the diversity of its student and staff populationsand their multicultural capital and international expertise are thefoundations on which Western will build its global future as a vibrant,internationally focused University.Internationalisation comes with risks. When operating offshore,building international partnerships and recruiting students throughagent networks, Western will carefully assess risks and will notcompromise its reputation as a university of integrity, governed byquality assurance and risk management principles.The internationalisation of Western is a whole-of-institution enterprise.Every improvement in teaching, research, global ranking, industryengagement, branding, innovation and flexibility opens up opportunitiesfor the university to market its competitive strengths and to repositionitself internationally. As the University’s performance continues to rise, itsinternational reach and reputation will expand to ensure that:1 I nstitute of International Education, 2004, Open Doors 2014,www.iie.org. Report on International Educational Exchange2 A ustralian Bureau of Statistics (2011), available at www.abs.gov.au.westernsydney.edu.au1
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020Global Futures: InternationalisingWestern Sydney University 2015-2020has five objectives, at the centre of whichis the student experience:FIGURE 1: GLOBAL FUTURES: INTERNATIONALISING WESTERNSYDNEY UNIVERSITY 2015-20202 315 4Forge high-valueinternationalpartnershipswhich enhancecross-institutionalresearch, teachingand mobilityIncrease thenumber of inboundinternationalstudentsCreate anunrivalledexperience forinternationalstudentsDevelop curriculumand culture ease thenumber, diversity andreach of studentoutbound mobilityexperiencesGlobal Futures: Internationalising Western Sydney University 20152020 is directly aligned to the Securing Success 2015-2020 StrategicPlan, and general performance indicators are set out under each of thefive objectives in this plan.2Western Sydney University
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-20201 REATE AN UNRIVALLED EXPERIENCECFOR INTERNATIONAL STUDENTSBy 2020 Western Sydney University will have a reputation in key marketsas a distinctively student-centred university, offering an inclusive, respectful andstimulating learning experience and preparing career-ready, critical thinkerswith a love of life-long learning.The student experience is at the centre of the Securing Success andGlobal Futures strategies. Western aims to create a personalised,collaborative learning environment for international students whichresponds to their needs throughout the student lifecycle. The 2013International Student Barometer (ISB) reported that 83% of Westerninternational students were satisfied or very satisfied with their arrival,support and living experience at the university. The Western campusenvironment, buildings, access to accommodation and virtual learningachieved high satisfaction ratings compared to international and othernational universities. However, overall experience is captured in thestudents’ ‘propensity to recommend’, in which Western sits below theindustry benchmark. Accommodation, social activities and facilities,financial support and aspects of the learning experience are areasidentified as requiring improvement.WESTERN SYDNEY UNIVERSITY WILL:1.1Support early integration into the student and GWS communityand expand programs which enhance a sense of belongingsuch as buddy programs, peer mentoring, group outings andcommunity networking1.2Build the capacity of staff to support students as activeparticipants in a culturally rich, engaging learning experiencewhich includes strategies to strengthen interactions betweeninternational and domestic students1.3Improve the responsiveness of services to the specific needsof international students, including through enhanced Englishlanguage and learning support1.4Expand opportunities for international students to participatein work-integrated learning, volunteering, campus-basedemployment and career services and to develop entrepreneurialskills1.5Enhance availability, affordability and quality of accommodationon- and off-campus1.6Strengthen engagement with prospective, current and pastinternational students1.7Use improved international student satisfaction data collection,real-time student feedback and data analytics to supportcontinuous improvement of the student experienceMEASURES OF SUCCESS3N ational measures of international student satisfaction withlearning and overall experience, including accommodationG raduation, progression, attrition and retention rates forinternational studentsG raduate outcomes for international studentsI nternational student participation in experiential learning– work-based learning, volunteering, and entrepreneurshiptraining – and take-up of on-campus employment opportunitiesand Western Career services3 Securing Success: 2015-2020: ‘Improved quality of international student experience’.westernsydney.edu.au3
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-20202 ORGE HIGH-VALUE INTERNATIONAL PARTNERSHIPSFWHICH ENHANCE CROSS-INSTITUTIONAL RESEARCH,TEACHING AND MOBILITYBy 2020 Western Sydney University will have a global reputation for mutuallybeneficial and sustainable international partnerships which deliver outcomes forpartners and their communities.Western will strengthen and diversify its international partnershipsto expand its reach and reputation. Three priority markets have beenidentified where partnerships, recruitment and offshore activity arewell developed or have strong growth potential – India, China andVietnam. In addition, Africa, the Middle East and Latin America willbe explored as potential growth markets with a focus on relationshipbuilding. Priority markets for research partnerships will also includeNorth America and Europe.Partnerships are more likely to succeed when institutions’ strategicobjectives are aligned, high-level commitment is strong andmeasurable results are in place. Productive, focused partnershipswill deliver collaborative research, dual degree programs, increasedinternational Higher Degree by Research (HDR) enrolments, crossinstitutional teaching, articulation arrangements, enhanced studentand staff mobility, plus intercultural competencies and experiences.Western will develop a limited number of ‘Category 1’ partnerships,which are strongly aligned with the University's global aspirations. Asmall number of offshore operations in priority markets with Category1 partners will be established, subject to comprehensive risk audits.Some will be landmark international institutional research collaborationunder interdisciplinary key themes or in priority markets. Category 1partnerships require a high level of commitment and resourcing andwill be limited in number and supported by an Executive Champion.2.4.2 The university will expand twinning and articulationarrangements and evaluate options to expand deliveryof Western courses offshore with Category 2 partners,opening up new markets with new products and modesof delivery2.5Promote the Masters of Research as an internationally recognisedqualification which provides advanced research training skills anda pathway to global mobility in education, research and work2.6Partner with research-active companies and organisationsin Australia and overseas to conduct transnational industryresearch, diversify income and increase global research impact2.7Improve the universities global rankings on the Times HigherEducation (THE) World University Rankings and QS WorldUniversity Rankings and disciplines in which Western is ranked52.8Support students and staff to pursue offshore research mobilityopportunities such as scholarships, conferences, master-classesand work exchangeMEASURES OF SUCCESS Research publications, citations, funding and impactresulting from international partnershipsWESTERN SYDNEY UNIVERSITY WILL:2.1Develop focused international partnerships that delivermeasurable outcomes for both partners and their communities Improved global ranking2.2Develop a small number of flagship ‘Category 1’ researchpartnerships4 which are strongly aligned with Western SydneyUniversity’ international aspirations and generate publications,funding and impact, joint PhD programs, research student andstaff mobility, and growth in HDR enrolments Joint degrees, cross-institutional teaching, staff exchange andfellowships International student enrolments through articulationarrangements2.3Establish a small number of offshore operations in prioritymarkets with Category 1 partners Partnerships supporting student mobility2.4Develop a larger number of ‘Category 2’ partnerships thatsupport multi-dimensional engagement Quality and number of international HDR student enrolments2.4.1 Financially sound offshore operations which manage risks andenhance Western's international reputationThe established international relationships of academics,professional staff, students and alumni are the buildingblocks of the University’s global reach. Some will expandto become multi-dimensional institutional partnershipsthat deliver research collaborations, mobility, articulation,joint PhDs and staff exchange4 W hich are also in line with the Western Sydney University Research and Development Plan2015-20175 S ee Appendix 1 for international rankings targets.4Western Sydney University
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-20203I NCREASE THE NUMBER OF INBOUNDINTERNATIONAL STUDENTSBy 2020 Western Sydney University will have doubled the number of internationalstudents who will contribute to a vibrant, multicultural learning environment.More than 4,500 international students from 130 countries studied at theuniversity in 2014, representing 10.4% of the total student population.Across the sector, international students typically make up 20% of thestudent cohort. In 2013 the top five factors influencing internationalstudent decision to study at Western Sydney University were: teachingquality, research quality, cost of study, course length, and cost of living.Agents were the most important influence in making the decision.3.8Develop competitive new products to meet international marketdemand3.9Develop and promote scholarships and fee waivers to attracttalented students and raise international profileThe university aims to double the number of international studentsthrough partnerships and articulation arrangements as well as throughagents. Western Sydney University International College (The College)will become a major pathway to Western Sydney University with stronggrowth in international student enrolments projected over the next fiveyears.3.11WESTERN SYDNEY UNIVERSITY WILL:3.10 Target overseas government body scholarshipsStrengthen engagement with international alumni, on- and offshore, making alumni relationships part of international outreach,marketing and building of the Western's global brandMEASURES OF SUCCESS7 International student recruitment by School/Institute, course,modes of delivery, source countries, agents, articulation partnersand Study Abroad3.1Develop new international student recruitment markets,diversifying into markets with lower risk profiles andstrengthening recruitment channels63.2Strengthen agent management to address risks, includingvisa risk, and compliance with international student consumerprotection legislation3.3Develop articulation strategies to recruit more students throughpartnerships3.4Recruit more pathway students through The College and otherpathway partners3.5Market Western in key markets to recruit more Study Abroadstudents Western brand awareness in key markets3.6Improve conversion rates and application processing times International alumni engagement3.7Develop marketing strategies to build the Western brand in keyregions International student academic performance by country andagent Streamlined Visa Processing risk index ratingISB rankings for agent performance Application conversion rates and processing times6 W hich are also in line with the Western Sydney University Research and Development Plan2015-20177 S ecuring Success: 2015-2020: ‘Inbound Student Numbers and International Income’.westernsydney.edu.au5
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-20204INCREASE THE NUMBER,DIVERSITY AND REACH OFSTUDENT OUTBOUND MOBILITY EXPERIENCESBy 2020, Western Sydney University will offer a wide range of outboundmobility experiences which provide students with opportunities to develop theirintercultural competencies and confidence for their global futures.Western undergraduate participation in international study experiencesis below the sector average of approximately 15%. AustralianGovernment New Colombo Plan mobility grants and scholarships,the AsiaBound program, International Student Exchange Programand private donor funding contributed to the growth of outboundmobility in 2014. Further increasing participation in outbound mobilityexperiences is vital to the internationalisation of Western. By 2020, 25%of Western students will have an international experience as part oftheir learning experience.Western students face barriers to participating in mobility programssuch as financial constraints; commitment to work and family; fear,particularly for students who have not travelled overseas before; andcourses which do not have the flexibility to include exchange or whichdo not credit offshore study experiences. The university will makeit easier for students to have an international study experience bycreating more flexible mobility options, offering more scholarships andsupport and by embedding mobility in more courses.4.5Strengthen the Western Go Global brand through a marketingplan which profiles student mobility experiences andinternational alumni careers4.6Leverage the multicultural capital and experience of alumni andthe diverse communities of GWS to build mobility opportunitiesMeasures of success8 Number of undergraduate and priority group studentsparticipating in outbound mobility experiences Number of courses including mobility units Annual outbound mobility benchmark, Australian UniversitiesInternational Directors’ ForumWESTERN SYDNEY UNIVERSITY WILL:4.1Offer a wider range of student mobility options such as shortprograms, overseas work experience and volunteering4.2Embed student outbound mobility for credit in more courses4.3Increase scholarships to make an international study experienceaccessible to more students4.4Support staff to leverage their research and teaching networksto increase the number, diversity and reach of outbound studentmobility opportunities Western Go Global brand awareness across undergraduatecohort Student surveys of mobility experiences8 S ecuring Success: 2015-2020: ‘Outbound mobility rates’.6Western Sydney University
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-20205 EVELOP CURRICULUM AND CULTURE FORDCOMPREHENSIVE INTEGRATED INTERNATIONALISATIONBy 2020, Western Sydney University will be recognised as a university withcurricula, student experience, teaching practices, learning environments andoutcomes enhanced by global perspectives.Western will develop an all-encompassing approach tointernationalising its curriculum, culture and student learningexperiences, characterised by a diversity of cultural perspectivesand engagement opportunities, which prepare graduates for aglobal workforce. An internationalised curriculum will bring multipleperspectives into the learning environment and support graduateattributes of tolerance, flexibility, intercultural competency and crosscultural communication.Western Sydney University will:5.1Integrate a diversity of world views, pedagogical practices andinternational content into curricula to prepare graduates for anintercultural, transnational workforce5.2Draw on the cultural diversity, perspectives, experiences andinsights of the GWS community, Western staff, and domesticand international students in building Western culture5.3Shape new courses and curricula based on evidence of emergingglobal career opportunity areas and the needs of industry forglobal knowledge and intercultural skills and competence5.4Support Western staff to embed ‘preparing students for a globalworkforce’ as a learning outcome and graduate attribute incurriculum developmentwesternsydney.edu.au5.5Identify, champion and network staff developing globalisedcurricula5.6Leverage the intellectual and intercultural capital of internationaland domestic students (including students returning fromoutward mobility), converting these into learning experiencesMeasures of success Courses include intercultural skills and competencies as alearning outcome and graduate attribute Employer feedback on graduate intercultural competence7
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020GLOBALFUTURES8Western Sydney University
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020Quality and RiskAdopting quality assurance and risk management practices are thefoundations on which Western Sydney University will expand itsinternational reach and reputation.In creating an unrivalled experience for international students, Westernwill strive to continuously improve the quality of the education and thelearning environment in accordance with regulatory requirements andindustry best practice. The international student experience at Westernis protected by Education Services for Overseas Students (ESOS),a national legal framework covering education quality, consumerprotection and visa integrity. The University’s ESOS Compliance Officerensures that Western meets all ESOS standards including providingaccurate course information, quality student support services at allcampuses, access to refund under the Tuition Protection Service and tocomplaints and appeals processes.It is not possible to expand international reach and reputation withoutmeasured risk-taking. Establishing offshore operations, for example,will be important for building the University’s brand and credibility, butis a high-risk enterprise. In managing risks and ensuring quality in itsinternational operations, Western will meet Tertiary Education Qualityand Standards Agency (TEQSA) Threshold Standards.westernsydney.edu.auImportant areas for quality assurance as Western expands its globaloperations will include maintaining TEQSA standards in relationto corporate and academic governance, course design, delivery,resources, student support and assessment when delivering coursesoffshore. Western will also adopt the International Risk ManagementStandard – AS/NZS ISO 31000:2009 Risk Management – Principles andguidelines. This provides a structured risk assessment and mitigationframework for decision-making and planning aligned with theUniversity’s strategic objectives.Realising the objectives of the international strategy will contribute tothe development of a risk management culture in which there is clearaccountability for identifying, managing and communicating risks.9
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020Appendix 1GOAL 1: CREATE AN UNRIVALLED EXPERIENCE FOR INTERNATIONAL STUDENTSTable 1: International Student Barometer satisfaction E2017TARGET2020TARGETTHE 100 Under 50Universities ranking878050THE overall 2015FORECAST201720204812STUDENT SATISFACTIONInternational Student Barometer overall satisfactionGOAL 2: FORGE HIGH-VALUE INTERNATIONAL PARTNERSHIPS WHICH ENHANCECROSS-INSTITUTIONAL RESEARCH, TEACHING AND MOBILITYTable 2: International rankingsRANKINGTimes Higher Education(THE) World UniversityRankingsNumber of subjectsranked in the top 200QS World UniversityRankingsQS overall rankingTable 3: Category 1 International partnership targetsINTERNATIONAL PARTNERSHIPSNumber of international agreements withCategory 1 partners in key theme areas10Western Sydney University
GLOBAL FUTURES: INTERNATIONALISING WESTERN SYDNEY UNIVERSITY 2015-2020GOAL 3: INCREASE THE NUMBER OF INBOUND INTERNATIONAL STUDENTSTable 4: International load l Onshore (Undergraduate)1,7352,0603,000International Onshore (PG, excluding HDR)1,1841,6002,500International Onshore (Postgraduate, HDR)162200300LOADWestern Sydney UniversityCollege Diploma and FoundationInternational LoadTable 5: Streamlined Visa Processing (SVP) risk indexTARGETSVP Risk Index2015 INDEX201720202.31.71.5GOAL 4: INCREASE THE NUMBER, DIVERSITY ANDREACH OF STUDENT OUTBOUND MOBILITY EXPERIENCESTable 6: Increase outbound mobilityMOBILITYOutbound student experiences 8%15%25%11
Endorsed by Western Sydney University Executive, 9 June 2015WESTERNSYDNEY.EDU.AU
WESTERN SYDNEY UNIVERSITY WILL: 2.1 Develop focused international partnerships that deliver measurable outcomes for both partners and their communities 2.2 Develop a small number of flagship 'Category 1' research partnerships4 which are strongly aligned with Western Sydney University' international aspirations and generate publications,
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