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International Collaboration in the Department of Politics Professor Mark Evans

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International Collaboration in the Department of Politics. Professor Mark Evans. Sighting Shots ... of international politics e.g. international development, ... – PowerPoint PPT presentation

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Title: International Collaboration in the Department of Politics Professor Mark Evans


1
International Collaboration in the Department of
PoliticsProfessor Mark Evans
2
Sighting Shots
  • This presentation is organised into three parts.
    Part one will provide a brief overview of the
    Departments international strategy. In part two,
    three case studies are presented that exemplify
    three different forms of collaboration
    bi-lateral teaching collaboration, bi-lateral
    research collaboration, and multi-lateral
    teaching collaboration. The final section of the
    presentation provides an overview of the key
    lessons learned from our international adventures.

3
Aim
  • The central aim of the Department of Politics is
    to do its utmost to produce the highest quality
    scholarship and teaching through the maintenance
    of an inclusive international academic community.

4
International Strategy
  • The development of an effective international
    strategy is an important policy instrument for
    achieving this aim in so far as it helps us to
  • raise the international profile of our research
    and teaching activities (particularly at the
    postgraduate and professional training levels)
  • attract high quality students
  • gain access to new forms of research and student
    funding
  • develop a genuinely international portfolio of
    research and,
  • enhance our portfolio of courses in different
    aspects of international politics e.g.
    international development, post-war
    reconstruction, the politics of transition.

5
InternationalStrategic Concerns
  • Ensuring that staff publish research with the
    highest quality international peer reviewed
    journals and publishers
  • Gaining access to prestigious sources of
    international research funding
  • Ensuring that our courses meet the educational
    needs of an international audience
  • Developing high quality partnerships to help meet
    our international teaching and research
    objectives.

6
Measures of Success?
  • 4th largest international graduate school in the
    UK
  • Only 20th in terms of size
  • Tripled income since 1999
  • 60 of research income from international
    sources
  • 6th in 2008 Times Good University Guide

7
International Partnerships
  • Focus on a small number of high quality
    partnerships in strategic markets e.g. China,
    Japan, Korea, Vietnam, Middle-East, Afghanistan,
    Mexico
  • Partnerships are either research or teaching-led
    and are resource dependent collaborations (i.e.
    knowledge transfer)
  • Given the nature of our research and teaching
    activities these include universities, non
    governmental organisations, governmental
    organisations, international organisations, and
    third sector organisations
  • Developing teaching collaborations include 3
    plus 1 (undergraduate to MA), 1 plus 1
    (postgraduate) programming, staff and student
    exchange, and joint doctoral supervision

8
Recent international research collaborations
  • Member of an international consortium for
    supporting DFID post-war planning and programming
    with Cowie, CMI, and IDS in Birmingham
  • World Bank sponsored evaluation of Afghanistans
    National Solidarity Programme
  • British Council Higher Education Link Programme
    with ISS in Vietnam on Evaluating the Social
    Impact of Privatisation in Vietnam

9
Partnership Building
10
Case Study 1 Bi-lateral Teaching
Collaboration1 plus 1 MA in Political Research
with Ritsumeikan University, Japan
  • A planned partnership inspired by significant
    recruitment opportunities in Politics and related
    studies and a high quality student market
  • Scoping work supported by Sharon Philip in the
    International Office in which five institutions
    were identified as potential collaborators. This
    was determined by the existence of common
    programmes of study and research interests and
    low opportunity costs
  • Gave research lectures and departmental
    introductions/or held meetings at each
    institution
  • Identified key power broker
  • Followed-up meetings with formal proposal within
    two weeks of the meeting
  • Conducted further negotiations with Ritz via
    email and convened a final deliberative meeting
    in York to sign-off Memorandum of Agreement
  • A parallel process of deliberation was conducted
    with Juliet and Alison

11
Challenges
  • Remarkably problem-free so far as the programme
    design does not present many complex quality
    assurance issues (largely a 1 plus 1 design
    which draws on our existing MA in Political
    Research)
  • Key design issues - ensuring that the programme
    is coherent, reaching agreement on entry and
    language requirements, ensuring that the
    necessary quality assurance mechanisms are in
    place
  • Recruiting from this year better marketing
    needed
  • Sustainability issues

12
Case Study 2 Bi-lateral Research
CollaborationFive Year British Council Higher
Education Link
  • An opportunistic partnership in response to a
    funding opportunity we were approached by the
    ISS in Vietnam
  • The BC funded a scoping mission which enabled the
    partners to develop a research proposal on
    Evaluating the Social Impact of Equitization in
    Vietnam
  • The rationale for collaboration was determined by
    the existence of common programmes of study and
    research interests, the appearance of low
    opportunity costs

13
Challenges
  • Although there was a significant capacity
    development aspect to the collaboration in the
    initial proposal the programme turned out to be
    extremely resource intensive for York staff and
    the opportunity costs far greater than
    anticipated
  • The ISS was run by party-men who had no research
    interest in the programme and were constantly
    attempting to hive-off funding for personal use
  • We wrote all the programme reports and
    publications and designed and delivered all
    training programmes with limited contributions
    from ISS staff. Where work was delegated (e.g.
    surveys) it was not completed to specification
    with any degree of methodological rigour.

14
Case Study 3 Multi-lateral Teaching
CollaborationErasmus Mundus 1 plus 1 MA in
Public Policy
  • An opportunistic partnership in response to a
    funding opportunity and our capacity to respond
    more quickly than Warwick
  • Negotiated initial proposal in Budapest went
    for 1 plus 1 double Masters degree in Public
    Policy due to the least quality assurance
    complications and opportunity costs
  • The EM degree delivers up to 25 scholarships per
    year for non EU students to study at either York
    or the Hague in Year 1 for a foundation Masters
    degree in Public Administration and then proceed
    in Year 2 to Budapest or Barcelona for a further
    MA in Policy Studies or International Studies.
    The programme also includes a summer school and
    an internship programme.
  • The bid was successful after its third
    submission the proposal was refined to meet the
    criticisms of each review.

15
Challenges
  • Finding the right partners
  • Designing a coherent programme which made sense
    intellectually
  • Working out the EU politics interdisciplinarity,
    policy relevant, problem-solving, internships,
    professional training, multiple partners
    including new member state
  • Responding positively to rejection
  • Ensuring equivalent credit weightings, working
    with organisations with different mandates and
    organisational cultures, institutional rules and
    values
  • Working out the fee structure
  • Developing admissions process
  • Controlling bureaucratic costs

16
In Conclusion 10 Lessons Learned
  • Select the right partners (key indicators
    research and teaching achievement, enthusiasm and
    leadership)
  • Note that many developing countries dont do
    research as we understand it and overseas league
    tables can have very different measures to ours!
  • Simplicity is the key unless there are huge
    intellectual or financial incentives remember
    that the more complex the collaboration the
    higher the opportunity costs

17
In Conclusion 10 Lessons Learned
  • 4. Stay focussed on the candle always
    display the appearance of an enthusiastic partner
    even if you have doubts. Remember that you are in
    a highly competitive market and York is not
    always as well known as you think so you need to
    act quickly!
  • 5. Do a quick risk assessment before moving
    beyond the exploration stage focusing on a
    calculation of a) departmental collective value
    b) financial investment c) staff time d) impact
    on other priorities e) unintended consequences
  • 6. Beware of high opportunity costs there must
    always be a tangible research or teaching
    dividend to ensure collective departmental value.

18
In Conclusion 10 Lessons Learned
  • 7. Establish milestones that need to be achieved
    by a certain date to justify the investment of
    time and resources.
  • Everything will always take longer than you
    expect but patience and perseverance appears to
    pay off in the long-run.
  • Ensure broad departmental commitment to the
    enterprise to share the burden of sustaining
    partnerships and protecting markets.
  • Develop a strong working relationship with the
    International Office.
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