Internationalisation. If an international phase of the research project is planned, it may include: • a visit to a research institute or a research-focused industrial company abroad, • presentations (talk/poster) of the candidate’s own scientific results at a conference with a majority of international participants, • a joint research project with international guests who may be invited by a group of doctoral candidates to work at the Bauhaus-Universität Weimar for a given amount of time. Plans for trips abroad should be included in the Time and Work Schedule (Attachment 1).
Internationalisation. To utilise our strong UK based KE track record (for example in developing Innovation Centres) in the strategic development of our international partnerships and to attract business and other stakeholders to Scotland.
Internationalisation. We have a long-established history of international activities, which includes links with conservatoires, universities and other professional organisations around the world. We will continue with our New York showcase event for US students from our undergraduate and postgraduate programmes in acting, directing and musical theatre. In 2015/16, we set up an International Advisory Board (IAB) to help the Conservatoire to reputation-build and extend its international stakeholder networks within arts, industry, education, business and philanthropic giving. More specifically, the IAB will help in awareness-raising, advocacy, strategic student recruitment and in the generation of additional international scholarship and capital funds from new sources - individual or corporate. The IAB has been set up in New York and has North America as its primary region of focus. There are longer term ambitions to build an international reach reflecting the strategic priorities of the Conservatoire and associated key international regions of interest including, for example, China, Singapore, Thailand and Korea. Currently, all undergraduate students have the opportunity to undertake an exchange through the ERASMUS scheme and several programmes include opportunities for students to perform/tour internationally. Gaelic Arts We continue to work collaboratively with Sabhal Mòr Ostaig to develop innovative ways to support national objectives relating to Gaelic and to develop the skills for those artists wishing to work in Gaelic. Aim 5: A research base that is internationally competitive and improving its reputation and standing in the world We were pleased with our performance in REF2014, which showed an increase in research judged to reach the 3 and 4* levels from 40 to 67%, underpinned by a strong performance in impact, which was the highest of any Scottish HEI in the Unit of Assessment to which we make a submission. Our research strategy identifies a number of strategic and operational initiatives that are now needed to build on this outcome: there is no doubt that our infrastructure for supporting excellent research needs to grow as the number of staff involved increases. A key part of this is the implementation (for the first time) of a research and knowledge exchange management information system and digital repository. This will be implemented in time for 2016/17, and an objective for that year is embedding its use by at least 75% of research-active staff at the Conservatoire...
Internationalisation. Internationalisation is a key feature of the DTU offering. All programmes will be designed to promote multi-cultural awareness; provide a global perspective to the operations of the industry sectors and the specific discipline which the student is studying; and provide opportunities to students to learn and discover in an international context, enhancing their abilities to be effective global citizens and sought-after employees and leaders. International Orientation Ireland’s economy is open and export-oriented. DTU recognises that, to make an impact nationally and internationally, its graduates will require attributes that enable them to build relationships internationally. Notwithstanding its Dublin location, the university’s perspective therefore will be a global one and its activities and structures will reflect this. Work to internationalise DTU will have both external and internal aspects. Externally, our approach will concentrate on six pillars of activity: • Working with state agencies, other universities and higher education providers to make Dublin attractive as a city for international students; • Working with Irish and foreign governments in higher education diplomacy; • Increasing the engagement of international alumni in our priority regions of China, India, Malaysia, USA and Canada; • Working with education providers overseas; • Operating campuses overseas in association with international partners e.g. the Tourism College in Hainan, China; • Fostering relationships with industry and business in countries where we are active, to include Irish organisations. Internally, our efforts will concentrate on: • Incorporating an international perspective into all programme design and re-design; • Implementing policies that facilitate international engagement, and promote staff and student exchange programmes to increase international participation, exposure and experience; • Providing international work placements and opportunities to volunteers overseas as part of DTU programmes; • Ensuring an ethical approach to international students; • Globalising both the physical and virtual dimensions of DTU. Structurally, international activity will be coordinated and managed through a dedicated entity within the university itself. Enhanced internationalisation: Institution objectives and performance indicators
Internationalisation. 1. The parties involved who sign this agreement declare in respect of each other that they, in case of a PT abroad, shall comply with the rules set forth in the I-PT Manual.
Internationalisation. Institutions will develop the services available for international students - promote the mobility of researchers and students and agree on the development of jointly organised studies. - Universities support local companies seeking to increase their international exposure.
Internationalisation. The system might work just for a specific group of persons, but there are several braille languages, and within the same language, it can have di↵erent nomenclatures, as short-forms of words. (The word and is short-formed to n in some braille nomenclatures).
Internationalisation. We have a long-established history of international activities, which includes links with conservatoires, universities and other professional organisations around the world. Such links include student and staff exchanges and cooperative performance ventures. This history has by and large grown in an organic and responsive way, and while we recognise the importance of being able to take opportunities for partnerships and collaborations when they arise, we have also lately recognised the importance of approaching our international activities in a more focused and strategic way and therefore we have recently reviewed our Internationalisation Strategy, one of the key objectives of which is to review our current range of partnerships with a view to identifying a smaller number of key strategic partners and to further develop our quality assurance processes to help ensure the quality of all partnerships. We see three significant drivers behind our strategic planning in this area. First, as the sole conservatoire in a small country, we believe that an enhanced global presence will increasingly determine both the quality and the direction of our future growth and have a positive impact on the student experience. Second, we recognise that we have a responsibility to equip our graduates to make their way in an increasingly globalised market. Art transcends national boundaries and communication and technology continues to expand the horizons of employability and, as we face a future that will demand practitioners, artists and educators who can think and do as ‘world citizens’, we must do all we can to ensure that our students are graduating with a sense of themselves as citizens of the world. This responsibility was one of the drivers behind our Curriculum Reform project, which had the internationalisation of the curriculum as one of its key objectives. Third, income generated through the recruitment of international students is of crucial importance to the financial sustainability of the Conservatoire and we wish to increase the quantity of international student recruitment whilst, at the same time, at least maintain the quality of our intake. Currently, all undergraduate students have the opportunity to undertake an exchange through the ERASMUS scheme and several programmes include opportunities for students to perform/tour internationally. The Conservatoire also regularly undertakes significant international collaborations. For example, in 2014 we will undertake a...
Internationalisation user interface available in six different languages: English, French, Spanish, Traditional Chinese, Brazilian Portuguese, Japanese; instructions are available for translating the interface1.
Internationalisation. And finally, another important element in the renewed agreement is a new commitment to the parties’ joint international positioning. Rotterdam wants to attract more citizens with a higher education, while EUR invests in the retention of more international talents. The opening of the Erasmus University College in 2013 and the brand alliance ‘Make it happen’ (which was launched in 2015 together with the Port of Rotterdam Authority and Rotterdam Partners) are examples of collective activities that contribute to the partners’ international profiling. The partners have agreed to make a stronger investment in joint applications for European research grants. This will allow Rotterdam to further develop as an international centre of important research into the issues faced by today’s cities. In addition, the agreements outline the appointment of a delegation to represent Rotterdam at the European Commission’s headquarters in Brussels. Mayor Aboutaleb: “The agreement continues in the line of the partnership launched in 2010, when the city and the university officially decided to move forward together. Both parties like the results so far! Over the past few years, our collaboration has strengthened the ties between the city and the university. It has become easier for the Municipality to access relevant scientific knowledge, while the City in turn can supply useful expertise and data for education and research.”
