Partner screening

Introduction: Why and what are we screening?

Our Strategic Agenda 2016-2025 sets central internationalisation priorities to Inclusivity, International competence and Superdiversity. The approach is formalised in an internal conceptual framework called the Internationalisation Triangle. This vision is further refined in a Community of Practice via an internally funded scheme – the WPI. Around 30 competing projects allowed us to shape a paradigm for meaningful internationalisation, based on intercultural competencies needed in the field, learning outcomes and constructive alignment. Any internationalisation activity (mobility, virtual or blended exchange, internationalisation@home, research, etc.) should contribute to the achievement of Learning Outcomes by the students and serve the three central priorities. Therefore, to avoid unbalanced, sleeping and volatile partnerships, we must be able to assess the contribution of each partner. Meaning the achievement of the internationalisation objectives both in the study programme and for the university. Both the Community of Practice and input from programmes in the first three (pilot) years of the WPI were very valuable. It gave us the ability to address the need for transparency and comparability of partners’ performance via a screening workflow, based on the Dutch accreditation and CeQuInt assessment frameworks. The current workflow consists of 4 consecutive steps:

  1. Quick Scan
  2. Partnership Rationale
  3. Mobility checklist and
  4. Partnership Feasibility

The screening results are published on the CoIA Partner Screening Portal Screening Portal (for internal use only)

First step: Quick Scan

The first step is to assess risks associated with a partnership and come up with a centralized recommendation. Not to ‘approve’ or to ‘decline’ an agreement. The quick scan is per se not subject specific. Thus, on its own, it does not provide sufficient grounds for the conclusion of a meaningful partnership. It merely is the first step in a partner screening. In a quick scan bekijken we de volgende indicatoren:

  • A valid national accreditation is the first and absolute must. It is an eliminatory indicator. Major international accreditations are considered an additional asset.
  • Scoring in major international rankings
  • Quality of institution’s own partner network. Are there reputable partners? How many? Do we have partners in common? Can we trust their informal feedback, in case we need it? Is the institution an existing partner? How valuable is it so far?
  • Participation in reputable international networks
  • Historical background and Key Statistics
  • Academic offer in English and language requirements
  • Perceived reputation. Is there any negative publicity?
  • Country safety according to the Dutch Ministry of Foreign Affairs.

Each of the criteria might not be sufficient for assessment on its own. But when combined, they give us a pretty clear idea of the overall quality. As much as possible, we collect the info from authoritative sources, not from the institution itself. The risks are assessed on a three-point scale: corresponding to high, moderate and low risk; a motivated recommendation is formulated at central level. Finally, the quick scans are stored on the CoIA Partner Screening Portal (for internal use only) and periodically updated.

So, what are the challenges since COVID-19 for the Quick Scan? Worldwide, the focus of cooperation agreements shifts from physical mobility to other forms of internationalisation. Whilst authoritative sources to verify a partner’s capacity to deliver virtual or blended education are scarce. In addition, virtual and blended education provision is unevenly covered by accreditation frameworks in different countries. Should we assess it ourselves ad hoc? If so, according to which criteria? Finally, no feedback will be available in the short run from common partners or outgoing students.

Second step: Partnership Rationale

The idea is to link a partnership to the internationalisation goals on programme level via a unified template document. In our internationalisation paradigm, the projected activities (mobility, virtual or blended exchange, internationalisation@home, research, etc.) should clearly contribute to the development of target competencies and the achievement of the related learning outcomes. Specific verifiable objectives and performance indicators, set for each activity, allow study programmes to periodically monitor partnerships for efficiency and fit-for-purpose. Support is provided at central level. This unified template brings transparency and comparability to the strategic decision-making by the Deans of Institutes responsible for the approval of partnerships. In addition, it makes sure that our central priorities; Inclusivity, SuperDiversity and International Competence are taken into account at study programme level. So, how Corona-proof is our Partnership Rationale? Well, it is quite Corona-proof! Neither our rationale for Internationalisation, nor our regional context of SuperDiversity have changed. Our vision is still defined by the global working field, competencies, learning outcomes and the social contract. Partnership Rationale is a universal tool, suited for all cooperation activities, and not limited to physical mobility. It allows the design of a mutually beneficial cooperation based on equivalent gain and not necessarily on equivalent activities. Having a clear purpose and indicators for each implemented activity makes the screening process straightforward. What do we still need to figure out? The needs of the work field might have changed because of the pandemic. Therefore, study programmes will have to re-define their vision, strategy and goals to re-calibrate their activities. Finally, Indicators for Quality Assessment of virtual and blended education are lacking. Assessment frameworks for virtual exchange (VE) and collaborative online international learning (COIL) exist: Stevens Initiative and EOCCS but need adaption to RUAS context.

Third step – Mobility Checklist

This process-oriented template, appended to the Partnership Rationale, is used only if mobility is one of the projected activities. It covers organisational and compatibility issues linked to the administration of mobility:

  • Student numbers
  • Nomination deadlines
  • Academic calendar
  • Grades’ transmission
  • ECTS credits
  • Language requirements
  • Accommodation
  • Formalities
  • Fees, etc.

It can be easily adapted to VE and COIL in the context of COVID-19.

Fourth step – Partnership Feasibility

This document issued at central level is the final clearance regarding quality, safety and mobility administration before the signature. It doesn’t need Corona-specific adjustment. Should you be interested in more information regarding our screening procedure or in exchange of good practices, feel free to contact our Quality Advisor Internationalisation and visit the CoIA Partner Screening Portal.