International Strategy of University College Plymouth St Mark and St John (Marjon)
Gespeichert in:
| Veröffentlicht in: | Сучасна українська політика. Політики і політологи про неї |
|---|---|
| Datum: | 2009 |
| 1. Verfasser: | |
| Format: | Artikel |
| Sprache: | English |
| Veröffentlicht: |
Інститут політичних і етнонаціональних досліджень ім. І.Ф. Кураса НАН України
2009
|
| Schlagworte: | |
| Online Zugang: | https://nasplib.isofts.kiev.ua/handle/123456789/26568 |
| Tags: |
Tag hinzufügen
Keine Tags, Fügen Sie den ersten Tag hinzu!
|
| Назва журналу: | Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| Zitieren: | International Strategy of University College Plymouth St Mark and St John (Marjon) / G. Stoakes // Сучасна українська політика. Політики і політологи про неї. — К., 2009. — Вип. 16. — С. 316-320. — Бібліогр.: 4 назв. — англ. |
Institution
Digital Library of Periodicals of National Academy of Sciences of Ukraine| id |
nasplib_isofts_kiev_ua-123456789-26568 |
|---|---|
| record_format |
dspace |
| spelling |
Stoakes, G. 2011-09-06T08:30:25Z 2011-09-06T08:30:25Z 2009 International Strategy of University College Plymouth St Mark and St John (Marjon) / G. Stoakes // Сучасна українська політика. Політики і політологи про неї. — К., 2009. — Вип. 16. — С. 316-320. — Бібліогр.: 4 назв. — англ. 1810-5270 https://nasplib.isofts.kiev.ua/handle/123456789/26568 en Інститут політичних і етнонаціональних досліджень ім. І.Ф. Кураса НАН України Сучасна українська політика. Політики і політологи про неї Міжнародна політика та міжнародні відносини International Strategy of University College Plymouth St Mark and St John (Marjon) Стратегії міжнародного розвитку Плімутського університету Святого Марка і Святого Джона Article published earlier |
| institution |
Digital Library of Periodicals of National Academy of Sciences of Ukraine |
| collection |
DSpace DC |
| title |
International Strategy of University College Plymouth St Mark and St John (Marjon) |
| spellingShingle |
International Strategy of University College Plymouth St Mark and St John (Marjon) Stoakes, G. Міжнародна політика та міжнародні відносини |
| title_short |
International Strategy of University College Plymouth St Mark and St John (Marjon) |
| title_full |
International Strategy of University College Plymouth St Mark and St John (Marjon) |
| title_fullStr |
International Strategy of University College Plymouth St Mark and St John (Marjon) |
| title_full_unstemmed |
International Strategy of University College Plymouth St Mark and St John (Marjon) |
| title_sort |
international strategy of university college plymouth st mark and st john (marjon) |
| author |
Stoakes, G. |
| author_facet |
Stoakes, G. |
| topic |
Міжнародна політика та міжнародні відносини |
| topic_facet |
Міжнародна політика та міжнародні відносини |
| publishDate |
2009 |
| language |
English |
| container_title |
Сучасна українська політика. Політики і політологи про неї |
| publisher |
Інститут політичних і етнонаціональних досліджень ім. І.Ф. Кураса НАН України |
| format |
Article |
| title_alt |
Стратегії міжнародного розвитку Плімутського університету Святого Марка і Святого Джона |
| issn |
1810-5270 |
| url |
https://nasplib.isofts.kiev.ua/handle/123456789/26568 |
| citation_txt |
International Strategy of University College Plymouth St Mark and St John (Marjon) / G. Stoakes // Сучасна українська політика. Політики і політологи про неї. — К., 2009. — Вип. 16. — С. 316-320. — Бібліогр.: 4 назв. — англ. |
| work_keys_str_mv |
AT stoakesg internationalstrategyofuniversitycollegeplymouthstmarkandstjohnmarjon AT stoakesg strategíímížnarodnogorozvitkuplímutsʹkogouníversitetusvâtogomarkaísvâtogodžona |
| first_indexed |
2025-11-25T22:40:37Z |
| last_indexed |
2025-11-25T22:40:37Z |
| _version_ |
1850568634130235392 |
| fulltext |
316
G. Stoakes
INterNatIoNal Strategy of UNIverSIty College
Plymouth St mark and St John (marJon)
СТРАТЕГІЇ МІЖНАРОДНОГО РОзВИТКУ ПЛІМУТСьКОГО
УНІВЕРСИТЕТУ СВяТОГО МАРКА І СВяТОГО ДЖОНА
University College Plymouth St Mark and St John has a distinguished history
in higher education going back more than 160 years to the foundation by the
National Society (now National Society for Promoting Religious Education) of the
constituent colleges of St John’s Battersea (1840) and St Mark’s College, Chelsea
(1841). The two colleges combined on the Chelsea site in 1923 and the College
of St Mark & St John moved from London to Plymouth in 1973. It has prepared
people for degrees since 1862. Since 2007 when it gained University College
status it has been able to award its own degrees rather than having to do so under
the auspices of the University of Exeter. With the new status came the new title
of University College Plymouth St Mark & St John - or now UCP Marjon. UCP
Marjon has an academic community of around 5,000 people and attracts students
from all over the UK and overseas. The institution is most widely recognised for
its expertise in Education and sport, however it offers a wide choice of subject
areas.
The College has a long and distinguished record in International Education.
It has played an important part in the training and professional development of
teachers in a range of countries over the last twenty years. Its work has been
highly praised by the British Council, for whom it has regularly undertaken
contracted training. It has been less successful in attracting significant numbers
of international students to its Plymouth-based undergraduate and postgraduate
programmes. The Strategic Plan, Marjon 2010, specifies one overarching aim
for International activities, namely to Expand international engagement through
partnership, exchange and recruitment activities
Phase one of the plan specifies a number of objectives in relation to this aim,
namely to :
- Create and sustain opportunities for international learning experience for
students and staff
- Integrate international and home students more fully across the College
- Increase international student numbers across the College
- Secure funding for international projects relating to learning and teaching,
Розділ 3
МІЖНАРОДНА ПОЛІТИКА
ТА МІЖНАРОДНІ ВІДНОСИНИ
317
applied research, consultancy and enterprise activities
Develop international institutional partnerships
Ensure that international programmes are self-funding at all times
The current International Strategy was drawn up in 2004, but is now in need
of revision. This new strategy seeks to sustain areas of proven strength, whilst
at the same time focussing on those areas, which have the potential for growth
in the future. It aims, in brief, to create a more sustainable level of international
activity.
The College is in a relatively weak position at the moment in relation to the
recruitment of full-cost (overseas) and European Union students to its Plymouth-
based programmes. In 2005/6, there are under 20 such students on full-time
programmes, representing approximately 0.8% of the student population on
campus. The current UK institutional average for higher education is 12%.
In addition, the School of International Education delivers a range of
programmes[1;2] both at home and overseas through specially – contracted
international projects, some of which bring significant numbers of students to the
Plymouth campus for periods of between 2 weeks and 2 years. Some are on tailor-
made courses, which are non award-bearing, while others study for undergraduate
and postgraduate awards of the University of Exeter. [2;2]
There are concerns that income from International Education has fallen from
a significant high in the late 1990s and that it has not been making a sufficient
financial contribution to College costs. The Principal requires all schools to
make a contribution to institutional overheads after income has covered their
direct costs. Direct costs are defined as school staffing (academic and support)
and discretionary non staffing budgets allocated to schools. The contribution
for INTED is currently set as being 35% based on gross income although this is
currently being reviewed by the costing and pricing working group. Institutional
overheads are defined as academic support areas (registry, library and student
services) and central services including personnel, accounts, maintenance, ICT,
staff development etc. Wherever possible, in relation to the funding agency or
source of income, the Principal seeks a further contribution of 20% towards a fund
to finance Strategic Investments.
The intention of the International Strategy is to define the College’s goals
for both the above areas of provision, and the means of achieving them within
the lifetime of the Strategic Plan 2010. The International Strategy envisages a
future in which a markedly higher proportion of the full-time student body come
from non-UK backgrounds. To achieve this target, the College will need to
review its curriculum offering and the marketing and promotion of it overseas.
Incoming students will receive academic and pastoral support from a College-
wide International Service, as well as from subject-based tutors in the Schools
in which they are based. At the same time, encouragement and support will be
offered to UK students to participate in exchange activity abroad, and to study
on programmes in which awareness and appreciation of international issues
are key selling points. The International Strategy also sets income and financial
contribution targets for the School of International Education, which will enable
318
the College to invest strategically in priority areas. The School will offer more
award-bearing programmes to meet the needs of aspiring and practising teachers,
and their employing organisations, either in Plymouth or in countries where
demand is strongest. These programmes will be supported, and in some cases
engendered, by consultancy and training work for clients such as government
agencies and NGOs. One current example of this is the Postgraduate Certificate
being delivered in Russia from 2004-6. This resulted from previous consultancy
work with the same client, the British Council, over the two years leading to
contracting of this award-bearing programme. School staff will play a stronger
role in promoting the wider work of the College, and will facilitate cross-School
partnerships in order to build capacity and expertise across the institution.
By 2010, there will be a significant increase both in gross income earned by
the School, and its net contribution to College finances. This will be determined,
and monitored annually, through the School Academic and Business Plan.
The goals outlined above necessitate reconsideration of the administrative
and management structure of the current School of International Education in
order to enable the School to function as a viable and sustainable academic unit
which operates within the parameters of the Resource Allocation Model. Separate
discussions, and monthly review meetings, are underway between the Dean,
School Administrator and members of the Planning and Resources Group in
order to ensure these parameters are adhered to. In order to realise these aims,
full commitment from Deans of School will also be needed in terms of defining
priority areas for recruitment, and identifying recruitment targets. In return, some
degree of resourcing is likely to be required to support Schools in realising their
aspirations. A College-wide international support function (covering Marketing
and Publicity, Admissions, Induction, Language and Pastoral Support, etc.), or
International Service, will also be needed in order to avoid duplication of effort,
and to service the recruitment of students to the Schools. Detailed actions for
implementation of the International Strategy, together with an accompanying
Business Plan, will spell out resource requirements and delivery responsibilities.
These will follow the approval of the International Strategy by Academic Board.
The DfES and British Council via a PMI (Prime Minister’s Initiative) Strategy
Group are currently consulting on a new strategy to support UK higher education
in the increasingly competitive international market. Its consultation document,
Education UK: developing a PMI successor strategy, describes a positive long-term
outlook for the global demand for higher and further education. One projection is
for a 5% annual growth rate in global demand for higher education until 2025. The
key factors affecting change in the international student market are:
- The changing international marketplace e.g. relative decline of the Chinese
and other Asian markets as suppliers of students who study in the UK. There has
been a 23.5% drop in applications from China in 2005 compared to 2004, ‘with
Singapore, Hong Kong and Malaysia showing a similar decline’
- The ‘major predicted growth area is demand for overseas-delivered higher
education, which is set to overtake international education delivered in the UK to
become the largest mode of delivery for UK international student places between
319
2005 and 2010’. ‘A main reason for this is the large unsatisfied demand in some
of the key Asian countries at both undergraduate and postgraduate levels’. These
are considered to be the ‘main demand-drivers for UK transnational education
globally’
- Demand for a different curriculum. Creative Industries (e.g. filmmaking,
graphic design) are emerging alongside still dominant programmes in business
and marketing.
- The increase in demand for UK-based HE from EU accession countries, and
potentially from prospective EU accession countries.
A new strategic direction sets out ‘three interconnected strands’, which
Marjon should take into account in planning its own International Strategy which
are presented in the table 1.
Table 1
three interconnected strands of new strategic direction
Name Ways
1 Developing its
competitiveness
Developing a new curriculum to meet market
demand (e.g more practical media and communi-
cations; leadership and innovation)
Piloting provision in existing areas known to be in
demand
Marketing the ‘Marjon Experience’ – highly sup-
portive environment
2
Marketing and
Relationship
Management
Re-packaging modules into provision attractive to
the market
Developing and exploiting the overseas alumni
Building on relatively new contacts
3
International
Partnerships and
collaboration
Nurturing potential partner institutions
The International Strategy aligns especially with the Learning and Teaching
Strategy, in particular the emphasis on blended learning and distance learning.
Its implementation will be informed by the projected new Academic Plan. The
International Strategy also aligns with the Research Strategy, especially in its
links to international postgraduate research activity. It is also supported by other
College Strategies and Policies:
- Human Resources Strategy
- ICT Strategy
- Estates Strategy
- Equal Opportunities Policy
Consideration of the above factors has led to the identification of FOUR key
aims for the proposed International Strategy to 2010: to increase international
student recruitment; to increase the income and financial contribution of the
School of International Education; to maintain and develop further international
320
partnerships and collaboration; to establish appropriate infrastructural support for
international activities. Providing the strategy the UCP will spread the international
connections and cooperation.
1.International Strategy Group 18.1.07 Plymouth, Uk. – 7p 2. Katler J.
International cooperation at university education – London 2008, 112p 3. http://
en.wikipedia.org/wiki/University_College_Plymouth_St_Mark_&_St_Jo.4.
http://www.marjon.ac.uk/
N. Babkova
PartICIPatIoN IN exChaNge ProgramS aS the
indicator of StudentS’ ProfeSSional SkillS formation
УЧАСТь У МІЖНАРОДНИх ПРОГРАМАх ОБМІНУ яК
ПОКАзНИК СФОРМОВАНОСТІ ПРОФЕСІЙНИх яКОСТЕЙ
СТУДЕНТІВ
The priorities of higher education in Ukraine have changed a lot for last
years. It used to be oriented to reproducing of got information but now it is
oriented to the students’ development. Now the main aim of education is personal
and professional development of students, the formation of skills demanded
in the modern business world and knowledge used for successful international
cooperation. The adopted laws in the sphere of education (such as Law about
professional education, Law about higher education and other) judicially support
the orientation of Ukraine to the European model of education. The high qualified
specialist on the European educational model is a person who is able not only
to present the knowledge but also to analyze the situation, to make decisions,
to foresee the possible development. A specialist should have high level of
adaptability, flexibility, communicational and organizational skills, creative and
critical thinking and leadership skills. The issues of education under the European
integration have been investigated by many Ukrainian and foreign scientists.
V.Parigin and O.Maslov learnt the peculiarities of professional higher education
at universities; O.Gluzman and L.Semichenko investigated the dynamics of
university education in the modern world; O.Yabrotska and K.Sohova worked
under the process of students’ personal skills development in the educational
process; R.Gryshkova and O. Redkina learnt students’ formation in the process of
professional education; J.Meskon and P.Hedowry investigated students’ leadership
skills formation as the main aim of professional higher education.
Professional higher education contains theoretical and practical courses as
well as language course. Although the number of language classes is constantly
increasing the level of received knowledge is not enough. The questionnaires of
students of the first studying year of different departments at Petro Mohyla Black
Sea State University showed that the biggest expected value of studying is high
|