Regional International Education Strategy 2016-2020 (Updated July 2016) Palmerston North and Manawatu Knowledge and cultural understanding is your pathway to being a global citizen.
Page 2 of 36
TABLE OF CONTENTS PAGE 1.0 Executive Summary... 6 2.0 Introduction... 7 3.0 Regional History, Purpose and Scope... 8 4.0 Statements of Support and Endorsement... 9 5.0 Strategic Vision... 9 6.0 Mission... 10 7.0 Values... 10 8.0 Situational Analysis... 10 8.1 International... 10 8.2 Global Trends impacting demand for international education... 11 8.3 Transnational Education (TNE)... 11 8.4 Competitor Activity and Analysis... 11 8.5 New Zealand... 11 8.6 Drivers forcing Strategic Change in New Zealand Institutions... 12 8.7 New Zealand Government Growth Agenda and Priorities... 12 8.8 Regional International Student Enrolment Summary Statistics 2014... 13 8.9 SWOT Analysis Regional International Education... 14 Strengths / Weaknesses... 14 Opportunities / Threats... 15 9.0 Key Stakeholders... 16 9.1 Key Regional International Education Providers... 16 9.2 Local Government and Council Co-funded Organisations/Roles... 16 9.3 Regional Business and Community Organisations... 16 10.0 Five Big Goals... 17 10.1 Developing Regional Collaboration and Cooperation... 17 10.2 Developing Regional Capability... 20 10.3 Building Regional Capacity... 22 10.4 Embracing Regional Creativity and Innovation... 23 10.5 Maximising the Quality of the Student Experience... 24 11.0 What will success look like?... 26 12.0 Governance and Management... 26 12.1 Regional Structure (proposed)... 26 12.2 Engagement Model: Intl Education Development Manager Role... 27 13.0 Sustainable Long-term Membership... 27 14.0 Financials... 28 14.1 Income Sources... 28 14.2 Student Enrolment Projections... 29 14.3 Expenditure Projections... 30 Page 3 of 36
15.0 Strategy Implementation and Evaluation... 31 15.1 Key Performance Indicator s... 32 15.2 Regional Pre Strategy Priorities and Activities 2015... 33 15.3 Regional Strategy Priorities and Activities 2016... 33 16.0 Regional Communications... 34 17.0 Conclusion... 34 Regional International Strategy 2016-2020 published by Vision Manawatu on behalf of the International Education Leadership Group. Images: Front Cover courtesy of Education New Zealand Inside Front Cover, Inside Back Cover and Back Cover courtesy of Destination Manawatu Page 4 of 36
Why A Regional Focus On International Education? Because International Education is a major contributor to regional economic prosperity and growth and is currently contributing an estimated $62m to the Manawatu economy annually. It also provides significant ongoing benefits and connections for the community. Our Vision To be recognised by prospective students, partners and stake-holders as a preferred key destination in New Zealand for international education and research. Our Mission To grow regional international student enrolments to enhance the economic, political, social and cultural value of Export Education for Palmerston North and the Manawatu region. Regional Collaboration & Co-operation Facilitate a range of significant outcomes for Palmerston North and the Manawatu Region. The interests of local international education providers and stakeholders are maximised by: Our Big Goals Developing Collaboration and Cooperation within the Regional Education sector with Education NZ with regional agencies / businesses/ organisations Developing Capability of Regional Education institutions of Regional Business and community stakeholders Building Capacity within our provider institutions within the community and other regional stakeholders Embracing Innovation and Creativity through our approach to partnerships, connection, products, services, programme delivery and support Maximising the quality of the Student Experience for our international students, parents and sponsors What will our high level success look like? By 2020 the value of international education to the region will have increased by at least 28% or $18m. Long term international relationships will have been developed and will contribute positively to the region s political, social, cultural and economic well-being. Page 5 of 36
1. Executive Summary Palmerston North (and the Manawatu region) has long been recognised nationally for its strong education and research links. However, alongside the international recognition already afforded Massey University and some Crown Institutes, there is considerable potential for the region to grow its international education footprint through increased regional collaboration and cooperation. Regional discussion over sometime by a group of senior education and city leaders (International Education Leadership Group) has led to a commissioning of this International Education Strategy for future implementation through the regional Economic Development Agency (Vision Manawatu) in 2016. Regional collaboration is based on the premise that a cooperative regional approach to such areas as international marketing, student recruitment, admission, pathway programme offerings, accommodation and pastoral care will yield significant benefits to local education providers, business, and the community, as well as international students who choose the region as a study destination. It goes beyond what individual institutions can achieve independently. The aim is to grow, by 2020, the value of regional international education by a 28 % or an estimated $18m, and to advance cultural, social, and political connections which enrich the community. Key regional objectives will be achieved through the following five strategic Big Goals: Developing Collaboration and Cooperation Developing Capability Building Capacity Embracing Innovation and Creativity Maximising the Quality of the Student Experience In spite of limited regional collaboration to date, Palmerston North and the Manawatu still host up to 3000 international students per year. However, overall international awareness of Palmerston North and Manawatu as a major education and research hub is still low. It is proposed that the region s strategic vision is to be recognised as a preferred destination in New Zealand for international education and research, and that the strategic mission be to grow the economic, political, social and cultural value of Export Education for Palmerston North and the Manawatu region. This International Education Strategy outlines the region s strategic international education direction and intent for the next five years (2016-2020). It is consistent with the current agenda and strategic approaches central government (through their leadership Statement), local government (long term plans), regional tertiary institutions, and schools have and are taking. The strategy will be tertiary led, leverage off existing tertiary international recognition, and take the region s international education profile to a new level with an emphasis on delivering the highest possible quality and excellence in programme and support services to international students. Export education is the nation s fifth largest export earner and the New Zealand government recognises the importance of regions in helping to meet national growth targets. Seed funding has thus been granted by Education New Zealand (ENZ) under the ENZ Regional Partnerships Programme (RPP), to implement the strategy. However, the support of local councils, business and community stakeholders is also vital if the strategy is to be successful. Page 6 of 36
2. Introduction Palmerston North is the country's seventh largest city and eighth largest urban area, with an urban population of more than 82,400 (June 2014 estimate). It is a vibrant student city with a young and diverse population containing 1.9% of New Zealand s total population and 2.5% of the nation s employees. However significantly, if we add the adjoining Manawatu-Wanganui region, the area is home to more than 232,000 people and 5.2% of New Zealand s population. Palmerston North s central New Zealand location and WHO Safe City accreditation are two of a number of strengths the region has for attracting international students. Palmerston North and the Manawatu are a major and longstanding research and educational hub with more than 70 educational, training, vocational and research institutions. Regional institutions have a long tradition of serving the local, national and international student communities. Education is the second most important sector in the Manawatu region in terms of economic activity, with annual earnings of $347m in the year to March 2013, 12.5% of total earnings in the region. There were more than 6000 jobs in the education sector in February 2014, 11.4% of the total workforce in the region. Beside education and research, the region also strongly identifies with agriculture (Fonterra, as one of the largest dairy conglomerates in the world, has a substantial investment in the region), health and community services, defence, bio industry/commerce, distribution, and smart business sectors. Further, the retail industry employs 13.3% of employees in Palmerston North and this reflects the city's role as an important retail service centre in the Lower North Island. The region is well connected both nationally and internationally, particularly through its tertiary institutions and research centres. Palmerston North City has two Sister City relationships which include Missoula (Montana, USA) and Guiyang (PR China), and a friendship agreement with Kunshan (PR China). However while the international linkages of Massey University have over time given the city some international visibility, much more can be done collectively across the sector to grow export education within the region. Further, the benefits accruing from such activity apply not just to Regional Education Providers, but also business and the wider community. More should be done to inform business and other organisations of the value of international education to the region which hopefully will encourage greater participation and integration of a range of sectors. In spite of limited regional collaboration to date, Palmerston North and the Manawatu still host up to 3000 students per year. Direct and indirect spending from international students contributes an estimated $62m* to the Manawatu economy annually. However, overall international awareness of Palmerston North and Manawatu as a major education and research hub is still low. There is significant regional potential for growing international education export services. The introduction of a programme of funding and support by Education New Zealand for New Zealand s regions is an opportunity for Palmerston North and the Manawatu to: Substantially increase the economic value of export education in the region by 2020, and Build the social, political, cultural, and business advantages and dimensions which flow from increased regional international education activity. *Peter Crawford, Economic Policy Advisor, PNCC Page 7 of 36
3. Regional History, Purpose and Scope Since its inception in 1927 Massey University, as one of New Zealand s premier tertiary teaching and research institutions, has hosted international visitors, government funded and partner university exchange students and staff. It has always had an international outreach; such is the nature of an internationally respected university. However the government s amendment to the Education Act in 1990 allowed, for the first time, full fee paying students to be admitted into government owned institutions. Since this time, the regional tertiary sector has been active in the recruitment of international students, and over the last decade we have also seen the secondary school sector recognise the value of accepting international students and establishing international programmes. Schools have a history of accepting international Exchange Students. Accepting Full Fee Paying international students is a more recent activity that has developed since the government permitted such enrolments. International students enhance the environment within our institutions and income from students is an additional resource which assists the proper growth of our tertiary, school and PTE sectors. In addition, particularly at tertiary level, international students can make a valuable contribution to New Zealand s goals for research, innovation and trade, and play an important role in diversifying our labour force as both students and graduates. Historically there has been limited liaison between regional education providers. Individual organisations have largely developed their own recruitment networks mostly based around personal contacts. The establishment of the original NZEIL and Education New Zealand Trust organisations did much in the early years to coordinate a New Zealand Inc marketing effort. However the recent establishment of a Crown Agency (also called ENZ) has injected new life into what is now the 5 th largest export earning industry in New Zealand. The government s new international education growth agenda will be referred to later in the document. Working collaboratively to attract and recruit international students and foster international education within the region has many benefits both nationally and locally. At a national level we grow the pie and reduce the high risk associated with 60% of New Zealand s international enrolments being located within the Auckland region. At a regional level, education providers enjoy the benefits of economies of scale in areas like marketing and recruitment, pastoral care and staff training. Academic pathways for students can be clearly defined and students encouraged to continue their education locally. Innovative programmes can be driven across a number of providers and levels. Accommodation and other service providers, employers, tourism operators and the wider community also benefit economically from international students who choose Palmerston North and the Manawatu as their study destination. Education New Zealand has embarked on a programme to support regions that seek to work together in a cooperative and collaborative way. Regional collaboration in international education is an aspiration being promoted and fostered by Vision Manawatu, the regional economic development agency, in conjunction with an established Leadership Group comprising representatives from education providers, local body councils, local tourism promotion, and Vision itself who also support a number of other major industry hubs that include defence, food, and logistics. This International Education Strategy outlines the region s strategic international education direction and intent for the next five years (2016-2020). It is consistent with the current strategic approaches central government, local government, regional tertiary institutions, and schools have and are taking. Page 8 of 36
The strategy will take the region s international education profile to a new level with an emphasis on delivering the highest possible quality and excellence in programme and support services, and positioning the region as a preferred destination for international students seeking to study in New Zealand outside a main metropolitan centre e.g. Auckland. The scope of the strategy will include Palmerston North as a recognised major north island city and a member of the Core Cities Group for New Zealand, and the wider Manawatu district, including Feilding. It will embrace all aspects of international education and be inclusive of the region s expertise and reputation for high level research. The strategic focus will be led by the tertiary sector where Massey University in particular has international recognition. Leveraging off this recognition is an important regional competitive advantage. Massey is currently ranked number 346 in the world s estimated 17,000 universities and number 15 for Veterinary Science. 4. Statements of Support and Endorsement This strategy has the verbal and written support of the local Palmerston North City and Manawatu District Council Mayors, Regional EDA, regional education providers, and business and community stakeholders. 5. Strategic Vision Palmerston North has long been known nationally as a key New Zealand destination for quality education, training and high level research. Much of this recognition is due to Massey University which began as an agricultural training institution in 1927. For over 50 years, the university has also provided distance education for many thousands of students, many of whom have travelled to Palmerston North to attend on campus courses. Our region s international education and research recognition has also been linked to the university and our substantial private and Crown Research Centres. Schools too have contributed to the international landscape with many students transitioning to tertiary study in the region. Palmerston North is a centre which has claimed the title Student City in New Zealand. Although not the largest city by population in New Zealand, it is nonetheless a major New Zealand education and research destination. It is appropriate therefore that the region s strategic Vision is to aspire: To be internationally recognised as a preferred destination in New Zealand for International Education and Research. This vision is shared by all regional stakeholders and will be central to all regional communications and messages in pursuit of the regional mission. The message for prospective international students should be: Knowledge and cultural understanding is your pathway to being a Global citizen. Page 9 of 36
6. Mission International Education is an activity which has significant potential for regional growth and development. On shore and off shore partnerships provide an opportunity for mutual benefit. We must build on our established reputation and strengths and take advantage of the benefits and economies of scale arising from an integrated and coordinated regional approach to export education. Education providers, along with business and the wider community, will benefit from an approach which incorporates the best of what the region has to offer. Appropriately therefore, the strategic Mission will be: To grow the economic, political, social and cultural value of Export Education for Palmerston North City and the Manawatu region. This mission is shared by all regional stakeholders and will be central to all regional activity. 7. Values The guiding principles which underpin this document and which are essential to the success of this strategy include: Regional collaboration and connections, and working together to achieve the aims of the strategy are accepted and understood. Respect for and trust among regional stakeholders to act in a collegial and professional manner. Actions and engagement are always mindful of the best interests of international students and the community. Focus on providing the highest possible quality experience for international students across academic and community programmes, services and support. International student safety, security and care are paramount. Embracing internationalisation, cultural integration, and connecting with international students is fundamental. Adding value to international business activity. Building trust within global relationships/partnerships. 8. Situational Analysis 8.1 International Despite the Global Financial Crisis in 2008, international student mobility across the globe has continued to increase at a rapid rate. According to UNESCO, international mobility of students has more than doubled from two million in 2000 to over four million in 2012, representing 1.8% of all tertiary enrolments. World economic and political power is moving from west to east and there has been a doubling of global wealth, especially in the middle classes, over the last decade. As economies mature there will be greater demand for skills development in home countries and some countries are already investing heavily in their education systems and infrastructure. Some longstanding source international education markets are now positioning themselves as competitors and seeking to be regional hubs for the delivery of international education programmes (e.g. Singapore, Malaysia, China, Japan, Page 10 of 36
Taiwan and South Korea). Some traditional student markets may no longer be dominant (e.g. South Korea) and new markets will open up for both on and off shore education (e.g. South East Asia and Africa). Emerging markets such as Vietnam and Indonesia will be competitive environments for recruiting students. 8.2 Global Trends impacting demand for international education Increased demand for higher education off shore. China and India will continue as major tertiary source markets. Students are venturing off shore at a younger age. Migration and employment are still key drivers of student mobility but Lifelong learning is also an emerging trend. New developments in learning e.g. digital technologies, packaged tourism and travel, shorter courses, funding for study abroad schemes, use of apps for learning and cloudbased education, employment ready graduates, etc. The quality of the student experience is of increasing importance 8.3 Transnational Education (TNE) The growing world middle class will demand better quality in-country education and be less likely to travel for quality education offerings that may cost more. TNE can help host countries upgrade their education systems through international partnerships and off shore campuses or can add options to a regional education hub. TNE can also broaden and deepen faculty and research links and two way student mobility. Massey University will move ahead with its Massey University Worldwide initiative which will see the growth and development of online distance education qualifications off shore, pathway education courses and qualifications, educational consultancy, research and capability-building projects, and bespoke qualifications for organisations and cohorts of students. TNE is a significant opportunity for New Zealand export education providers and a high priority on the New Zealand Government export education agenda. 8.4 Competitor Activity and Analysis Australia, USA, UK and Canada continue to be our major international education competitors. In western countries particularly, institutions are aggressively seeking international enrolments and providing offshore consultancy services to offset a reduction in home government investment in education. At the same time, new competitors have emerged (Hong Kong, Singapore, and Malaysia who have a target of 250,000 students by 2025) which offer an education experience which is closer to home, cost effective, and familiar in terms of cultural and religious surroundings. Private education providers are also leading the way in innovation, new technologies and delivery methods, and market development. 8.5 New Zealand International education is the 5th largest export sector for New Zealand, contributing $2.60bn (2013), $2.76bn (2014), $2.85bn (2015) to the national economy. More than 110,000 international students are currently enrolled at New Zealand institutions and the industry supports more than 30,000 jobs. New Zealand s close proximity to Asia, quality educational programmes delivered in English at the school, undergraduate and postgraduate Page 11 of 36
levels, and complementary government policies designed to retain talent, including work-toresidency schemes and subsidised PhD tuition, have ensured that New Zealand continues to be a destination of choice for many prospective international students. 8.6 Drivers forcing Strategic Change in New Zealand Institutions: Need for New Zealand education providers to develop diversified funding sources. Over reliance on a small number of key markets. Declining traditional export education markets. Demand from international students for high quality infrastructure and services. Demand for an off shore experience from New Zealand domestic students. Pressure on New Zealand higher education to increase international rankings through quantity and quality of research. High New Zealand dollar. However recent levels are now beginning to favour export education. 8.7 New Zealand Government Growth Agenda and Priorities: Given its size and the importance of export education to New Zealand, the Government has set ambitious objectives and goals for international education. These are set out in its leadership statement (2011) for international education, the vision of which states: New Zealand s quality education services are highly sought after internationally, and expand our international social, cultural and economic engagement. Goals Objectives 1. New Zealand s education services delivered in New Zealand are highly sought after by international students. New Zealand will, over the next 15 years, double the annual economic value of these services to $5 billion, through increasing international enrolments in our tertiary institutions, private providers, and schools. 2. New Zealand s education services in other countries are highly sought after by students, education providers, businesses and governments overseas. New Zealand will, over the next 15 years: Develop and sustain mutually beneficial education relationships with key partner countries as a leading part of New Zealand Inc strategies in Asia, the Pacific, the Middle East, Europe and the Americas. Increase annual revenues from providing education services offshore to at least $0.5 billion. Increase the number of international students enrolled in providers offshore, from 3,000 to 10,000. Page 12 of 36
3. New Zealand makes the best possible use of its international education expertise to build skills in our workforce, to grow research capability and to foster wider economic connections between New Zealand and overseas firms. New Zealand will, over the next 15 years: Double the number of international postgraduate students from 10,000 to 20,000 annually. Increase the transition rate from study to residence for international students with bachelors level qualifications and above. Increase New Zealanders skills and knowledge to operate effectively across cultures. 8.8 Regional International Student Enrolment Summary Statistics 2014 The Government has set a target of doubling the economic value of international education to $5 billion over the next 15 years. As part of this drive, Palmerston North and the Manawatu aim to increase international student numbers by 28 per cent by 2020. International Education Providers Headcount Full Year Formal Programme Headcount Short Courses Headcount Total Tertiary : Massey 1754 126 1880 UCOL 253 1 254 IPC 515 515 Schools: (Primary and Secondary) 175 70* 245 PTE: (ETC) 143 143 Regional Total 2697 340 3037 EFTS Full Year Formal Programme EFTS Short Courses EFTS Total Tertiary : Massey 1399 38 1437 UCOL 128 1 129 IPC 398 398 Schools: (Primary and Secondary) 175 9* 184 PTE: (ETC) 40 40 Regional Total 2100 88 2188 *Estimated data Page 13 of 36
8.9 SWOT ANALYSIS REGIONAL INTERNATIONAL EDUCATION STRENGTHS Diverse range of tertiary and school organisations (Co-educational/ single sex, religious/non-religious affiliation, specialisations, locations, ownership private/public) Full regional guaranteed academic pathway offerings (primary through to tertiary) subject to meeting programme admission requirements. Excellent quality teaching and research institutions (e.g. Massey University Veterinary School ranked 15 th in the world) Central North Island New Zealand location provides easy access to New Zealand adventure tourism and recreation choices. Excellent example of a unique regional New Zealand student experience. Substantially lower cost of living (especially accommodation and travel) in comparison to larger New Zealand cities and regions. Safe study and living environment Palmerston North is an accredited Safe City (2014) by the WHO has developed a model for action for safe cities. Free tertiary student and staff transport service (24/7). High speed Regional broadband connectivity. High level support across regional Education sector, Local bodies, Agencies, business and the wider community to advance Palmerston North and the Manawatu as a destination of choice for international students. World class reputation and networks of Massey University. Wide range of unique learning experiences/programmes on offer Open access to opportunities for research/links to CRIs, etc. An innovative and creative study and research environment. Student City Relatively young, active, dynamic population and city environment. WEAKNESSES Limited packaging of Education Plus offerings. Limited offerings of regional Short Courses. Lack of coordinated regional promotion to differentiate and demonstrate the full breadth of region s academic offering. Lack of international airport requires additional travel costs to the region. Accommodation limitations - availability, type and quality. Limited coordination to foster collaboration amongst regional providers to promote the region. No clear regional strategy for students to pathway academically. Limited / inconsistent use of Alumni in marketing region and need for student ambassador programme Lack of coordination around internship and career opportunities for students within the region - the need to promote the region and its vibrant student city lifestyle. Page 14 of 36
SWOT ANALYSIS REGIONAL INTERNATIONAL EDUCATION CONTINUED OPPORTUNITIES Creation of regional partnership document (MoU) to foster regional partnership activities and commitment to Regional International Education Strategy. Create a portfolio of Short and Education Plus courses. Market region as a coordinated partnership with visible academic pathways and lifestyle opportunities. Encourage regional accommodation investment to meet international student market needs. Leverage ENZ/ Government links and support to maximise regional opportunities (e.g. ENZ Regional Partnership Programme). Leverage Massey University and local research institution connections (e.g. Food HQ). Leverage existing UCOL and IPU international connections. Create robust internship programmes/links to businesses. Improve the communities awareness of the value of international education to the region. Increase engagement with local and national media organisations. Promote the region s defining education and research expertise, and its specific lifestyle and other advantages (e.g. affordability, safety, central location, multicultural tolerant city, etc.). Further develop the vibrant student city focussed environment. Promote PN and the Manawatu as a destination which offers an alternative student experience to Auckland Build on Mayoral and local body support to foster regional international education. THREATS Well-resourced/organised competitor regions across New Zealand. Trends towards online and in-market delivery may limit on campus enrolments in the region. Community negativity to substantially increased international student numbers within the region. External factors (foreign exchange, media coverage) influencing negative perceptions. Page 15 of 36
9. Key Stakeholders 9.1 Key Regional International Education Providers Massey University, Universal College of Learning, IPU New Zealand, Schools, and Private Training Establishments 9.2 Local Government and Council Co-funded Organisations/Roles Palmerston North City Council, Manawatu District Council, Vision Manawatu, Destination Manawatu, and Student City Coordinator 9.3 Regional Business and Community Organisations Manawatu Chamber of Commerce, Regional Business Associations, Employers, Manawatu Multicultural Council (MMC), Approved Accommodation Providers (student housing villages, homestays) and Tertiary Student Associations Page 16 of 36
10. BIG GOALS The following five Big Goals underpin the International Regional Strategy. 10.1 BIG GOAL ONE: Developing Regional Collaboration and Cooperation Key Areas/Themes Strategic Objectives Strategic Actions Collaboration (Internal) Working together as a region across sectors and within sectors Collaboration (External) Partnerships/Relationships The International Education Leadership Group (IELG) will lead internal regional collaboration to maximize efficiencies and benefits for education providers, their students, and other key regional business and community stakeholders. The International Education Leadership Group (IELG) will develop, promote and foster external partnerships and relationships both in New Zealand and overseas so that mutually beneficial outcomes for Education Providers, their students, and other key regional stakeholders will result. The International Education Leadership Group (IELG) will lead regional collaboration by: Building a culture of support, collaboration, cooperation, and respect within the region amongst key education providers and stakeholders. Sign off and Implementation of a Regional MoU signifying institutional commitment to a collective effort and agreed behaviour. Regular regional communications, engagement and meetings of the International Education Leadership Group (IELG). Working with local authorities (PNCC and MDC), businesses, organisations and community groups to grow international student numbers across the region. A focus will be given to Tertiary, Secondary and preparatory programmes and their pathways. Coordinating with regional research organisations/groups (especially within education provider institutions) around regional initiatives (e.g. Food HQ). External Partnerships/Relationships will be advanced and maintained through: Close association with the regional Economic Development Agency (Vision Manawatu). Working with Destination Manawatu to raise the international profile and awareness of International Education and Research in Palmerston North and wider region. Page 17 of 36
Establishing and maintaining a strong relationship with regional and national media so that the community is informed about the contribution international education makes to national and regional goals. Maintaining close links and growing export education initiatives with Education New Zealand, Palmerston North City Council (including Student City and UniverCity initiatives), Manawatu District Council, Crown Research Institutes, Business (Chamber of Commerce) and the community (Manawatu Multicultural Council, Accommodation provider organisations etc.). Working with Palmerston North City Council to ensure the outcomes expected in existing and future Sister City relationships are achieved. Working with local businesses and organisations for the placement of international student interns and volunteers. Establishing and maintaining functional relationships with key Education Agents based in Palmerston North and elsewhere in New Zealand. Establishing and maintaining functional relationships with key Education Agents located overseas, particularly those based in agreed priority markets. Collaboration - International Student Marketing, Recruitment and Admission on shore and off shore The International Education Leadership Group (IELG) will develop and implement a strategic, integrated and collaborative plan for international student marketing, recruitment, and admission which will greatly strengthen the region s attraction to international students, parents, sponsors, prospective institutional staff, and international researchers. The development of a strategic, integrated and collaborative plan will include: Substantially increasing the profile and awareness of Palmerston North City and the Manawatu region as a high quality international student study and research destination. Developing a highly visible regional brand, and slogan. Knowledge and cultural understanding is your pathway to being a Global citizen. Working with regional Education Providers and Destination Manawatu to produce appropriate collateral (print) and digital (Web/ video) resources. Page 18 of 36
Telling the Region s Story by identifying, developing and promoting the region s advantages, unique selling proposition (USP) and core message(s): The ultimate student city/region - Central New Zealand location, affordable tuition and living costs, in excess of 100 regional nationalities within a multicultural tolerant city, safe and friendly environment, an internationally respected and recognised world class university along with an excellent national reputation of regional education providers who offer a complete range of pathway institutions and academic programmes, transparent and timely institution admission processes. Reviewing member education market activities and developing a focus list of priority markets for regional collaboration. Developing professional regional marketing and promotional collateral material in association with Destination Manawatu and regional education providers. Planning and leading joint regional collaborative delegations (Celebrity or Mayoral led), or market-specific sub-groups to identified priority markets. Working with regional brand ambassadors in selected markets e.g. Jacob Oram (Manawatu and International cricketer) in India. Facilitating communications and inward visits by targeted International Education Agents. Page 19 of 36
10.2 BIG GOAL TWO: Developing Regional Capability Key Areas/Themes Strategic Objectives Strategic Actions Achieving increased regional Institutional Capability The International Education Development Manager within Vision Manawatu will have appropriate expertise and competence, and will provide strategic leadership in developing the capability of member institutions, their export education staff, and the community. The International Education Development Manager within Vision Manawatu will grow regional capability by: Facilitating and leading professional development opportunities for international education stakeholders within the region. Developing a set of expected standards of behaviour and service for engaging with international students and parents/sponsors etc. Developing an induction programme for new institutions (and their staff) joining The International Education Regional Partnership (IERP) and provide an appropriate level of support, guidance or mentoring as required. Reviewing international markets by sector (English Language, Primary, Secondary, and Tertiary) and prioritising the collaborative IELG market focus. Ensuring that the region s brand is consistently applied externally by institutions and within the community, and that the core messages and region s unique selling proposition (USP) are clearly understood. Investigating and being aware of local international education industry capacity and capability for purposes of reporting and informing accurate and timely decision making. Acting as the central point for regional communications with stakeholders and national agencies (e.g. ENZ), ensuring that such communications are efficient and relevant. Being the regional source of market intelligence and research, ensuring all stakeholders have access to timely information, including country briefs, trends, exhibitions, government (ENZ), announcements and opportunities, etc. Page 20 of 36
Identifying industry barriers to regional international student growth and retention and be the region s Advocate as and when necessary. Encouraging institutional providers and organisations to take a professional and business-like approach to international education engagement and promoting regional education pathways. Understanding, profiling and promoting the region s capability in offering and delivering international education products/programmes (Transnational and Distance Education) and services (Consultancy) overseas. Supporting Massey University Worldwide (MWW) endeavours. Identifying, promoting and supporting the region s research expertise and capability (e.g. Food HQ). Page 21 of 36
10.3 BIG GOAL THREE: Building Regional Capacity Key Areas/Themes Strategic Objectives Strategic Actions Building Regional and Institutional Capacity The International Education Development Manager within Vision Manawatu will assist and support education providers to grow institutional capacity to accommodate a projected increase in international student enrolments through increased regional collaboration. This will require individual Provider Institutions to re-think their international business agenda, and their ability to resource and support international business expansion and development. Building capacity requires investment and commitment from both institutions and the region. The International Education Development Manager within Vision Manawatu will build regional and institutional capacity by: Engaging, and assisting regional providers to grow and develop their international business activities, organisation, services, and programme offerings. Significantly raising the profile of Palmerston North and the Manawatu as a high quality provincial international education study destination for students, parents, sponsors, Education Agents. Determining international student growth targets and the projected value of export education in the Manawatu for the primary, secondary, tertiary, and English Language sectors, and measure progress. Supporting and facilitating the development of existing and new guaranteed regional academic pathways and linkages between providers and with business (jobs/internships). Actively promoting the region as a study destination which offers a full range of high quality programmes at all levels across the academic spectrum (English Language to PhD). Assisting education providers to be aware of new market information and trends so that institutions can provide programmes which are both relevant and appropriate to international student needs. Working to increase the retention rate of international students already studying in the region. Marketing the value of International Students to the wider regional community and to institutions not already involved with international education. Page 22 of 36
10.4 BIG GOAL FOUR: Regional Innovation and Creativity Key Areas/Themes Strategic Objectives Strategic Actions Meeting international student needs through regional innovation, creativity and development The International Education Leadership Group (IELG) will foster and encourage a climate for innovative and creative approaches to regional international education programmes and services, delivery, and support. The International Education Leadership Group (IELG) will lead regional innovation and creativity by: Understanding future global trends, market dynamics, and student needs and expectations in terms of programme offerings and services. Encouraging the provision of innovative regional products and services. Encouraging the use of innovative and new technologies in international education programme delivery. Providing easy access to information and student friendly admission and enrolment systems and processes. Developing regional international education administration systems. E.g. regional statistical data. Seeking new ways for providers to work together in new partnerships. Exploring new ways for community engagement. Establishing a regional presence on social media. Investigating ways to make the regional international education industry coordination sustainable over time. Promote the need for a close link between provider programmes, guaranteed pathways, and graduate employment. Leveraging existing regional innovative, creative and cutting edge approaches which already exists amongst providers and research institutes working collaboratively. E.g. Food HQ. Connect and work with neighbouring regions to achieve even greater economies of scale and benefits. E.g. Whanganui, Hawkes Bay, Horowhenua, Rangitikei, Taranaki, Wairarapa. Foster cross sector existing and new partners to create, develop, and implement innovative bespoke programmes which incorporate the strengths of the region. Page 23 of 36
10.5 BIG GOAL FIVE: Maximising the Quality of the Student Experience Key Areas/Themes Strategic Objectives Strategic Actions Maximising the Quality of the Student Education and Living Experience The International Education Development Manager within Vision Manawatu will assist Education Providers and the wider community to ensure that international students receive the highest possible level of educational training, pastoral care and support during their period of study. As a result of their positive study experience students will leave the Manawatu as ambassadors endorsing and promoting Palmerston North and the Manawatu s educational and lifestyle opportunities. The International Education Development Manager within Vision Manawatu will enhance the holistic quality of the regional student experience through: Understanding the key requirements and regulations contained within the Code of Practice for the Pastoral Care of International Students. Identifying common regional issues and challenges related to the quality of international student education and living experience, (e.g. private accommodation homestay shortages, transport infrastructure) and act as a solutions facilitator when and where appropriate. Promoting recognition of the benefits of multiculturalism within the region so that regional education providers, service organisations and the community foster a regional culture which supports and cares for our international students. Development of a set of shared principles and regional code of behaviour for inclusion in the IEGG MoU which provides international students with quality assurance around the educational and living experience they will receive in Palmerston North and the Manawatu region. Identifying regional Pastoral Care and support training needs and facilitate best practice through professional development seminars and workshops as required. Identifying social, recreational and other opportunities for growing and enhancing the student experience at a regional level e.g. working with regional agencies in regard to shared trips and activities. Page 24 of 36
Facilitating a regional orientation programme inclusive of an International Student Welcome attended by the Mayor and participation in the Festival of Cultures. Raising community awareness about international students through local media and Destination Manawatu by highlighting case studies and good news stories about international students Facilitate initiatives that support international student Graduate employment and career opportunities (e.g. Internships). Promote post-study visa opportunities to graduating regional international students and regional employers. Page 25 of 36
11. What will success by 2020 look like? The region will have an effective, coordinated, cohesive, and connected international education sector. The value of the economic contribution of international education to the region will be increased by $18m through a 28% increase in international student enrolments. There will be growth in long term international relationships and partnerships that leverage and contribute positively to the region s political and economic well-being. The region s social and cultural environment will be enriched by increased diversity. 12. Governance and Management 12.1 Regional Structure (proposed) PNCC and MDC ENZ EDUCATION SECTOR Destination Manawatu (1) Vision Manawatu (EDA) (1) International Education Development Manager (3) International Education Leadership Group (2) Regional Community Employment Reporting Funding Engagement Regional Business (1) A council controlled organisation Central Economic Development Agency (CEDA) will be set up in 2016 to take over the economic development and tourism services of DM and VM. (2) Annual Business Plans to be developed. (3) New regional position located within EDA. Page 26 of 36
12.2 Engagement Model: International Education Development Manager Role ENZ Vision Manawatu International Education Leadership Group Regional Business Regional Community INTERNATIONAL EDUCATION DEVELOPMENT MANAGER International Education Sector Regional Marketing Reference Group Regional Pastoral Care Reference Group Special Activity Reference Group Reporting Engagement 13. Sustainable Long-term Membership Once the draft Regional International Education Strategic Plan is agreed and adopted by the International Education Leadership Group (IELG), a Memorandum of Understanding (refer to Appendix 1) will be progressed and offered to key regional providers and stakeholders which will seek to formalise regional collaboration and commitment. The non-binding International Education Regional Partnership document allows for the withdrawal of an existing partner and the addition of new partners. The roles of the IELG and regional partner members are specified along with the purpose of the MoU. Page 27 of 36
14. Financials The region has designed a proposed funding model that is self-sustaining over the long term (5 years). ENZ funding reduces over the 5 year period and is intended to initiate regional activity and development in international education. Long term Sources of funding include: Local Council(s) / EDA funding, Partner membership sector levy, Partner membership subscription based on EFTS, User pay activity charges, sponsors. 14.1 Income Sources SOURCES 2015-16 ($,000) 2016-17 ($,000) 2017-18 ($,000) 2018-19 ($,000) 2019-20 ($,000) Total ($,000) Grant from ENZ 100 100 100 50 50 400 Contribution from VM/DM (PNCC/MDC) Total Institutional Flat Fee Levy Member EFTS Levy per Student Sponsorship (National/Regional) 70 60 50 50 50 280 18 18 20 20 20 96 4 4 11 22 23 63 0 5 10 15 20 50 Total income ($,000) $192 $187 $191 $157 $163 $889 % contribution from ENZ 52.08% 53.47% 52.35% 31.84% 30.30% Page 28 of 36
14.2 Student Enrolment Projections Student Projections 2016 2017 2018 2019 2020 Year 1 Year 2 Year 3 Year 4 Year 5 5 year % increase Student EFTS Tertiary (Note 1) Student EFTS Non-Tertiary (Note 2) 2,100 2,205 2,315 2,431 2,552 21.52% 225 248 272 300 330 46.67% Total EFTS Count 2,325 2,453 2,587 2,731 2,882 23.96% Member EFTS Levy per Student (Note 3) $4,650 $4,906 $11,641 $21,848 $23,056 Institutional Provider Membership Flat Fee Levy $ $ $ $ $ Tertiary Institutes 10,000 10,000 10,000 10,000 10,000 Schools, PTE s (Note 4) 8,000 8,000 10,000 10,000 10,000 Total Institutional Flat Fee Levy $18,000 $18,000 $20,000 $20,000 $20,000 Notes 1. 5% cumulative annual increase for Tertiary. 2. 10% cumulative annual increase for Non-Tertiary. 3. Assumes $2.00 levy per student in Years 1 and 2, $4.50 levy per student for Year 3, and $8.00 levy per student for Years 4 and 5. 4. Assumes 8 institutional members in Year 1 and 2, and 10 institutional members in Years 3 to 5. Page 29 of 36
14.3 Expenditure Projections Expenditure Comments Year 1 ($,000) Year 2 ($,000) Year 3 ($,000) Year 4 ($,000) Year 5 ($,000) Total ($,000) Facilitation costs Strategy Manager, External services, audit and IELG costs Communications, Facilities, Office Costs, Meeting expenses, Local travel Overseas and domestic Travel and Expenses Brand development, marketing and information materials, website development, stats database, etc. Includes 12 days consultancy support to establishment in Year 1, 8 days in Year 2 Telephone, printing, office overheads, meeting expenses room hire, travel km s etc. To support members, networks and contacts, and ENZ regional activities Brochures, shared website, etc. development and professional services support. 112 108 107 107 107 541 14 14 14 14 14 70 15 20 30 30 30 125 50 35 35 30 30 180 Total Expenditure ($,000) $191 $177 $186 $181 $181 $916 Total Income (from 14.1) $192 $187 $191 $157 $163 $889 Projected Annual Variance $1 $10 $5 -$24 -$18 -$27 Page 30 of 36
15. Strategy Implementation and Evaluation Funding has been granted to the region, through the Regional Economic Development Agency (Vision Manawatu), from Education New Zealand to implement the strategy under its Regional Partnership Programme (RPP). Other New Zealand regions (including Rotorua, Hawkes Bay, Tauranga, Southland, Dunedin and more) have already been successful in receiving support from ENZ who aim to foster international education across the country. This national objective helps to mitigate the current risk of 60% of international students being located within one region in New Zealand (Auckland). RPP funding will essentially be used to fund priority development initiatives and a Development Management position within Vision Manawatu. An early major task of the appointee (International Education Development Manager) will be to develop long term (3 year) and annual Business Plans (including KPIs) based on the agreed International Education Strategy and in consultation with major regional education and research providers and relevant key stakeholders. Such plans will be informed by current ENZ research and information (Industry Roadmaps), and regional stakeholder plans and priority objectives. Evaluation of strategic outcomes and progress towards goal achievement will be on an annual and on-going basis, with a major review at the completion of the third year when ENZ funding is likely to diminish, and again at the end of year five (2020). Page 31 of 36
15.1 Key Performance Indicators Key Performance Indicators (High Level) 2015-16 2016-17 2017-18 2018-19 2019-20 Number of international students (EFTS) studying in the Region (Formal Courses) Number of international students (by enrolment) studying in the region (Short Courses) Student satisfaction survey % Conversion rate (as a percentage) between providers (Pathways) Number of offshore markets sending EFTS to the Region Tertiary >50 Secondary/PTE >10 International student graduate employment rates (Regional/New Zealand) Regional Activity calendar is published and distributed Number of engaged businesses Number of engaged community organisations Number of engaged education providers International Alumni network engagements Number of Regional Alumni Page 32 of 36
15.2 Regional Pre Strategy Priorities and Activities 2015 Major regional activities already undertaken in 2015 (these activities were led, actioned and resourced by Vision Manawatu, Massey University, Destination Manawatu and Palmerston North City Council): Development of regional strategic International Education Plan 2016-2020. Extensive regional engagement and consultation with education sector, business and community stakeholders. Development of draft International Education Regional Partnership MOU. Study Here Guide developed and distributed (two editions). Mayoral/Regional delegation visit to China. Participation in ENZ RPP Workshops (April/October). PNCC budget provision for new position of International Relations Manager based at PNCC. Submission of ENZ Application for funding under the RPP. 15.3 Regional Strategy Priorities and Activities 2016 Strategy Implementation and Start-up Phase 2016: Appointment of International Education Development Manager Development of Business Plans for Years 1-5 Regional Strategy Launch Further Regional Stakeholder Engagement for MOU sign up Formal Establishment of Regional Leadership, Advisory and Reference Groups Statistical Collection and Database Development Development of Specific Regional Education Collateral and Website Central Region (New Zealand) Collaboration activities (HB, Whanganui, Taranaki) Familiarisation Visits Offshore Regional Mission Contribute to StudyinNewZealand.com portal Commitment to participating in ENZ Regional Skills Pathway Scholarships programme Participation in ENZ Regional Reference Group Page 33 of 36
16. Regional Communications The International Education Development Manager within Vision Manawatu will be responsible for establishing a media policy and communications plan for the region so that the International Education sector can speak with one voice and demonstrate a collective endeavour towards international education. The development of a clear and strong off shore international profile for Palmerston North/ Manawatu and its international education stakeholders is an urgent objective of the media policy and communications plan. It is also essential that the profile of international education within the region is significantly increased so that the regional community is aware of the political, economic, social and cultural value and importance of international education to Palmerston North and the Manawatu. In implementing and driving the strategy forward, the International Education Development Manager will be responsible for establishing and managing a formal communications network for Education Providers and other key Stakeholders and organisations within the region. 17. Conclusion This strategy was commissioned by Vision Manawatu, the regional Economic Development Agency. Vision Manawatu acknowledges the significant assistance of Bruce Graham, International Project Development Manager, Massey University in conducting discussions with a wide range of stakeholders and in researching and writing the strategy document. The strategy has the endorsement of the International Education Leadership Group (IELG), made up of senior officers from regional education providers, local senior regional council officers and agency staff. The aim of the document is to formalise a regional collaborative approach to international education that will advance economic, political, cultural and social benefits to the community, business, and regional education providers. The strategy also provides a basis for seeking funding from Education New Zealand, local and regional authorities, business, and education providers participating in the International Education Regional Partnership. Page 34 of 36
Page 35 of 36
For more information, contact: International Education Development Manager Judy Bennett-Smith Phone: 06 350 1830 Email: judy@visionmanawatu.org.nz Website: visionmanawatu.org.nz Level 3, 26 Broadway Ave, PO Box 12025, Palmerton North, New Zealand