What is an Institutional Plan of Internationalization (IPI)

The IPI serves to direct the Higher Education Institution (HEI), making it clear to the entire academic community its intentions with the internationalization process and the path chosen by the institution for this purpose. It defines internationalization goals in line with the Institutional Strategic Plan. In Brazil, there are still few institutions with an IPI. According to Capes, in 2017, less than 40% of HEIs claimed to have a plan.

In order to facilitate the understanding of this essential tool, we synthesize below, based on a text from the book Educação Superior – reflexões e práticas do Brasil e da Austrália (“Higher Education – reflections and practices from Brazil and Australia”) (remeter via link direto ao texto fonte da Carla Cassol), the method for developing the IPI. It is important to stress that the plan should be the basis of a continuous cycle of improving the internationalization process, fueled by constant monitoring of its execution and the results achieved.

Synthesis of the method for developing the IPI

Step 1 – Internal analysis of the institution

The goal is to deeply understand the current stage of the HEI’s internationalization process, identifying differentials, competitive advantages, as well as its current positioning and weaknesses. Through internal diagnosis based on information gathering about internationalization activities conducted, the institution’s key competencies are also identified.

The motivations for internationalization vary, and it is therefore fundamental to preserve institutional particularities, considering the institution’s context, history, and its specific needs. It is from this unique place that the best paths to be pursued by each institution will be defined, establishing strategic objectives and guiding adopted strategies. It is necessary to observe the convergence between internationalization and institutional goals, as well as their motivations to act on the topic, in addition to products and services offered by the HEI with greater international vocation. They will generate the portfolio of international opportunities to be explored and clarify the intervening factors in the particular internationalization process of the HEI.

Step 2 – External environment analysis

Collects and understands primary and secondary data regarding the feasibility/potential of the goals intended by the HEI. Information can come from specialized market research or entities involved in the international market, such as embassies, international education associations, and chambers of commerce.

It is the moment to analyze the economic, political, and legal environment, checking potential barriers to the development of the institutional strategy, analyzing competition and impacts of each external aspect on institutional goals and strategies, as well as identifying possible and potential partners.

Step 3 – Management model analysis

It is the moment to establish the business model, considering the need for adaptation, changes, and flexibility of the HEI regarding the organizational arrangement necessary for the implementation of the IPI, in the specific context of the institution. The business model must be individual, exclusive, and unique and respect the unique characteristics of each HEI, and resulting particularities that need to be reflected in the IPI.

Step 4 – Planning

Time to clarify the initial proposals and goals, translating their intentionality into strategic and operational action plans with ramifications in various aspects of the university community. Actions are defined with their respective priorities, deadlines, responsible parties, and available resources.

Step 5 – Monitoring and evaluation

In this stage, the evaluation model of the process is structured, based on monitoring the execution of the IPI. Goals and indicators are established, projecting developments of the initial strategy. The application of indicators requires maintaining consistent information about the institution’s international cooperation activities.

By adopting a certain indicator over another, the institutional structure is obliged to carry out compilation and data processing work for internationalization, as well as to establish a standardized method of collecting the base that will be used for consultation, analysis, and management of the continuous internationalization process.

This is one of the major challenges for the institution because it is necessary to go beyond easily achievable key figures or those resulting from the process in this effort, such as the number of scholarships or partnership agreements signed. It is necessary to treat indicators and create others that deepen and qualify the information collected in the process, considering institutional goals and the need to maintain comparable historical series, as well as the importance of comparison parameters between HEIs and countries.

It is with the management and continuous evaluation of the internationalization process, which fundamentally depends on the effort made by the institution in step 5, that the IPI becomes a living and solid instrument for decision-making, investment, and permanent course correction of a successful internationalization process, with tangible benefits for the institution and the community in which it operates.

 

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