The 100 Resilient Cities programme resembled a large-scale urban experiment, with the strategies that many of the cities produced offering a rich source of information for analysis. Over 80 final strategies have been published; although cities from North America are overrepresented, there is broad geographic coverage.
As the previous iteration of the programme has ended, academic analyses of the strategies have continued to grow. For example, Taylor et al. (2020) use latent content analysis to assess how the resilience strategies of 14 cities in Europe, North America and Oceania conceptualise future uncertainty. Fitzgibbons and Mitchell (2019) examine the extent to which 31 resilience strategies focus on social equity and justice using content analysis; their sample included cities from the Global South and North.
The report sits alongside, but has a different focus to, other snapshot surveys of UK higher education: PA’s annual look at the views of vice chancellors on funding and policy, and Wonkhe’s survey of university staff working in policy.
I provided the analysis and wrote the report. Read my blog on 10 key findings here, coverage in Times Higher Educationhere, and the full report (PDF) here.
Giorgio Marinoni and Hans de Wit ask in a recent edition of International Higher Education whether ‘the internationalisation of higher education has become a strategic process at higher education institutions (HEIs) around the world’.
They correctly note that having a strategy does not mean having a strategic approach. Drawing on a survey of 907 universities from 126 countries, they conclude that ‘the presence of an institution-wide policy/strategy for internationalisation, as well as the presence of a dedicated office or team to oversee its implementation, are becoming the norm at HEIs around the world’. Both the presence of a strategy and of dedicated teams have grown significantly over the past 15 years, according to previous survey data.
However, the development of monitoring frameworks has ‘stagnated’, and the authors find a risk of a gulf opening up between those institutions who choose to (and can afford to be) strategic about internationalisation, and those who are less engaged.
Writing an effective strategy for local engagement is difficult.
Read through the following statements, taken from a UK university’s strategic plan, and see if anything looks familiar:
As a vibrant knowledge hub, we have an important role to play both locally and globally. The university is a large employer and economic contributor in the region.
We aim to build a clear and distinctive reputation for excellence through strategic engagement and communication with our regional, national and international communities.
We will help the region address its challenges and opportunities while incorporating its many possibilities in education and research.
Could this be from your university’s strategic plan or external engagement strategy? I actually lied at the start: these statements aren’t from a single university. They’re a jumbled mix of statements from five universities from across the UK nations, and from various mission groups. But if they look familiar this could be a problem.
A Barnum effect?
Speaking at recent events, I’ve asked the audience – mostly of higher education professionals – whether these statements about engagement could be from their strategic plan. Nearly everyone raises their hand.
This reminds me, perhaps a little uncharitably, of the Barnum effect. Emerging from a series of psychological experiments in the 1940s, the effect involves showing participants – for example, a class of students – an individual personality statement based on a handwriting sample or a piece of written work. Statements include:
You have a great need for other people to like and admire you.
You have a tendency to be critical of yourself.
You have a great deal of unused capacity which you have not turned to your advantage.
Because the assessment statements are so vague, people interpret their own meaning, and the statements become personal to them. Nearly all participants believed their assessment to be uncannily accurate.
There is a growing expectation for universities to be regionally engaged, and this follows from a recognition of the role universities can play in their area and with local communities. The interest and enthusiasm around the Civic University Commission is evidence of this.
This local role isn’t new. Many universities have had engagement as a core part of their mission since their founding. But in recent years government has focused on the role of cities and regions in devolved policymaking, as well as the institutions, such as universities, that can help steer this.
As regional plans – from City Deals to Local Industrial Strategies – shape the policy environment university planners need to factor the issue of place more highly. Often, however, the result is strangely place-neutral: a series of engagement strategies and university planning documents that are largely indistinguishable from one another.
Place, positioning and partnerships
There are positives to be drawn from my (admittedly unscientific) scan of university engagement strategies. Many recognise how the local and international activities of universities reinforce each other. Universities are bridges for their towns, cities and regions to reach the world, and this offer to connect the local and the global is made loud and clear.
In my work for the British Council on universities and cities working together on internationalisation, I found that effective planning was built on a deep understanding of place, positioning and partnerships. It is long-term, deliberate and part of a wider vision of the future of the local area. Universities often have a clear sense of their positioning, but articulating this in the context of place and partnerships can be tricky.
University strategies are not the place to detail individual activities and actions. But a greater degree of specificity is often needed, and this is likely to mean dropping some of the broad statements to focus on a few areas of institutional strength, perhaps joining up with other local universities.
Rooting strategies in place, positioning and partnerships is a good start. The Civic University Commission’s progress report notes that measuring civic engagement is not widespread (but does highlight Cardiff University’s use of quantitative and qualitative analysis). Further work on this is also important.
So too is taking a longer-term perspective. Many universities proudly promote their anchor presence in their area, but their plans are often on five or ten-year cycles. The city of Amsterdam has a 200-year strategy. Although this is prompted by climate change (as an official said, “we don’t want to just let the water flow and all have to move to Germany”), thinking about what a university strategy spanning one or two centuries may look like is perhaps a useful exercise.
A test when looking at your university engagement strategy: if you remove your institution’s name, and mix it up in a pot with other anonymised strategies, is it clear which strategy is yours?