INTO University Partnerships – Frequently Asked Questions

We have grouped the Q&A's under 5 main headings below. Please click on the headings to go to the relevant section:

Internationalisation
The privatisation myth
Staff pay and conditions
Academic standards
For students

Internationalisation

• Why is internationalisation so important for universities today?
  Internationalisation is no longer an option for many institutions but an economic necessity, underpinning strategic plans and protecting financial stability. More than 30 UK universities and many around the world have formed partnerships with private sector organisations to establish pathway education facilities in this fast-growing trend. In addition to the growing number of students who want to study at an overseas university for the duration of their programme, student mobility will become a key driver in the growth of the international market, with students increasingly choosing multiple locations for their studies. These market developments have increased competition for market share between universities in the UK, USA, Australia and countries of origin. University brands must be built overseas and a focus on delivering a world class student experience will make the difference between success and failure in international markets.
  
  
• Why is a partnership arrangement beneficial for a university?
  Universities are changing the way they recruit international students. They are increasingly turning to operations such as INTO with the aim of securing their share of the market through consortia with extensive marketing reach. By the end of 2008 almost 50 per cent of all UK universities have a relationship with INTO or with another similar organisation.
  


• Why can’t the university continue with its present recruitment strategy?
  Some do and will continue to do so successfully, others recognise that they do not possess sufficient physical, human and financial assets. The traditional patterns of recruitment of students, with individual universities relying on the British Council and exhibitions, for example, have become outdated. With higher education recruitment worldwide dominated by education agents, it is necessary to have sufficient market presence and reach to ensure the market is properly serviced all year round.
  


• Why can't the university do this itself?
  Universities have several competing priority areas for capital investment but will often have limited or diminishing funds available. INTO provides the best of both worlds, delivering, with the university, core provision and providing assets at no net cost to the institution, once the Centre has reached maturity. 
  


• Why is an INTO partnership better than a deal with Kaplan, IBT, Study Group or any of the competitor organisations?
  All other offerings are outsourced, with the business focus of the contracted company being their own success. The INTO model is not focused on third party profit but a greater vision for the success of UK higher education, especially in international markets. The INTO investment returns are long term and vested in the property development as well as in shared operational profit.
  
  
• What does partnership mean?
  Partnership means 50:50 sharing of business responsibilities and profits from the provision of international pathway education. Each partnership is governed by a board with equal representation from INTO and the University.


• INTO has a network of 23 offices supporting over 400 agents in key countries around the world, but none work exclusively for INTO. Why would they recommend INTO, and in particular a specific partner university, over the many other options?
  INTO has 400 agents representing INTO universities in key countries around the world, managed by 40 INTO staff operating from 23 offices in 15 countries. INTO develops long lasting relationships of trust with its agents and offers them full knowledge of the proposition to students through familiarisation trips to the partner institutions, literature and marketing support, and efficient back up. INTO also offers excellent specialist service in terms of application, visa support, personal care from enquiry to progression and beyond. Many other specialist organisations and universities do not or cannot support their agents to this extent, nor do they have the resource to manage so many points of contact with students.
  
  INTO agents are not briefed to recommend any one INTO university above another and enable their student enquirers to choose the most appropriate destination institution for their particular needs.
  
  
• How are universities selected for INTO membership?
  Generally universities will be towards the top of the league table, geographically well spread and with a complimentary range of specialist programmes.
  
  
• What are the benefits for the university?
  INTO recruits students from around the world, broadening the cultural mix of the student population and helping home and international students to forge intercontinental friendships. INTO Centres focus on preparing students carefully both academically and linguistically for their chosen level of university education, to standards set by the university. The profit generated through an INTO joint venture adds funds to the University’s investment reserves. The increased international student numbers channelled to the University through the INTO Centre will benefit the university in the years they remain at the university after progressing from the INTO Centre.
  
  
• What investment has INTO made to date in marketing and infrastructure development at its partner universities?
  INTO has already made a multi-million pound investment in its global marketing operations and associated infrastructure.
  
  
• How is INTO able to fund this and will it be able to sustain this level of investment? Is the company financially sound?
  Major equity investment is maintained from a variety of institutional sources. As each Centre reaches maturity, student tuition fee income will take the place of investment. INTO is financially sound and is on track to be posting annual surpluses inside three years.
  
  
• Who owns the buildings?
  The land is owned by the university. The buildings are developed and owned by INTO’s property arm and leased to the joint venture at a rate consistent with the business model for provision of pathway courses. This parallels the provision of many other university services including student residences. The university is able to call back the land at the end of the term of the agreement, when it has the right to take on the building.
  

The privatisation myth

• INTO is frequently accused of privatising universities’ international recruitment and pre-degree preparation. Is this true?
  Privatisation is the process of transferring ownership of business from the public sector (government) to the private sector (business). INTO enters into joint ventures with partner universities. Existing assets remain the property of the university, and new assets are developed using investment capital from the private sector partner. The university is an equal partner in the joint venture.
  
  Neither is it s PFI. The university does not guarantee revenue streams as would be the case in a PFI.

Staff pay and conditions

• If my university becomes an INTO partner, who will be my employer and what about my job and pension?
  Each joint venture is a bespoke model and reflects the partner university's requirements. Accordingly, existing university staff may stay on the university payroll on unchanged terms and conditions, whereas newly recruited staff may be employed by either the university or the joint venture.
  
  
• What about pensions for university staff?
  Staff pensions are always protected with all INTO joint ventures. With some structures USS membership has continued, with others there has been a transfer to the university’s local scheme offering equivalent benefits with small detailed variations.
  


• If I am directly recruited to the joint venture, what pension options do I have?
  The company offers a contributory scheme providing a 12% annual contribution shared equally between INTO and the employee. Staff are eligible to join the scheme after a 12 month period of employment.
  
  
• What will my hours be?
  INTO teachers work a 40 hour week, 8 hours per day of which 4-5 hours are teaching hours.


• What qualifications does INTO require from the staff it recruits and how does it set pay levels?
  New recruits are expected to have a degree or its equivalent, preferably with university teaching experience. For academic courses we also employ post graduate and PhD standard teachers, some seconded from the partner university. The level of qualifications is appropriate for the nature of the courses provided. In all cases the university partner sets the standard for staff qualifications. Remuneration is set in consultation with universities to ensure that university-level teachers receive university level salaries. Some staff will be teaching at pre-university levels and they will receive salaries commensurate with their teaching level. Our aim is to offer favourable rates to ensure we retain high quality staff. We are undertaking research to ensure that we are working to appropriate salary levels.
  


• What are the opportunities for career progression?
  INTO’s rapid development offers opportunities for everyone connected with it. As student numbers increase, career progression from existing teams will be a natural focus. INTO has created hundreds of jobs and the number is rapidly growing.
  


• Will all joint venture staff have the right to join a recognised trade union of their choice? Will the joint venture fully recognise these trade unions?
  All staff are free to choose how they are represented. Membership of a trade union is a legal right, bound by legislation, and each joint venture abides by its obligations. Recognition is a matter determined by processes specified in legislation.
  

Academic standards

• Why are INTO’s Foundation programmes better than its competitors?
  They are tailored to the needs of the partner university’s programme range and their content, methodology, assessment procedures and quality assurance are determined by partner university academic staff.

• Does INTO have a quality assurance process?
  Yes. All academic programmes are quality assured by the partner university. From the quality of experience with agents through to every aspect of provision, INTO adopts practices and principles to ensure the highest Quality Assurance. Where existing standards are appropriate, INTO adopts them. Where they are ineffective, INTO establishes its own higher standards.


• Who decides INTO’s course range?
  The partner university has full authority over the academic programme range and content. INTO teams together with senior university representatives develop programmes geared to the University’s own range of degree subjects. The university validates the course range.


• Would there be a lowering of academic standards?
  With the partner university fully in control of academic standards and entrance requirements academic standards will remain very high.
  


• How will academic entry standards and standards of English language competence on entry be controlled and enforced? Who will make the decisions on the minimum standards acceptable for entry?
  University staff control academic standards and set entry requirements.

• Would other academic departments have control over progression onto their degree courses?
  Departments continue to set pathway requirements etc. through existing mechanisms and retain the right to reject students if they have not met requirements, as now.


• How does INTO choose and support agents?
  INTO is committed to the highest standards. As there is no effective agent accreditation standard, INTO has developed its own selection criteria and these are the highest in the industry. We train agents both in-market and through familiarisation trips to INTO Centres, we continuously support, monitor and build long-term relationships based on trust and mutual respect.
  


• How do INTO’s teams in the markets promote individual universities?
  The marketing team will not show a preference but will build student numbers on a significant scale from a plentiful market that will make its own choices – aware of the guaranteed standard and outcomes provided by INTO pathways.

For students

• What does INTO provide for students
  INTO is committed to providing the highest level of learning and living quality and a sector-leading student experience from original enquiry to progression and beyond. We are investing heavily to ensure this standard is maintained, while providing exceptional value.
  
  
• What is the IELTS entry level?
  INTO Centres offer general English courses from basic to advanced levels as well as Foundation and Diploma programmes that combine English language and academic study. The standard requirement for students undertaking Foundation and Diploma programmes is IELTS 5 for September entry and IELTS 5.5 for January entry. The IELTS requirements for direct university entry vary from 6 to 7 according to the student's chosen degree programme.


• How can entry to university degree courses be 'assured' to students, when they will presumably be competing with other young people for a limited number of places?
  The joint venture partnership is about bringing additional students to a university. No home students will lose a place because of students progressing from foundation courses. All students gain their place at university on merit and INTO students will get a place at the partner university on full and successful completion of their foundation course. Progress is subject to satisfactory academic performance.
  


• What impact does an INTO Centre have on mainstream university students?
  Positive. It increases diversity within the university and means that new international students are fully prepared for study on their university courses. It  also brings in new revenue to the university, which can be invested in the campus and in learning and teaching.


• What happens if students are unable to meet the entry criteria for the course of their choice?
  INTO advisers seek to ensure they are accepted on to a suitable degree course at an alternative UK university.
  


• What guidance does INTO provide to students on UK law regulations/ responsibilities?
  As part of their induction on arrival at an INTO centre, students are given a detailed briefing about the UK laws and regulations that impact on them.
  


• Do students have access to student services and student union facilities?
  INTO Centre students have full access to the student union and to the services provided for students, ensuring they are fully supported during their time at the Centre and integrating them into the university community.


• Who is responsible for INTO students’ welfare in the UK?
  Students who are 18 and therefore adults are legally responsible for their own welfare. However INTO provides a dedicated student services team to help students and give general advice or refer them to specialists if they need specific advice, counselling etc. Resident tutors are also available (at a better ratio than the university would normally provide) for those in residence on campus. This support is given in the student's mother tongue, whenever possible. In addition, students have access to the full range of university support systems through the Dean of Students Office.


• Who at INTO acts in loco parentis if students are under 18?
  All students under the age of 18 are provided with our guardianship policy prior to admission and must have a guardian based in the UK. This could be a UK-based relative or someone proposed by the student’s parents. Alternatively they may opt to use the guardianship service we (or other providers) offer.