Deployment of Local Internationalisation Units: a structuring approach for strengthening the internationalisation governance of Algerian higher education institutions
Within the framework of the IPTICAR project, the deployment of local internationalisation units constitutes one of the most structuring projects of the component dedicated to the governance of internationalisation. It involves supporting Algerian higher education and research institutions in the progressive establishment of a sustainable mechanism, capable of better organising, steering and enhancing their international openness.
The objective is not only to create new administrative structures. It is above all to help institutions better coordinate existing initiatives, professionalise the preparation of international projects, strengthen academic and scientific cooperation, and integrate internationalisation into a logic of strategic steering, quality and results.
This approach was built in stages: an initial pilot phase in Constantine, followed by three regional conferences in Algiers, Oran and Guelma, before the formalisation of a regional roadmap and the organisation of a first follow-up webinar. This progression made it possible to move from a theoretical model to an operational dynamic, adapted to the realities of Algerian institutions.
A pilot phase in Constantine to test the model
The pilot phase carried out in Constantine constituted a decisive step. It made it possible to confront the proposed model with field realities, by working with institutions on very concrete questions: what is the purpose of a local internationalisation unit? Where should it be positioned within the institution? What missions should it carry out? With what resources? And above all, how can we prevent it from being perceived as an additional structure, without any link with institutional priorities?
This first experiment made it possible to clarify the expected role of local units. They should not only support mobility activities or relay calls for projects. They are intended to become spaces for coordination, support and steering, serving the institution’s international strategy.
Several functions were thus identified: carrying out an internationalisation diagnosis, centralising information, supporting teams in the preparation of projects, strengthening monitoring of international opportunities, following indicators, capitalising on experiences and creating the link with the IPTICAR national unit.
The pilot phase also showed the importance of involving several profiles: heads of international relations, teacher-researchers, educational managers, project services, quality services, digital services, training departments, research units and socio-economic relations departments.
Constantine therefore made it possible to test an essential principle: internationalisation cannot rely solely on a few committed individuals. It must be organised, documented, monitored and connected to the institution’s strategy.
Moving from an awareness-raising approach to a structuring approach
Based on this pilot phase, the IPTICAR project was able to enter a second stage: regional deployment. The three conferences organised in Algiers, Oran and Guelma aimed to disseminate the model, but also to adapt it to the realities of territories and institutions.
These conferences were not designed as simple information sessions. They were conceived as spaces for work, diagnosis and co-construction. The challenge was to enable participants to leave with a clear vision of the missions of a local unit, but also with initial organisational proposals and a deployment methodology.
They also made it possible to integrate local units into a broader architecture: a national coordination unit, a network of national contact points and local units established within institutions. This network-based organisation is essential to avoid the isolation of institutions, harmonise practices, share tools and bring field needs back to the national level.
Algiers: establishing the national and regional framework
The regional conference in Algiers marked the official launch of the deployment dynamic. It made it possible to establish the common foundations of the IPTICAR model and to clarify the links between the different levels of governance.
The discussions focused on the missions of local units, their institutional positioning, their links with management bodies, existing services and teaching and research teams. Particular attention was paid to internal governance: in order to function effectively, a local unit must be recognised by the institution, have a clear mandate and be integrated into decision-making processes.
The Algiers conference also made it possible to work on diagnostic tools. Institutions were invited to identify their strengths, their needs, their available resources, their existing partnerships and their areas for improvement. This work paved the way for a more structured approach to internationalisation, based on data, objectives and priorities.
Another key point of this stage was the introduction of Results-Based Management (RBM), the quality approach and indicator-based steering. These concepts are central to IPTICAR because they make it possible to move beyond an occasional approach to internationalisation. The objective is not only to count mobilities or signed agreements, but to understand what these actions actually produce for institutions, students, teacher-researchers and territories.
Oran: adapting the model to the needs of institutions and territories
The regional conference in Oran made it possible to deepen the reflection based on the realities of institutions in Western Algeria. This stage highlighted the diversity of situations: some institutions already have solid experience in international cooperation, while others need more structured support to organise monitoring activities, develop projects or formalise their strategy.
The workshops made it possible to work on the question of adapting the model. A local unit cannot be identical everywhere. It must take into account the size of the institution, its training programmes, its research fields, its territorial anchoring, its existing partnerships and its international ambitions.
In Oran, the reflection also focused on the link between internationalisation, professionalisation and territorial development. Participants were invited to reflect on how international projects can support student employability, pedagogical innovation, links with socio-economic actors and the visibility of institutions.
This conference therefore made it possible to broaden the understanding of internationalisation. It is not limited to mobility or institutional partnerships. It can become a lever for transforming training programmes, developing skills, cooperating with companies, opening up to territories and fostering innovation.
Guelma: consolidating the roadmap and strengthening the logic of results
The regional conference in Guelma represented an important consolidation stage. It made it possible to review the achievements of the first stages and strengthen the operational dimension of the deployment.
The discussions focused on the concrete implementation of local units, but also on their integration into institutional projects, objective-based contracts, quality approaches and monitoring dashboards. This stage made it possible to better link IPTICAR with the broader transformations underway in Algerian institutions: governance, performance, continuous improvement, data-driven steering and Results-Based Management.
In Guelma, particular attention was paid to the expected deliverables. Each institution had to be able to move towards a realistic roadmap, with priorities, identified responsibilities, indicators and a timetable. The issue was no longer only to understand the model, but to begin implementing it.
This conference also made it possible to work on European projects, particularly Erasmus+, Capacity Building projects and budgetary issues. Local units were presented as essential support points to help teams identify calls for proposals, build consortia, support teacher-researchers and secure applications.
A regional roadmap to move into action
At the end of the three regional conferences, the regional roadmap became the central tool of the approach. It makes it possible to translate discussions into concrete actions, with a step-by-step progression.
This roadmap is based on a few simple principles. First, each institution must identify or confirm the reference persons of its local unit. Then, it must clarify the positioning of this unit within its internal organisation. It must also carry out an initial assessment of its internationalisation: partnerships, mobilities, projects, human resources, training needs, available tools and obstacles encountered.
The roadmap also provides for a prioritisation approach. Institutions cannot do everything at the same time. It is therefore necessary to identify short-term actions, such as the designation of the members of the unit, the organisation of an initial internal meeting, the collection of basic data or the identification of priority calls for projects. In the medium term, institutions can work on the formalisation of an international strategy, the development of a dashboard, the structuring of a project portfolio and the establishment of internal procedures.
Finally, in the longer term, local units must contribute to a more sustainable transformation: integration of internationalisation into institutional projects, articulation with quality processes, professionalisation of project preparation, development of strategic partnerships and active participation in the IPTICAR national network.
A first follow-up webinar to maintain the dynamic
The first follow-up webinar played an important role in ensuring the continuity of the deployment. After the regional conferences, it was essential not to allow the momentum to fade. This remote session made it possible to take an initial look at the progress made by institutions, identify the difficulties encountered and recall the next steps.
The webinar also made it possible to begin facilitating the network of local units. This aspect is fundamental. A local unit should not operate alone within its institution. It must be able to exchange with other units, share its tools, compare its practices, raise questions and benefit from common support.
This first follow-up also made it possible to strengthen the logic of constructive accountability. The aim was not to control institutions, but to help them move forward, document their progress and identify the support they need. The IPTICAR approach is based on this idea: supporting change rather than imposing it.
A dynamic serving University 4.0
The deployment of local units is fully in line with the new orientation promoted by University 4.0. The objective is to build more agile institutions, more connected, more open to their environment and capable of steering their actions based on reliable data.
From this perspective, local internationalisation units can become places where several priorities converge: internationalisation, quality, Results-Based Management, digital transformation, professionalisation, European projects and cooperation with socio-economic actors.
They can also contribute to improving the international visibility of Algerian institutions. By centralising information, structuring partnerships, supporting project leaders and producing monitoring data, they strengthen institutions’ capacity to position themselves in more ambitious cooperation frameworks.
A progressive and collective method
One of the main lessons of this sequence is that institutional transformation cannot be decreed. It must be supported, tested, adjusted and appropriated by stakeholders.
The pilot phase in Constantine made it possible to verify the relevance of the model. The conferences in Algiers, Oran and Guelma made it possible to share it, adapt it and regionalise it. The roadmap made it possible to move from reflection to action. The follow-up webinar began to establish a culture of networking, continuity and progressive improvement.
This approach gives IPTICAR a very concrete scope. The project is not limited to producing recommendations. It supports the implementation of tools, practices and coordination methods that can continue beyond the project.
Towards a national community of practices
The deployment of local internationalisation units now opens a new phase: the structuring of a national community of practices around internationalisation. This community will enable institutions to share their experiences, pool resources, capitalise on successes and build collective responses to the challenges encountered.
It will also strengthen the link between the national unit, contact points, institutions and international partners. In the long term, this network-based organisation can become an important lever for improving the participation of Algerian institutions in European programmes, developing structuring projects, strengthening international attractiveness and supporting the modernisation of university governance.
In this sense, the deployment of local internationalisation units represents much more than a technical mechanism. It constitutes a lever for institutional transformation. It makes it possible to move from internationalisation as a sum of isolated initiatives towards a policy that is organised, steered, shared and sustainable.
With this stage, IPTICAR confirms its role as a strategic support project for Algerian institutions. The project contributes to establishing a new culture of internationalisation: more structured, more collective, more oriented towards results and more connected to the major challenges of transforming higher education.