Dr Zhu Chouwen welcomed the participants on behalf of Fudan University and invited them to introduce themselves.  Seven U21 universities were represented, with delegates from three external universities who also have Confucius Institutes.

There then followed presentations and discussion on five topics, presided over by Professor Zhu Yongsheng.

CI’s structure and Operation by David Unruh, Executive Director of UCLA Confucius Institute

He introduced the “Study Abroad Program” co-organized with Shanghai Jiao Tong University and the efforts to establish CI in UCLA. The mission of CI in UCLA is to be the regional centre of CI network, promote mandarin in the schools and provide training to mandarin teachers. The market for Chinese language education in California is quite large but UCLA CI needs some differentiation with other CIs. They are also interested in cooperation with other Chinese language programs. The funding from cooperate and other resources is based on program not directly to CI. So CI needs a clear definition about their identity and functions. Hanban should reform its reporting and funding procedures.

Funding by Erik Lithander, Director of International Affairs of UCD

Erik raised following topics for discussion:

1. Funding models
2. Difficulties with funding model(s), such as operating budget, special projects and matched funding (esp. “in kind”)
3. Unexpected / hidden costs
4. Technical versus Systemic problems
5. Program Revenue
6. Executive Education
7. Government support
8. Fundraising
9. Capital development.

The participants agreed that the funding model of CIs shall change to, for example, a 3-year cycle budget model so as to encourage the CIs to develop projects successfully.  CIs in different sizes shall have different budgets. Hanban needs a global strategy and program models for CI development.

Project plan by Gao Yuanbao, Deputy Director, Confucius Institute in Sydney University

Gao introduced the CI in Sydney, including its teacher training, textbook and education market environment. CI shall have more promotion in local market. CI brand needs a good media campaign to promote positive CI image. CI should also cooperate closely with other CIs around the world. More world programs shall be developed to meet customer’s needs. The budget given by Hanban can be used as the seed fund to attract more funding from cooperate and society. Meanwhile CI must work closely with host university and local community.

Academic, social impact and case study by Christopher Tremewan, Pro Vice Chancellor (International), The University of Auckland.

Christopher and Nora introduced the CI in Auckland and some of its programs, such as teacher’s training program and Olympic training program. They also raised some issues for discussion:

1. Focus and maximizing impact
2. Continuing investment and support
3. National role
4. Education policy on language
5. Leveraging partner relationships
6. International collaboration with other Confucius Institutes (policy, program, training, thematic issues, independence)
7. Public profile.

As each CI has different focus, CI built up by both Fudan and Auckland U is not only focused on Chinese language teaching, but also other academic programs in history, medicine and etc. Auckland U suggested that the funding process of Hanban should change and quality control of CIs is very important.

Further support from Hanban, CI hosts and Chinese partners by Wan Xinzheng, Deputy Director of Nordic Confucius Institute in Stockholm University.

Wan introduced the programs and development of CI in Stockholm. He pointed out that the teaching quality is significant in CI development. Diverse Chinese language courses and standard textbooks should be developed. Media environment is another important element and CI should have more campaign or positive promotion. More cooperation with other CIs or partners should be encouraged and multi-level models can be built up.

At the end of workshop, the attendees agreed the following aspects are essential in sustainable development of CIs:

Strategic aspect:

1. development of a coherent, sustainable global strategy
2. classify types of CI according to mission, size, population base, national or regional role
3. identify models, phases of development, scalability
4. incentivize international collaboration between institutes (e.g. training of teachers, visits of principals to China etc)

Technical aspect:

1. simplify procedures especially reporting
2. approve multi-year 3-5 year budgets to enable planning, staff employment
3. disbursement of budgets must be early in the calendar year
4. initiate transparent levels of funding according to type of institute
5. need for at least one month’s notice of visits, inspections, or deadlines for submission of reports.  Compliance report deadlines need to be laid out a year in advance in order to plan work flow.