Recently, the rationale and importance of the internationalisation of higher education has come under question by various governments (see ACA Newsletter – Education Europe, February 2025, December 2024). Despite decades of effort affirming the value of internationalisation of higher education, many colleagues working in higher education organisations may find themselves needing to defend internationalisation and subsequently reorient their advocacy approaches. In order to learn more about how to create a compelling narrative to reach key stakeholders, ACA’s Thematic Peer Group (TPG) ‘Communications’, consisting of communications colleagues across ACA member organisations, met at the beginning of March. The communications colleagues were joined by experts who presented two complementary national approaches to advocacy and the role of strategic messaging in their organisations.  

Representing their approach from Estonia, Eero Loonurm, Head of “Study in Estonia”, Estonian Education and Youth Board (HARNO), underscored the importance of building relationships with a diverse range of stakeholders, understanding what data is needed to convey messages and from where to get it. Loonurm’s approach focuses on projecting national data that may not have reached influential stakeholders. He shared with the TPG colleagues that their organisation’s communication became more impactful by aligning key messages with the interests of stakeholders, ranging from universities to membership organisations. They developed targeted outreach strategies using media, direct engagement, and strategic reports that combined statistical insights with educational narratives, which is crucial because policies and funding decisions are increasingly data-driven. Presenting complex information in an accessible way helped them and their stakeholders gain more visibility and influence. According to Loonurm, “Data alone is not enough - how we manage and lead determines its impact.” 

Alja Zadravec Sojar, Head of the Communication Unit, CMEPIUS – Slovene national agency for Erasmus+, presented their organisation’s strategic approach to advocacy, which involved a crucial first step of examining existing relationships and activities. Once those were clearly defined, they worked towards enhancing their strategic messaging with structured and compelling "leave-behinds" - an approach learned from colleagues at IIE, an associate member of ACA. This activity has made advocacy a more intentional part of work at CMEPIUS and is something that demands a clearly defined and well thought-through sector-specific agenda. The “leave-behinds” are structured so that they contain data and information that stakeholders need for their agendas, presentations, and press releases (etc.) on the one hand, and data and information that supports the organisation's objectives, on the other. They prepare customised “leave-behinds” for every sector, which helps guide sector-specific conversations where they define and agree on the mentioned objective(s), which is then communicated to stakeholders over a longer period of time.  

 When it comes to making an impact, Loonurm suggests to think a decade or two in advance by analysing societal changes. This foresight approach will enable organisations to set common goals with stakeholders and plan activities that ensure evidence-based advocacy reaches the right people in the right format. Zadravec Sojar reflects that agreeing on advocacy agendas per sector is complex and can change over time, and encourages colleagues to keep agendas firm yet flexible, and highlights the importance of a strategic approach to advocacy for anyone whose work is influenced by, or dependent on policymakers.