Strengthening of Internationalisation in BH Higher Education Methodology

Strengthening of Internationalisation in B&H Higher Education Methodology of creation of the Strategy for Internationalisation of the University Indrachapa Bandara, Ph. D Buckinghamshire New University Bihac/ 6 September 2016 Project number: 561874 -EPP-1 -2015 -1 -BE-EPPKA 2 -CBHE-SP "This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein"

Methodology of creation of the Strategy for Internationalisation of the University Indrachapa Bandara Project number: 561874 -EPP-1 -2015 -1 -BE-EPPKA 2 -CBHE-SP "This project has been funded with support from the European Commission. This publication reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein"

Internationalisation • ‘the process of integrating an international, intercultural or global dimension into the purpose, functions or delivery of post-secondary education’ (Knight, 2003, p. 2)

THE NEED FOR A COORDINATED APPROACH TO INTERNATIONALSIATION • For a university – internationalisation means the awareness and interaction of between / within cultures through teaching, research and service function (Yang 2002) • Intensified Competition o The internationalisation of higher education has seen universities become increasingly active players in the global marketplace. o Traditional key selling points of UK higher education are no longer perceived as unique strengths.

THE NEED FOR A COORDINATED APPROACH TO INTERNATIONALSIATION • Identify Student Needs o It is recognised that students entering Higher Education are now more discerning and demanding and are faced with a greater array of choice from high quality education providers. o Progress in improving our understanding of student needs, through engagement in a number of student surveys. (e. g. the International Student Barometer- http: //www. igraduate. org/ ).

THE NEED FOR A COORDINATED APPROACH TO INTERNATIONALSIATION • Diversification and Growth of Income Streams o International activities are making an increasingly important contribution to the university’s financial position. o International tuition fee income accounts for a significant proportion of total fee income. o Maintaining Reputation: proactive and explicit approach to partnership development.

WHY DEVELOP AN INTERNATIONALISATION STRATEGY? • The Internationalisation Strategy is as much about coordination and integration as it is about market analysis and positioning, prioritisation and planning. • The Internationalisation Strategy will integrate to promote university ambition, and release the additional power of university's core strategies.

WHY DEVELOP AN INTERNATIONALISATION STRATEGY? • Bucks understanding of global reach goes beyond our campus in Sri Lanka (Horizon). • The University's current capabilities mean we can conduct coordinated research on some of the most pressing global human concerns and social problems in very different but complementary national contexts simultaneously. • We have a growing global network of commercial partners, with each campus serving as a hub. • The geographic and cultural breadth of our student body, in itself a huge asset, is telescoped into a vast distribution of graduates and alumni networks.

WHY DEVELOP AN INTERNATIONALISATION STRATEGY? • Benefits for Students o The opportunity to have an international student experience as part of the degree programme. o Opportunities for students to have an international study experience with partner institutions, organisations and employers around the world. o Develop international partnership for students who cannot travel. Erasmus Impact Study, 2014

WHY DEVELOP AN INTERNATIONALISATION STRATEGY? • Benefits for Staff o Staff exchanges, sabbaticals, fellowships and involvement in collaborative research and teaching internationally o The benefits for staff working in an increasingly internationalised university gives opportunities for engaging with talented students and with staff from peer universities. o Enhance career development opportunities for staff.

WHY DEVELOP AN INTERNATIONALISATION STRATEGY? Benefits for City & the County o The Bucks University is located in most multicultural city and this provides a range of opportunities to contribute to the economic, social and cultural development of the city and county in partnership with key organisations such as Wycombe Council and the international community.

Strategy for Internationalisation of the University: Drivers For Change o The following drivers will support proactive and strategic approach to internationalisation: Ø to ensure that learning environment promotes students’ global awareness and enhances their career progression. Ø to capitalise on international business opportunities. Ø to enhance reputation. Ø to enrich local community. Ø to promote sustainable mutually beneficial partnership working with institutions world-wide.

Strategy for Internationalisation of the University: Key Themes Our Principles: Ø Reciprocity: Internationalisation is a two-way process; for the University to realise the full benefits of our global reach we must give as much as we get. Ø Commitment. Internationalisation is an investment for the future and requires a long term commitment — to our students, to our staff, and to our partners globally. Ø Student Experience: To enhance the student experience by offering a culturally diverse learning environment that prepares students for global employment and citizenship.

Strategy for Internationalisation of the University: Key Themes Ø Research and Knowledge Transfer: To grow research and knowledge transfer business internationally to achieve a position as one of the world’s top research intensive universities.

Strategy for Internationalisation of the University: Key Themes Ø Staff: To support effective engagement of staff with the goals of internationalisation and promote a culturally diverse community. Ø Alumni: To enhance engagement with the University’s international alumni in support of the University’s strategic objectives.

Strategy for Internationalisation of the University: Our Purpose As an international University, our purpose is to. . . Ø As a result of our international approach to research and teaching, to be a significant catalyst to improve the lives of people around the world, via research, discovery, dissemination and commercialisation of knowledge and innovation. Ø To provide globally excellent and internationally relevant teaching, research and knowledge transfer activities to our key external stakeholders. Ø To establish BUCKS as a leading international university, and maintain a competitive advantage in our key markets. Ø To provide a new model for an international university, to influence how scholarship, teaching, research and innovation are carried out.

Conclusion Challenges: § The University faces an array of particularly challenging circumstances by aiming for so many of its core activities to be carried out on a transnational basis. § We also face difficult choices by both encouraging mobility of staff and students, and working strenuously to reduce the University’s carbon footprint. Aims and Objectives: § Secure our achievement in establishing the two campuses in Asia, by fuller integration, coordination and expansion, and taking advantage of all the opportunities associated with their success. § Magnify the international impact of our research and commercialisation activities. § Expand student and staff mobility. § Develop and enhance international teaching and research partnerships. 17