1. Strengthening of Internationalisation in B&H Higher Education
Methodology of creation of the Strategy for Internationalisation of the University
Indrachapa Bandara, PhD
Buckinghamshire New University
Bihac/ 6 September 2016
Project number: EPP BE-EPPKA2-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"

2. Project number: 561874-EPP-1-2015-1-BE-EPPKA2-CBHE-SP
Methodology of creation of the Strategy for Internationalisation of the University
Internationalisation is of growing importance to higher education (HE) in the UK and elsewhere. The potential benefits of internationalisation to universities are academic and cultural as well as financial, but these benefits are under-exploited.
Indrachapa Bandara
Project number: EPP BE-EPPKA2-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"

3. 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)
Internationalisation is of growing importance to higher education (HE) in the UK and elsewhere. The potential benefits of internationalisation to universities are academic and cultural as well as financial. The problem is (at least in the UK is – it is not made very clear)
This definition is universal – (1) process, (2) international intercultural and global, (3) purpose, function and delivery

4. 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
The internationalisation of higher education has seen universities become increasingly active players in the global marketplace.
Traditional key selling points of UK higher education are no longer perceived as unique strengths.
There is a significant reliance on international students – both EU and well as non – EU. It is in the increase.
Many European and Asian competitors are now offering programmes taught in English. Furthermore, the UK’s reputation for excellence is steadily being matched by both traditional competitors, such as USA and Australia, and new market entrants investing heavily in higher education to establish themselves as regional hubs of educational excellence e.g. Singapore, Malaysia, Dubai.

5. THE NEED FOR A COORDINATED APPROACH TO INTERNATIONALSIATION
Identify Student Needs
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.
Progress in improving our understanding of student needs, through engagement in a number of student surveys.
i-graduate provide the global benchmark for the student experience. They deliver comparative insight to the education sector worldwide, helping institutions deliver a world class student experience to enhance competitive advantage.
(e.g. the International Student Barometer- ).

6. THE NEED FOR A COORDINATED APPROACH TO INTERNATIONALSIATION
Diversification and Growth of Income Streams
International activities are making an increasingly important contribution to the university’s financial position.
International tuition fee income accounts for a significant proportion of total fee income.
Maintaining Reputation: proactive and explicit approach to partnership development .
The strategic choice made by the University to invest and develop campuses in other countries has given the University a unique platform. We are justifiably proud of our campus in Asia - Sri Lanka, which have established a new model for the internationalisation of university education.
It provides Bucks's staff and students with a range of study and travel opportunities which help position them for success within the global employment market. It is our ambition to consolidate those achievements and realise their full benefits.
Further investment in international activities such as partnership building, collaborative programmes, research projects and tailored support services required to raise university profile globally and sustaining this growth in international revenues and capitalising on new financial opportunities arising from internationalisation.

7. 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.
The Internationalisation Strategy of BUCKS is an essential element of the University’s development, as is our ability to compete effectively in global markets.
Buckinghamshire New University was awarded the Erasmus Charter for the new Erasmus+ programme which officially started in January 2014 and will be running to 2020.

8. 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.

9. WHY DEVELOP AN INTERNATIONALISATION STRATEGY?
Benefits for Students
The opportunity to have an international student experience as part of the degree programme.
Opportunities for students to have an international study experience with partner institutions, organisations and employers around the world.
Develop international partnership for students who cannot travel.
It is attractive to students, indeed it is a key factor in attracting students to apply to and choose the Bucks New University. Graduates with highly developed intercultural awareness and sensitivity are sought after world-wide. (e.g. intercultural experience to work in multinational companies)
Erasmus Impact Study,2014

10. WHY DEVELOP AN INTERNATIONALISATION STRATEGY?
Benefits for Staff
Staff exchanges, sabbaticals, fellowships and involvement in collaborative research and teaching internationally
The benefits for staff working in an increasingly internationalised university gives opportunities for engaging with talented students and with staff from peer universities.
Enhance career development opportunities for staff.
The University values the diversity of its staff and expertise which international staff and UK staff who have benefited from international experience can offer the University in research, teaching and administration.
Exchange new research ideas and teaching methods.
Seeking to move beyond university will be enhanced, as University’s reputation, profile and international linkages increase.

11. WHY DEVELOP AN INTERNATIONALISATION STRATEGY?
Benefits for City & the County
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.

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

13. Strategy for Internationalisation of the University: Key Themes
Our Principles:
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.
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.
Student Experience: To enhance the student experience by offering a culturally diverse learning environment that prepares students for global employment and citizenship.
working multilaterally rather than unilaterally to achieve more in terms of teaching, research and knowledge transfer. We concentrate our energies on cultivating stable, boundary-spanning relationships that are mutually beneficial, which applies to students and to academic and commercial partners. .

14. Strategy for Internationalisation of the University: Key Themes
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.
2.To take a proactive lead in setting the research agenda and to translate that research into internationally competitive teaching at undergraduate and postgraduate level, and recruit a higher proportion of staff from non-UK countries stimulating internationally connected research.

15. Strategy for Internationalisation of the University: Key Themes
Staff: To support effective engagement of staff with the goals of internationalisation and promote a culturally diverse community.
Alumni: To enhance engagement with the University’s international alumni in support of the University’s strategic objectives.
3. to provide flexible and effective staff training in support of internationalisation objectives and intercultural awareness and develop and promote staff exchanges/secondments internationally and to support staff undertaking international activities
4. to increase the number of University led alumni events in countries where university graduates work and live, and support existing alumni groups and grow new groups internationally

16. Strategy for Internationalisation of the University: Our Purpose
As an international University, our purpose is to...
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.
To provide globally excellent and internationally relevant teaching, research and knowledge transfer activities to our key external stakeholders.
To establish BUCKS as a leading international university, and maintain a competitive advantage in our key markets.
To provide a new model for an international university, to influence how scholarship, teaching, research and innovation are carried out. 

17. Conclusion Challenges: Aims and Objectives:
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.