INTERNATIONALISATION STRATEGIC PLAN

Transcription

1 INTERNATIONALISATION STRATEGIC PLAN

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3 WELCOME TO THE UNIVERSITY'S INTERNATIONALISATION STRATEGIC PLAN Our University Strategy, Practical Wisdom, outlines our commitment to the new, the radical and the exciting with a strong focus on quality and improvement which places students at the heart of everything we do. We aim to be a university of choice for curious individuals who want to live and learn as part of a vibrant, multicultural and creative learning community that embraces partnership working and seeks to make a positive difference to society. We are also an international university, attracting students and staff from across the world, shaping experiences through our culturally-diverse community, international partnerships and both the reach and impact of our research. This Internationalisation Strategic Plan provides a platform to support the delivery of the University Strategy and the associated Education & Student Experience, Research & Enterprise and Equality and Diversity Strategic Plans. 01

4 INTRODUCTION Since 2012, the University has maintained its overseas student population (EU and International) at circa students representing about 13.7% of our overall student population. The establishment of the University of Brighton International College, in partnership with Kaplan, has seen a growth in our international student community outside Europe which has offset a decline in European student enrolment. We have also observed a growth in overseas undergraduate enrolments and the direct recruitment of overseas postgraduate research students offsetting a decline in postgraduate taught students. Relative to our competitor institutions we underperform in terms of overseas recruitment outside Europe but still recruit strongly relative to these institutions in terms of EU recruitment. Over the last 5 years we have used strategic market analysis to focus subject-specific recruitment on a number of core regions (China, Hong Kong, Malaysia and UK Domicile), and emerging regions (Middle East, Canada, USA, South Korea, Taiwan, Thailand, Vietnam, Japan and Turkey) whilst seeking to maintain our position in others (India and Nigeria). Using this strategic approach our growth in international student numbers has been sustained against a background of ongoing changes in immigration policy, the tightening of visa regulations, reduced direct access to global scholarships and a decline in agent-supported recruitment. Over the period covered by this strategic plan, the University must prepare for the potential impacts of Brexit on European recruitment, partnerships and graduate employability. At the same time we need to recognise that some international markets will also be influenced by local governmental policy changes as some countries that have historically supported outward mobility for development, increasingly focus on making the most of their now more established internal education systems. In addition, the University must also position itself to capitalise on the opportunities arising from the recognition of education as a major export sector within the Department for International Trade. This is reflected in the GREAT campaign to promote the UK internationally, the Industrial Strategy (as a platform to support UK growth in partnership with Higher Education) and the development of governmental initiatives such as the Global Communities Research Fund to extend the global research and impact of the UK. The University will also have the opportunity to capitalise on synergies arising from international developments within our region, such as the Greater Brighton City Regions International Office initiative, to establish a more internationally welcoming social community and offer opportunities to attract mutually beneficial inward investment. Our graduates will pursue careers in a growing, but increasingly complex, international market which necessitates a better global understanding of their subject and/or profession as well as the ability to contribute more broadly as global citizens. In this context our international Education and Student Experience needs to increase the diversity of our student population to enable a more global perspective, embed internationalisation within the curriculum content of our academic portfolio, provide opportunities for international experience and develop the University as an international community embracing staff, students, alumni and partners. As an international university operating in this more competitive and complex global climate, we also need to increase our reach, impact and connectivity across the globe to realise the benefits for student experience, research and enterprise of an enhanced international reputation.

5 Overseas PGT 720 Overseas PGR 180 Overseas UG 2005 Overseas Total 2905 EU PGT 265 EU PGR 55 EU UG 855 EU Total International PGT International PGR / / / / /12 International UG 1150 International Total We will require mutually beneficial strategic international partnerships to provide opportunities for staff and student mobility. These partnerships need to mutually enhance the education provided by ourselves and our partners, grow high impact research and enterprise, in both volume and quality, and increase the University s global reputation. At the same time we need to maintain the portfolio of financially sustainable, transactional partnerships which support our educational reach or underpin collaborative research and enterprise. Our Internationalisation Strategic Plan supports this by focusing on developing Global Citizenship and Reach and Impact.

6 PRINCIPLES GLOBAL CITIZENSHIP Our international education and student experience will focus on providing transformational opportunities that equip our graduates as global citizens able to compete in a global careers market REACH AND IMPACT Our mutually-beneficial international partnerships will enhance our reputation and extend our global reach and impact 04

7 The University of Brighton International College (UBIC) offers pathway programmes on to University of Brighton courses, and is physically integrated into the University campus. Our Global Opportunities Scholarship Programme, provides grants to support marginalised people around the world to study postgraduate courses. Our international ambassadors welcome students to Brighton for the International Orientation Week. Our researchers identified the capacity of sport to provide the catalyst to intervene where cultural conflict exists leading to the development of the Football for Peace (F4P) initiative. Media students support the Cham gi Wadu community of in Kenya to build and operate a radio station to improve local communication. 05

8 STRATEGIC OBJECTIVES To realise our international ambition, we have identified a series of strategic objectives to direct our international activities and investments over the next 5 years informed by our principles of Global Citizenship and Reach and Impact: STRATEGIC OBJECTIVE 1 To increase the international diversity of our student population on our undergraduate and postgraduate courses. (Global Citizenship) Maximise the recruitment of undergraduate students from across the globe through the University of Brighton International College, direct institutional recruitment, and recruitment through strategic partnerships. Increase direct marketing and recruitment towards a more focussed postgraduate taught portfolio which targets global opportunities to support professional development of graduates. Increase postgraduate research recruitment through the promotion of the Brighton Futures and undergraduate and postgraduate progression pathways alongside the development of dual awards with strategic partners. Focus international recruitment on a limited number of niche markets associated with specific subject areas driven by market analysis. Ensure that the necessary accommodation, social and pastoral care, catering and other facilities are provided across the University to support the recruitment of our diverse international community. Ensure that a network of support is provided within Schools, including link and international pastoral care tutors, to support transition and international student experience. STRATEGIC OBJECTIVE 2 To embed internationalisation within the context and delivery of our courses and the wider student experience. (Global Citizenship) Ensure that course teams consider internationalisation of subject content and delivery as part of curriculum development across all academic courses/ programmes Maximise opportunities for students to benefit from the University s international community of alumni, friends and partners within courses/ programmes. Support increased student diversity arising from our wider international community through digital innovations in learning, teaching, assessment and feedback. Offer opportunities for international exchange, volunteering opportunities and/or placements for staff & students within our subject areas. 06

9 Our paediatric nursing staff contributing to the first critical care course for nursing students as part of our partnership with the University Teaching Hospital in Lusaka, Zambia. Tourism students have the opportunity to work with Turtle SOS in the Gambia. Art and design students benefit from the opportunities for student exchange arising from our strong links with local arts communities and international universities in Japan, Canada and the USA. Undergraduate students have the opportunity to apply to study abroad for a semester under the Erasmus scheme. The School for Malagiri charity, established and maintained by staff and students of the School of Education, helps young children in rural Nepal to gain a primary education by supporting the construction and operation of a new school. Postgraduate students in the Brighton Business School benefit from international field visits. 07

10 STRATEGIC OBJECTIVE 3 To develop a fully inclusive and wellconnected international community, embracing staff, students, alumni and partners, that contributes to a transformational student experience. (Global Citizenship and Reach) Ensure every student recognises that they are part of the University s International Community on matriculation. Ensure those staff we have recruited from the UK, EU and internationally are supported to continue to deliver a diverse and inclusive student experience and enrich the university community. Develop our global alumni network as a community of international sponsors, ambassadors and mentors. Celebrate the global achievements of our staff, students, alumni and partners internationally. Provide the opportunity to experience the cultural diversity of our student population through promotion of international societies and cultural events across our campuses in partnership with the University of Brighton Students Union. STRATEGIC OBJECTIVE 4 To establish a global network of mutually beneficial strategic partnerships to support internationalisation of student experience, research and impact and maintain a portfolio of financially sustainable, transactional partnerships which promote our educational reach or provide collaborative research and enterprise opportunities. (Global Reach & Impact) Increase the number of selective and mutually beneficial strategic university partners in a selected number of countries to support exchange and UK study opportunities for international students, outward student mobility, and research and enterprise activities. Establish social partnerships with local communities overseas to enhance opportunities to broaden the cultural experience of students through volunteering, work placement, internships, and overseas study. Review the University s existing transactional partnership portfolio with a view to sustaining and/or developing only those which are both mutually beneficial and financially sustainable. Facilitate the networking of our partners through international events and meetings. 08

11 STRATEGIC OBJECTIVE 5 To raise the University s international profile and connectivity to build global understanding of our values and mission and increase the quality of opportunities for collaborative research, enterprise, recruitment and partnership. (Global Reach & Impact) Target promotion of University of Brighton in key markets building on existing research and outward mobility partnerships to build international reputation. Promote the role of staff as international ambassadors to raise the profile and connectivity of the University Develop the global connectivity for all the University s Centres of Research and Enterprise Excellence and across the Brighton Futures. INFRASTRUCTURE The delivery of this plan will be supported by strategic investment in the development of our internationalisation support infrastructure building on our existing capacity and capability as part of the wider investment in Education and Student Experience and Research and Enterprise. 09

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