HIGHER EDUCATION INTERNATIONALIZATION RESPONSE TO LOCAL & GLOBAL CHALLENGES

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1 HIGHER EDUCATION RESPONSE TO LOCAL & GLOBAL CHALLENGES Dr. Carmen Z. Lamagna, Vice Chancellor, AIUB Ms. Shama Islam, Special Assistant, Office Of The Vice Chancellor, AIUB A m e r i c a n I n t e r n a t i o n a l U n i v e r s i t y B a n g l a d e s h [ A I U B ]

2 ISAS A Membership Service of IAU The project, partially sponsored by UNESCO s Participation Program, focuses on Refine internationalization policies and processes Support future internationalization efforts Assist in achieving aims of strengthening internationalization

3 Internationalization in Bangladesh Social, economic, and political globalization Growing demand for global brands of FMCG products (Coca-Cola VS Mojo), cosmetics (Olay VS Fair & Care), fashion (Zara VS Aarong) and even entertainment (Bollywood/Hollywood movies/shows VS Bengali plays/cinema). Increasing preference, especially in job sectors, for foreign degrees as opposed to local ones (NYU VS AIUB), High influence of international media in terms of foreign policies, events, and relative news (India-Pakistan conflict VS Sundarbans Power Plant).

4 AMERICAN INTERNATIONAL UNIVERSITY BANGLADESH Establishment Date : November 8, 1994 Government Approval Date : November 6, 1995 Total number of Graduates : (As of 2015) Number of Current Students : 10,000+ Full-time Faculty Members : 325+ Number of Campuses : 7 Computer Lab : 20 Engineering Lab : 21 Design Studio : 10 Language Lab : 1 AIUB

5 AMERICAN INTERNATIONAL UNIVERSITY BANGLADESH Faculty of Engineering B.Sc. in EEE (Electrical and Electronic Engineering) and Bachelor of Architecture Master of Engineering in Telecommunications (MTEL) and Master of Electrical and Electron ic Engineering Faculty of Science & Information Technology B.Sc. in CSE (Computer Science and Engineering), CIS (Computer Information System), CS (Computer Science), CSSE (Computer Science and Software Engineering) SE (Software Engineering) and Master of Computer Science (MSCS) Faculty of Business Administration BBA [Major in Accounting & Finance, Management, Marketing, Management Information Sy stem (MIS), Economics, Hotel & Tourism Management, Human Resource Management (H RM), Operations Management and International Business] MBA [Regular/ Executive/ Agribusiness] Faculty of Arts and Social Sciences Bachelor of Arts in English, Media & Mass Communication [Major in Print & Electronic Jour nalism and Advertising] and Bachelor of Social Science in Economics Masters in Public Health (MPH)

6 i. Institutional internationalization policy and strategy - Mission-Vision - Gender policy (approximately 26% female and 74% male students) ii. Partnerships strategy and implementation The University main objectives for establishing international partnerships emphasize on developing the academic curriculum, conducting collaborative researches, and enabling cultural exchange.

7 iii. Governance structure for internationalization As there is no explicit policy or strategy for internationalization, the international activities are largely decentralized and thus, coordinated b y the respective faculties and departments interested and involved.

8 iv. International student recruitment strategy International student recruitment is not a focused priority at present, given the existing restrictions and limitations of the university. v. Language policy, including programs delivered in English Despite AIUB s efforts in conducting the curriculum in English and encouraging its development throughout its programs, the overall language literacy in th e country is still low, which makes it difficult to pursue a long-term improvement in its practice

9 vi. Accounts & Finance AIUB has a specific budget for internationalization, divided in into 4 distinct cost centers: loans to faculty pursuing foreign studies, participation to international conferences, travel grants for faculty, and expenses for the Office of International Affairs. - 7% of the total budget is allocated for internationalization - Tuition fees are set to be competitive, but there s no differential charge on tuition fees for international students

10 vii. Human Resources Development - 5% of the total number of staff are foreigners, mostly from the Asian subcontinent (Philippines, India, China, Malaysia, Sri Lanka) - International activities, like conferences, doctoral programs abroad, etc., are crucial for the career progression of staff as international publications are a pre -requisite for promotion & ranking.

11 viii. Internationalization of research - Unfortunately, private universities in general are currently prohibited from offering PhD programs by the University Grants Commission (UGC), hence the university staff members do not have the opportunity to supervise research degree students, which is considered to be a fundamental part of the process of building research capacity.

12 ix. Internationalization of Curriculum and Pedagogy - Some courses are more internationally oriented than others (e.g. Global Trade, International Banking, Architecture) - Case studies and practical examples tends to focus on local firms

13 x. International students services - Lack of local accommodation is a major constraint for the international students xi. Study abroad and exchange programs - There are many exchange programs in place with several foreign universities, but the number of exchange students is low, mainly due to the financial and visa-processing constraints.

14 CHALLENGE? ACCEPTED.

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