HE senior mgrs_Apr18 - Bournemouth University

enterprise/consulting) with the non-academic,particularly activities currently undertaken by theInternational Office (IO) relating to theinternational experience, including studentexchanges. The ‘academic’ and ‘non-academic’are obviously not clear cut distinctions but withregard to the latter, the Centre will becomeinvolved for example, with the functions of the IOfrom a perspective that is strategic and scholarlyrather than operational (operational defined as:international student recruitment and support).Separating out the outward facing aspects of theIO and re-positioning activities within the Centreshould enable the former to focus on recruitmentwhile the latter enhances ‘internationalisation athome’ in a more coherent way. The spirit ofworking in partnership will be critical to success.Indeed, developing mechanisms for collaborationacross the range of institutional departments andfunctions to ensure that the global perspectivesagenda is a key feature of activity and fullyintegrated will be vital.Attempting to combine the academic with thenon-academic acknowledges what the researchreveals as important: ‘internationalisation iseverybody’s business’ (Middlehurst, 2006) – thechallenge is to find ways to work across the ‘silos’within HE and to align academic leadership withthe leadership and activities of professionalservices. The Centre will fulfil a consultancy roleacross the institution, bridging the academic andnon-academic domains but with particularregard in the short-term to the urgent task ofworking with academics to internationalisecourses and develop more inclusive pedagogicapproaches. This will require senior managementsupport in the short term, until full buy-inis secured.Figure 2: The Working ModelA holistic approach to the ‘globalisation’ agenda at Bournemouth University23