Building world class networks of learning and innovation that can attract funding from outside the South African education system

preamble

Internationalisation is undoubtedly one of the most powerful forces for change in contemporary Higher Education (HE). The international dimension and the position of HE in the global arena are given greater emphasis in international, national and institutional documents and mission statements than ever before.

A UNESCO (2009) publication states that universities have always been affected by international trends and to a certain degree operated within a broader international community of academic institutions, scholars, and research. Yet, 21st century realities have magnified the importance of the global contex. It is clear that the internationalisation of HE is a complex, multi-dimensional and often fragmented process.

The factors that foster or impede internationalisation activities developed at an institutional level cannot be viewed only in the national and international context. There are influences deeply rooted in the normative and cultural insights, such as history and culture; academic disciplines and subjects; the HE institution’s profile and strategic imperatives; national policies; regulatory frameworks; finance; and the African and developing economy agenda. There have always been many different terms used in connection to internationalisation of HE. In literature and in practice of internationalisation of HE, it is common to use terms that only address a small part of internationalisation and/or emphasise a specific rationale for internationalisation. Most of the terms used are either curriculum-related: international studies, global studies, multi-cultural education, inter-cultural education, etc., or mobility related: study abroad, education abroad, academic mobility, etc.

This document has relevance to the future of the Cape Peninsula University of Technology (CPUT) and the strategic value of purposeful partnerships, while building inclusive networks, and internationalisation of our academic and research activities. In other words, these activities become of strategic importance to CPUT and therefore form part of the CPUT institutional strategy, Vision 2030 (ONE SMART CPUT). ONE SMART CPUT embeds the elements of a smart university as fundamental to CPUT’s strategic technology focus.

These elements are summarised as Smart T&L, Smart RTI, Smart Infrastructure, Smart People, Smart Governance and Smart Impact, in relation to CPUT’s relevance and responsiveness to the CPUT stakeholder environment and civic society. Whilst SMARTNESS is technology and human-centeredness related, ONENESS is especially concerned with building a climate and culture of unity and identity for all stakeholders at CPUT.

Furthermore, this document is in response to the Government Framework on Internationalisation (March 2019) and the strategic positioning of CPUT as a University of Technology in the national and international environment, both as teaching institution (T&L) of note, as well as research institution (RTI) of note, as deliberated in ONE SMART CPUT. The document is the result of engagement across CPUT, discussions on CPUT’s internationalisation, the alignment to the Government Framework on Internationalisation, the National Development Plan 2030 (NDP 2030) requirements, the STI White Paper (2018) and the African Agenda 2063.

in our smart internationalisation, we set the following principles:

Being smart, by engendering strategic internationalisation into CPUT for CPUT to participate in the international space

Being smart, by guiding faculties and entities in making resource and development choices in the global space

Being strategic, and deliberately selective, in pursuing international collaborations in line with ONE SMART CPUT’s focus on technology-enabledness and human-centricity

Being smart by ensuring that internationalisation is embedded in the CPUT DNA

Contribute to South Africa’s competitiveness through programmes and mechanisms that contribute to our academic and research value and our focus on the digital world of work

Engagement and buy-in to new strategy