Internationalisation Strategy

A university-wide consultation of staff and students fed into our Internationalisation Strategy was written and approved in February 2010. 

Internationalisation Strategy executive summary

1. Introduction
‘Internationalisation’ is considered to be the process of integrating an international or intercultural dimension in to our teaching, research and service functions (De Wits and Knight). Being an internationalised university is concerned with the development of a multicultural community of students and staff; the provision of a supportive environment and educational experience that prepares our students at all levels for global political and social environments; and the development of international alliances and partnerships to support and build our capacity and capability in education, research, enterprise and knowledge exchange. The University of Glasgow has a strong tradition of internationalisation; there is much to be proud of. Throughout its 550 year history the University has supported the establishment and development of universities all over the world; its graduates have contributed to economic, environmental and social development on every continent; and through its research outputs, the University has contributed in a significant way to the development of new technologies, therapies, economic change and cultural enrichment world wide.

Our commitment to internationalisation is evident in the University’s strategic plan for 2006-10, ‘Building on Excellence’, which articulates our ambition ‘to be one of the small number of universities recognised as being the best in the world’, and the strategies that flow from it. We will launch our next strategic plan soon, which will reinforce this high level ambition, and it is in this context that the Internationalisation Strategy has been developed to:

• engender shared understanding of our institutional priorities in the international arena
• guide academic units and services in making resource and development choices
• ensure that we embed an international dimension in all our policies, strategies and processes
• enhance our international competitiveness

Opportunities exist for the University to increase its international profile and reach, and to maximise our capability and capacity in education and research. The Internationalisation Strategy is intended to be a framework for action and development. It highlights key goals within cross cutting themes for the University, anchored in our strategic ambition to be one of the small number of institutions recognised as being the best in the world.

2. Key Themes
Six key themes of the strategy have been identified, each with a core objective and supporting goals:

1. Student Experience: To enhance the student experience at Glasgow by offering a culturally diverse learning environment that prepares students for global employment and citizenship and an experience built upon a wide range of world class support services, from point of enquiry to post graduation
2. Research and Knowledge Transfer: To grow research and knowledge transfer business internationally to achieve a position in the world’s top 50 research leading universities.
3. Staff: To support effective engagement of staff with the goals of internationalisation and promote a culturally diverse community
4. Alumni: To enhance engagement with the University’s international alumni in support of the University’s strategic objectives
5. Partnerships: To increase partnership working on a sustainable and mutually beneficial basis
6. Local Engagement:  To work with the city and the West of Scotland region to support social, cultural and economic development through the international profile and reach of the University.

3. Integrating and Improving our Infrastructure and Processes
In addition to the six themes listed above, a strong commitment to improving our infrastructure, processes and internal/external communications is required to implement the strategy successfully. This focus on improving internal operations which requires integration of academic and service functions will be captured in the associated action plans. However priorities for action include defining and benchmarking ‘world class standards, improving market intelligence and business planning and reducing duplication of effort.

4. Enhancing and Communicating the University’s Profile Internationally
Central to the internationalisation process is the imperative to augment the University’s international profile and promote its reputation as a centre of excellence in research and education. This relates to positioning and ranking, including perceptions of both of these facets by other leading universities around the world. The actions related to promoting our profile will have regard for the identification and communication of the university’s key strengths and capabilities. As a Top World 100 University, Glasgow aims to increase its international presence across a wide range of activities and believes that its already strong reputation can be promoted further in key markets. As well as utilising a range of international media platforms, our staff and students will be supported to become more effective Glasgow ambassadors in our target regions.

5. Leadership, Management & Organisation
The Internationalisation Steering Group has been established to direct the development of internationalisation action plans, and to monitor progress against the strategic objectives. Key indicators of progress are currently under consideration in light of the indicators currently reported to Senate and Court; the purpose of the internationalisation suite of indicators will be to provide colleges with a more sensitive framework for self-evaluation.

Regional action plans are currently in development. The International Deans (formerly Regional Champions) convene working groups / project groups to identify and coordinate potential opportunities and areas for development in each global region. These groups will act as a source of advice for staff, especially related to academic business development, identification of potential strategic partnerships with targeted institutions, and facilitation of activities to build the profile of the university in key markets. For the University to fully capitalise on international opportunities effective communication channels need to exist between the faculties, services and the International Deans. As we move to a College and School structure, mechanisms to progress this work in a coordinated manner are being developed.

6. Resources
Additional investment to enhance international student recruitment and marketing of the University, support alumni relations development and promote the development of collaborative programme development with partners overseas was agreed by Senior Management Group in 2008. Further investment may be required to support other commitments within the internationalisation strategy. These will be identified and prioritised for consideration by the Senior Management Group as appropriate.

Professor Andrea Nolan
Senior Vice-Principal

19/02/10