All our staff must feel free to prosecute the international collaborations that best suit them and their academic needs, guided by the considerations described above. In order to consolidate the University’s position as a global institution, there are also a number of specific areas that have been highlighted for further strategic action, generally building on objectives already identified in the University Vision & Strategy.
i) Leadership and support for international activities
PRIORITY 1: Leadership
While the Vice-Chancellor takes a lead on international developments and representation, there is still a need for further leadership in the international area, particularly in ensuring that projects are successful and processes effective. The Pro Vice-Chancellor Research will take on this leadership role and thus carry a specific International portfolio. He will liaise with relevant senior colleagues to oversee the implementation of the other actions described below, the majority of which will be delivered via the Research and Enterprise, Education and People Strategies.
Lead: PVC Research & International
PRIORITY 2: The role of the International Office
The International Office is primarily tasked with attracting international students to Bristol and ensuring that they are appropriately welcomed and supported here. They also help Bristol students find international placements. We get high quality international students and feedback suggests that the majority have a very positive time here. This allows us to conclude that the International Office fulfils its current remit well. It could be argued that the Office could fulfil a broader role and especially could be informing strategic international positioning better. We will undertake a review of its current remit and consider whether to broaden its role.
Lead: PVC Research & International/PVC Education/
Academic Registrar with International Office
ii) Education
PRIORITY 3: Internationalised curricula
A key aim in the University Vision & Strategy is that “our curricula will be dynamic, flexible and internationally relevant”, and further that “we will embed within our programmes the skills and learning opportunities that enhance the future employability of our students and prepare them for a globalised environment”. It is likely that the content of our undergraduate and post-graduate curricula are not as internationally based as they could be, and the PVC Education will work with Education Committee to review this and identify mechanisms for development through the new Education Strategy. One possible mechanism could be the delivery of curricula in partnership with international organisations, although such partnerships would have to be approached with caution and with a clear understanding of the benefits and risks involved.
Lead: PVC Education with ESU, International Office
PRIORITY 4: International students
The University Vision & Strategy notes that “we will recruit high-quality overseas students from a range of countries, working where appropriate with international partners”. We will aim to increase our numbers of international students such that they represent approximately 15% of all students, focusing particularly on research postgraduates. As part of our Education Strategy, we will continue to look at ways in which we can improve the international student experience.
Lead: PVC Education with International Office,
Academic Director of Graduate Studies
iii) Research
PRIORITY 5: International partnerships
The University Vision & Strategy specifies that “We are committed to seeking further collaborative and multidisciplinary opportunities…including partnerships with leading overseas institutions”. As part of our Research and Enterprise Strategy, we will develop a comprehensive database of our current international research collaborations and think strategically about broader relationships with particular countries and sub-regions, focusing particularly on North America, Europe and the Far East. A purposeful exposition of why we would wish to initiate strategic research initiatives with these countries in particular may be timely. Thematic initiatives that map to established themes are probably the best instrument for these international relationships.
Lead: PVC Research and International/RED
PRIORITY 6: The United States and Europe
Related to action 5 above, these two geographical areas have, and will develop more, specific initiatives with UK involvement especially in research, such as joint research grant programmes. It is vital that we are proactive about these and we therefore need to improve our intelligence gathering and our profile in these areas and to identify how we can operate most effectively within them.
Lead: PVC Research and International/RED
with Professor Graeme Henderson, International Office
PRIORITY 7: The Worldwide Universities Network
Again related to action 5, a key focus of international collaboration will continue to be the Worldwide Universities Network (WUN). We have been members of WUN since 2001 and the Vice-Chancellor was Chair from 2003 to 2007. The network is primarily focused on research initiatives and has delivered over $40 million additional funding to the partnership as well as over 600 staff and student visits under research mobility schemes, several well- established virtual seminar series and three distributed Masters. There are more than 50 distinct intellectual communities embracing over 3,000 academics worldwide. The reach is truly global, with partners in Europe, China, Australia, Canada and the USA as well as the UK partners. Madison-Wisconsin has just calculated that it gets a 5:1 return on its investment. Publications are now appearing that would not have seen the light of day without WUN. This is a successful, productive and well-established international network and we will continue to look for ways in which our continued membership can not only sustain the network but also maximise the benefits for us.
Lead: PVC Research and International/RED
PRIORITY 8: International visitors and the Institute of Advanced Studies
Many colleagues have stressed that receiving frequent international visitors is a crucial part of being a global university. Such visits will, of course, continue between collaborating academics. We must also ensure that we create international events on campus that are intellectually driven, align with our academic imperatives and attract the very best participants. The University Vision & Strategy highlights the importance of the Institute of Advanced Studies as “a vehicle to host and support a range of multidisciplinary activities”, and the forthcoming opportunity for renewal of leadership allows us to review and recommend how to develop this role further.
Lead: PVC Research & International
PRIORITY 9: International business
One of the research priorities in the University Vision & Strategy is “to seek, manage and provide professional support for strategic relationships and alliances with key national and international partners, including business and industry”. We are undertaking a review of our current relationships with business, and part of that will specifically focus on international businesses.
Lead: PVC Research & International/RED
iv) Staff
PRIORITY 10: International recruitment
A key aim in the University Vision & Strategy with regard to staff is that “in seeking the best people, we will look for applicants for academic and support roles from all sections of the community at home and…overseas”. Through our People Strategy, we will ensure that we make a full global search for staff positions whenever appropriate.
Lead: PVC Staff/Director of Personnel and Staff Development
v) Engagement and communications
PRIORITY 11: Website and database development
We will develop comprehensive web pages focusing on our international activity as an imperative, drawing on existing examples of these on other university websites. We will develop a database of all our current international collaborations, to be included as a map on the website.
Lead: PVC Research & International
with Public Relations Office, RED, ILRT
PRIORITY 12: ‘The Bristol family abroad’
We have tens of thousands of alumni and friends overseas, many of whom are very keen to help us. This is a resource we do not use as effectively as possible, although clearly we can only work within our financial constraints. However, we will review how we can maximise these relationships.
Lead: PVC Research & International/Director of CARO