Page 1
Page 2
Page 3
Page 4
Page 5
Page 6
Page 7
Page 8
Page 9

S.00-14

SIMON FRASER UNIVERSITY

OFFICE OF THE VICE-PRESIDENT, ACADEMIC

MEMORANDUM

To: ?

Senate

From:

J. Munro, Chair

Senate Committee on Academic Planning

Subject: ?

Internationalization for the New Millennium

Date: ?

December 10, 1999

The attached paper on Internationalization for the New Millennium was

considered by SCAP on December 8, 1999 and is now forwarded to Senate for

discussion.

f.&

&4^,AP 

SIMON FRASER UNIVERSITY

Office of the Vice-President, Academic?

Memorandum

To:

Senate Committee on Academic

From: John M. Munro

Planning ?

Vice-President, Academic

Re: Internationalization for the New

Date:

December 1, 1999

Millennium

Simon Fraser University has been involved in international activities at the

institutional level for many years. However, during the past decade, SFU's

international profile has risen dramatically with significant increases in exchange

programs, field schools, development projects and other activities. With this

increase in activities, the President formed an Ad Hoc Advisory Committee on

International Activities in 1997. The Committee focused its efforts and

recommendations on clarifying policy and procedural changes related to

international activities undertaken at the University level. The Committee's

recommendations resulted in modifications to the mandate to the Office of

International Cooperation and to an amended University Policy on International

Activities that was approved by Senate and the Board in 1998.

During the course of their work, members of the Ad Hoc Committee noted the

importance of establishing, at the institutional level, clear priorities, goals and

strategies to guide SFU's international activities. In early 1998, Deans met at the

request of the Vice-President, Academic to share their views on international

priorities for SFU. Subsequently, a working group, representing all Faculties and

Continuing Studies, formed under the aegis of the Vice-President, Academic to carry

on this work and to develop proposals for review within the University.

Their draft paper, was first reviewed and endorsed by Vice-Presidents and Deans and

was then the subject of discussion at three meetings of the Senate Committee on

International Activities (SCIA). In addition, comments were invited from the

University community. SCIA has now agreed to the attached text and has

recommended that this paper go to SCAP and then to Senate for discussion. The

comments and views of SCAP and Senate are seen as very important steps in

finalizing what is essentially a working document and guide to faculty, staff and

students in the University's further development of international activities. Since

this document is not viewed as a University policy, formal Senate approval of this

paper is not being sought.

SIMON FRASER UNIVERSITY

I ?

Internationalization for the New Millennium

1.0 ?

Introduction

During the 1990s, universities around the world increasingly embraced the concept

of internationalization. As we move into the 21st century, internationalization of

higher education in Canada is no longer theory, but rather a reality and a necessity.

What do we mean by internationalization? It can be defined as a process - made up

of a wide range of academic and professional activities, organizational policies,

procedures, and strategies - which integrates an international dimension or

perspective into the teaching, training, research and service functions of the

university.'

Simon Fraser University has been involved in international activities at the

institutional level for many years. However, during the past decade, SFU's

international profile has risen dramatically with significant increases in exchange

programs, field schools, development projects and other activities. Looking to the

future, SFU needs a clear statement of priorities, goals and strategies to guide the

development of its international activities at the institutional level. This document

is meant to be such a guide for SFU students, faculty and staff who are involved in

international activities. This work is to be guided by, and be consistent with

approved University Policies.

0 ?

The goals and strategies outlined in this document are based on planned resource

levels, but where changes or alternative approaches to funding are critical to

meeting targets, these considerations are made explicit.

SFU's statement on

Internationalization for the New Millennium

includes:

• an institutional framework for enhanced internationalization at SFU, within

which each Faculty can develop their own goals and strategies for

internationalization; and

• goals and strategies for key international initiatives that cross Faculty lines.

2.0 Simon Fraser University's Commitment to

Internationalization

The universality of knowledge in the information age, the competitive nature of

world trade and the increasing rate of cultural exchange dictate that the

international dimension of higher education must keep pace with changes

occurring globally. Internationalization is therefore essential for the University to

fulfil its mandate to create and share knowledge, and to provide a learning

environment that prepares students, faculty, and staff to function effectively in an

increasingly integrated, global environment.

'Karen McKellin, "Maintaining the Momentum", BC Centre for International Education, drawing on the work of

Dr. Jane Knight, Ryerson Polytechnic University and Dr. Hans de Wit, University of Amsterdam.

3.0 ?

Principles and Values that Guide

Internationalization

at SFU

• International activities must support the University's mission, and enhance its

standing in Canada and abroad as a leading comprehensive university.

• Internationalization of the University should enrich the educational and

professional experience of students, faculty, and staff, by introducing them to the

languages, cultures, and intellectual traditions of other nations.

• Activities should embody the principles of partnership and mutual benefit with

the communities involved.

• International development and training activities must be financially viable.

• International activities must conform to University policies, including respect

for human rights issues and concerns.

4.0 ?

Elements of

Internationalization

at SFU

• internationalization of curricula

• student mobility programs

. international student recruitment

• SFU student mobility (field schools, exchange agreements)

• faculty/staff mobility

• international delivery of curricula

• development cooperation projects and contract education

• internationalization statements at the Faculty level

10 ?

Goal and Strategy Statements for SFU's International Activities

5.1 ?

Internationalization of curricula

gpa 1

• promote curricula that are international in nature, and that provide a global

and comparative perspective, which are appropriate to particular courses and

programs.

strategy

• encourage Faculties, where appropriate, to internationalize courses and

programs by:

•

infusing content and materials from different countries, cultures and

perspectives

• ?

including different methodologies and cultural approaches to the

subjects being taught while recognizing the cultural diversity of the

students

•

including material that encourages an awareness of global diversity

• ?

including international and Canadian students' experiences from their

cultural and national perspectives

• ?

including and valuing our international partners' academic knowledge

and contributions

November 30, 1999

5.2 ?

Student mobility programs

5.2.1 International Undergraduate Student Recruitment

• work toward the Senate approved limit of 7% enrolment for international?

undergraduate students, from diverse countries (current in 99/3: 3.4%)

strategi,

• increase and augment recruitment activities in selected markets, especially

the United States

• address issues relating to the adaptation of incoming international

undergraduate students to their new environment

• address issues of international fee structure and disbursement through the

University, specifically in high-demand programs and in support of the

recruitment initiative

• address issues influencing access to the University, including language

requirements

• address issues of access to Faculties and to high-demand programs

• adopt the goal of doubling residence space, thereby increasing access for

international students

• create or contract out homestay programs

• explore twinning relationships and off-shore delivery of SFU courses as a

means of attracting international students

5.2.2 International Graduate Student Recruitment

goal

• achieve a target population of 20% for international graduate students, across

the University (current in 99/3: 14.6%)

strategy

• address issues relating to the adaptation of incoming international graduate

students to their new environment

• a Graduate Recruitment Task Force has been formed to review various

issues surrounding enhanced graduate recruitment activities, including:

• introduction of international differential fees or premium fees, especially

for professional graduate programs such as the MBA program (or a model

whereby research-oriented doctoral students and masters students do not

pay premium and differential fees)

• identification of disciplines and programs that international recruitment

efforts should promote, and the fee unit charge that might be levied, by

program

• streamlining of the graduate application process to include: a single point

. ?

of contact for graduate admissions; consistent application deadlines for all

graduate programs; and where feasible, consistent requirements for

documents across graduate programs

November 30, 1999

• definition of appropriate language requirements across the University for

graduate admission, and graduate student access to the English Bridge

program

• creation of University graduate admissions publications, Faculty- or

discipline-specific graduate brochures, and graduate admission web pages

5.2.3 SFU

Student Mobility

goal

achieve a population of 10% of every undergraduate graduating class

acquiring some form of international experience such as student exchanges,

field schools, or international co-op program placements. At present,

approximately 3000 undergraduate degrees are conferred annually. (Current

annual participation in international programs is approximately 220, as

follows: exchanges/80; international co-op placements/40; and field

schools/100.)

strategy

• implement a small number of comprehensive exchange arrangements with

targeted universities, that include graduate and undergraduate student

exchanges, co-op exchanges, faculty and staff exchanges, joint project

delivery, research collaboration, etc.

• create new area studies interdisciplinary minors in Arts and across Faculties

to complement the Asia-Canada Program and the Latin American Studies

Program

• mandate study abroad components in area studies programs and in other

areas such as international business and international relations

• mandate language training for some programs /streams such as international

business, international relations, Asia-Canada Program, Latin American

Studies Program

• strengthen existing exchange ties, and establish a small number of select new

exchanges

• encourage greater faculty participation in the form of mentorships for

incoming (international) and outgoing (SFU) students

• enhance promotional efforts through academic departments, schools and

Faculties

• seek out funding for mobility scholarships and awards

• for graduate students, work with faculty champions to identify appropriate

exchange and research partners that can provide an international experience

related to research, study and professional activities

November 30, 1999

5.3

Faculty

Staff

Mobility

. ?

create mobility opportunities for the permanent SFU community through

staff exchanges, faculty exchanges, and an enhanced visiting lecturer program

strategy

• implement a small number of comprehensive exchange arrangements with

targeted universities, to complement graduate and undergraduate student

exchanges, co-op exchanges, joint project delivery, research collaboration, etc.

• enhance visiting faculty opportunities through a variety of means including

visiting scholar programs offered by the national granting councils and other

funding agencies, as well as internal university mechanisms

• encourage and support the recognition of international experience and

research as part of the career development of faculty and staff

• create more visiting faculty rooms in planned new residence space, to be

allocated to visiting lecturers, researchers, and scholars in consultation with

Deans

5.4 University Advancement

goal

• attract increasing levels of support for SFU and its programs from individuals

and organizations resident outside Canada and foreign corporations with

local subsidiaries or business affiliations

strategy

• maintain contact and foster relationships with individuals and organizations

that have links with SFU

• present opportunities to potential donors to support activities or projects of

particular interest to them

• involve SFU faculty and staff in identifying prospective donors who show

special interest in SFU

5.5

Alumni Relations

gai

• increase the number of registered international alumni and provide them

with opportunities to participate in SFU related activities and to benefit from

alumni services and programs

strategy

• encourage and, where possible, assist alumni in other countries who express

interest in establishing local alumni chapters

• maintain contact with the executive of international alumni chapters

• encourage and assist SFU's senior administrators, faculty and staff in making

contact with SFU alumni when traveling to other countries

November 30, 1999

aggressively pursue opportunities to involve alumni in SFU's international

activities (e.g. invite them to participate in education fairs and student

recruitment, seek their advice and assistance when establishing SFU

programs and projects in their countries, seek their advice on how best to

manage relationships in their countries (including those related to university

advancement)

5.6

International Research

goal

• to support and facilitate international research relationships and activities

that are an integral component of each faculty member's academic career

strategy

• develop and maintain a database of faculty members' international research

activities

• share this information, where appropriate, amongst faculty to provide

synergy in such activities

• ask faculty to represent the University, where appropriate, when traveling

internationally on University business

• help develop strong, comprehensive institutional relationships by according

high priority to faculty members' research interests and to the potential for

future research collaboration, when selecting partner universities in other

countries

• examine explicitly opportunities for research by faculty and graduate students

when designing and bidding on development projects

• advertise more effectively the University's role in major international

research facilities and initiatives (e.g. the Bamfield Marine Station, the

Institute for Studies in Criminal Justice Policy, the Teleleaming Network of

Centres of Excellence, and various research centres and institutes across the

University)

5.7

International Delivery of Curricula

go a 1

• take SFU programs to other countries by delivering SFLJ credit and non-credit

courses to students residing outside Canada

strategy

• invite each Faculty to identify its interest in delivering programs abroad

• identify where high demand exists for particular programs, and match this

with SFU's capacity and interest in international delivery of curricula

• pursue the use of on-line learning, distance education and the formation of

partnerships with high quality institutions abroad as effective means of

delivering our programs internationally

November 30, 1999

• ensure that these program are fully funded, that they require no

subsidization, and do not impede SFU's capacity to deliver courses and

programs to students in Canada

5.8 ?

Development Cooperation Projects and Contract Education

• reach and maintain a project /contract portfolio of at least $5 million per year

• encourage and promote the involvement of all Faculties in these activities

strategy

• identify means of allocating the resources necessary to develop new

initiatives, including the allocation of a share of project overheads for this

purpose

• provide sufficient financial incentives to participating Faculties and

departments, through an increased share of overheads

• focus proactive marketing efforts on key Pacific Rim countries where the

University has experience, contacts, and a competitive advantage, while

remaining responsive to opportunities elsewhere, as they arise

• diversify funding sources, with increased emphasis on World Bank and

regional development bank-funded activities, and client-funded activities.

5.9

Faculty-level Internationalization Statements

goal

• develop explicit goals and strategies for each Faculty

strategy

• secure agreement by Vice-Presidents and Deans to this internationalization

framework at the University level

• have Deans develop, with their faculty and staff, appropriate

internationalization strategies that fit within the agreed University

framework

• encourage Faculties, as part of their goal and strategy statements, to consider

and articulate any plans to pursue the delivery abroad of SFU's courses and

academic programs.

Scia/intLnov30/2205

November 30, 1999