Charges to the President's Panel on Internationalizating UNH
January 4, 2011
President's Panel on Internationalizing UNH
The University of New Hampshire's strategic plan, UNH in 2020, affirmed that the University has "a special responsibility as a flagship state university to help prepare the UNH community and its constituents for engagement with other peoples and across cultures. For UNH to be recognized as a leading world‐class land, sea and space grant university, we must integrate international and intercultural knowledge and experience into our core mission. Global competency is an important measure of a well‐educated citizen and worker of the 21st century."
The President's Panel on Internationalizing UNH will take responsibility for developing a plan for advancing UNH's global initiatives. Among that broad charge are the following embedded questions:
What are the principles and values that should guide further international development?
What organizational or administrative structures are optimal? What are best practices in higher education for developing, promoting, and sustaining international initiatives? What is most realistic, fiscally and administratively, for UNH?
What activities and processes should be centralized? For example, what should be our policies and practices for such topics as emergency management; incentives, training and support for faculty and staff; student eligibility; program quality, approval and review? What should remain decentralized, within the purview of colleges, departments, and individual faculty and staff? What is the appropriate balance between broad, deep institutional relationships and more targeted and serendipitous opportunities in specific areas?
How do we maximize opportunities for all UNH graduate and undergraduate students, and how do we extend our international mission to UNH alumni and friends as well? Consider such topics as having international opportunities and global perspectives built into all majors; support for international students studying at UNH; faculty-led alumni and friends trips; UNH Foundation support for international activities; the role of student organizations; pre-departure orientation and post-travel workshops, etc.
What investments do we want to make in international research, teaching, and engagement, and how do we best integrate the University's missions? For example, what strategic investments do we want to make in language study (especially critical languages), in specific and varied regions of the world, and in institutional relationships? What investments in and uses of technology do we recommend to bring the benefits of international perspectives to everyone, both in and out of the classroom?
How, in general, can we best ensure our continued success? What should our priorities be, and what are the best next steps as we continue this work?
- Academic Initiatives
- The Ten Initiatives: Commercializing UNH's Intellectual Capital
- The Ten Initiatives: Inclusive Excellence
- The Ten Initiatives: Independent Research, Scholarship, and Creative Activity
- The Ten Initiatives: Interdisciplinary Schools and Academies
- The Ten Initiatives: Internationalizing UNH
- The Ten Initiatives: Learning-Centered Environment
- The Ten Initiatives: A Learning Portal (LeaP)
- The Ten Initiatives: New Ventures Fund
- The Ten Initiatives: Partner for Life
- The Ten Initiatives: Research Leveraging
- Planning Process Archive
- Academic Plan
- Office of the President
- Office of the Provost
- Bricks and Mortar Initiatives