In 2007, the University of Kentucky embarked on a two-year assessment of its international activity, encompassing student mobility, faculty research, global visibility, engagement, accessibility of information, the role of the University of Kentucky International Center (UKIC), and UK’s position vis-à-vis our aspirational benchmarks. The result was a five-year Strategic Plan for Internationalization (2009). The present document aligns those objectives, strategies, and metrics with the five overarching goals of the campus-wide Strategic Plan 2009-2014. The result is a document that will guide decision-making and resource allocation across the UKIC, as well as in the international arena campus-wide. Dowload the pdf at the bottom of this page.
For more information contact: Susan Carvalho, Associate Provost for International Programs: email@example.com
University of Kentucky Mission: The University of Kentucky is a public, land grant university dedicated to improving people's lives through excellence in education, research and creative work, service, and health care. As Kentucky's flagship institution, the University plays a critical leadership role by promoting diversity, inclusion, economic development, and human well-being.
UKIC Mission: The UK UKIC supports the University’s global vision by providing leadership, raising awareness, facilitating the pursuit of international education and encouraging global collaborations for the University community and the Commonwealth.
University of Kentucky Vision: The University of Kentucky will be one of the nation's 20 best public research universities.
UKIC Vision: The University of Kentucky will expand the use of its significant resources to enhance interdisciplinary and interprofessional training and research on global issues, and to foster greater international exposure for students, faculty, staff, and the community.
UK Goal I: Prepare Students for Leading Roles in an Innovation-Driven Economy and Global Society.
Objective 1.1: Develop and foster exposure to global topics and perspectives throughout the curriculum, across all colleges and programs.
Metric 1.1: A catalogue of at least 50 courses that meet defined global learning outcomes will be approved by Fall 2011, and 75 courses by Fall 2012; enrollments in these courses will also be tracked and assessed.
Strategy 1.1.1: Develop student-learning outcomes, to be ratified by the International Council, and to serve as the foundation for the establishment of future certificates, minors, and other curricular planning.
Strategy 1.1.2: Establish an undergraduate certificate that will expand on General Education Learning Outcome #4 (Global Citizenship) and recognize those students who pursue a globally-focused course of study either through their major or elective courses.
Strategy 1.1.3: Facilitate the creation and approval of globally focused courses or other co-curricular experiences, throughout the curriculum of each College, where feasible, working with the corresponding International Council delegate.
Strategy 1.1.4: Foster the establishment of mini-grant or workshop opportunities to promote the creation of globally focused courses and/or resources.
Strategy 1.1.5: Develop library resources to support a more globally focused curriculum.
Objective 1.2: Expand and promote the study and use of world languages at the University of Kentucky
Metric 1.2.1: The number of students enrolled in language courses will increase, as will the number of students enrolled in the critical-need languages of Arabic, Chinese, Japanese and Russian.
Metric 1.2.2: Undergraduate degree programs in Arabic, Chinese and Japanese will be added to current offerings.
Strategy 1.2.1: Encourage disciplines to identify languages important to their study and to signal these opportunities to their students.
Strategy 1.2.2: Encourage disciplines to establish minimum levels of language competency for their students wherever appropriate.
Strategy 1.2.3: Work with Office of Education Abroad to develop listings of education abroad options, categorized by language and language proficiency levels, both to facilitate student search and to help reinforce the relevance of language skills to students.
Strategy 1.2.4: Work with graduate and professional programs to identify appropriate language immersion programs for their students, and develop resources to help these students better take advantage of such programs.
Strategy 1.2.5: Expand the university’s offerings in the critical-need languages. Specifically, add undergraduate degree programs in Arabic, Chinese and Japanese to the existing language offerings at the university.
Strategy 1.2.6: Explore national funding sources for investment in critical-need languages, either for faculty appointments or for enhanced student opportunities at both the graduate and the undergraduate level.
Strategy 1.2.7: Support the General Education proposal to change the University of Kentucky entrance requirement from “2 units of high school language” to “the competency equivalent of 2 units of high school language” as demonstrated through proficiency testing.
Strategy 1.2.8: Work with the Council on Postsecondary Education and the Kentucky P-16 Council to encourage an increase in language offerings throughout the state, in order to develop a feeder system of students prepared to study foreign languages, including the critical-need languages of Arabic, Chinese, Japanese and Russian, at the university level.
Strategy 1.2.9: Promote the hosting of co-curricular events in languages other than English.
Strategy 1.2.10: Promote language-focused interaction between language students and students of English as a Second Language at UK.
Objective 1.3: Develop opportunities for education abroad in each college, without loss of time-to-degree.
Metric 1.3: The number of UK students involved in meaningful international experiences (study abroad, internships, outreach and engagement) will increase, as will the range of colleges from which those students come. Specifically, the number of students in Education Abroad programs will increase from 580 to 800. In addition, we will begin to track increases in the number of non-traditional- destination students, establish baselines, and then project appropriate increases in under-represented (in EA), first-time, and non-traditional students.
Strategy 1.3.1: Encourage disciplines to identify and promote education abroad programs for their students in the language areas identified as important to their discipline.
· Make “sales calls” to departments to determine their needs and describe what the Education Abroad office can offer.
· Develop Selected Education Abroad Sheets (SEAS) for majors with highest concentration of students studying abroad; this will offer pre-selected and pre-approved EA opportunities with ease of academic fit. (Have at least one in each College)
· Work more closely with academic advisors (e.g., host catered informational meetings for advisors), to ensure that study abroad does not increase time to graduation, and to focus on academic fit.
· Examine “credit by examination” policies, for possible improvements.
· Promote non-traditional destinations; increase EA advisor familiarity with non-traditional-destination programs; recognize/increase visibility of students with non-traditional destinations; work with globally focused and social-justice student organizations.
Strategy 1.3.2: Study national best practices in encouraging students to pursue opportunities abroad, with particular attention to first-generation and minority college students; these efforts should begin with their arrival on campus and should continue throughout their course of study, through both Education Abroad-centered efforts and campus-wide faculty commitment.
· Work with Recruitment and Admissions to highlight EA opportunities for high-ability students, in recruiting materials and events.
· Participate in off-campus middle and high school recruiting events and materials, and offer independent EA information sessions at these venues.
· Develop more EA opportunities that are particularly appealing to high-ability and under-represented students, including experiential EA opportunities (service-learning programs, internships, research, leadership programs).
· Develop and implement a comprehensive marketing strategy for EA (brochures, parent sessions, website for parents, improved use of Ambassadors program).
· Locate and develop more EA opportunities for STEM majors; work with STEM colleges and departments to assure good academic fit.
· Explore use of an intercultural sensitivity measurement tool (such as IDI) to assess diversity tolerance of UK students; maintain data to measure the effect of travel abroad in diversity sensitivity.
Strategy 1.3.3: Promote the broader offering of education abroad courses, or courses involving an international travel component, for credit within the new General Education curriculum within the categories of “Intellectual Inquiry” and/or “Global Citizenship.”
Strategy 1.3.4: Fund mini-grants for initiatives designed to increase faculty and staff involvement in, and awareness of, education-abroad opportunities at the campus, college and department level.
Strategy 1.3.5: Promote and encourage UK faculty participation in KIIS (Kentucky Institute for International Programs) and CCSA (Cooperative Center for Study Abroad).
Strategy 1.3.6: Articulate learning outcomes for each Education Abroad program, and implement an assessment plan to track the efficacy of each program.
Strategy 1.3.7: Develop more co-curricular activities that maximize the impact of EA opportunities before and after travel abroad, especially community service.
Objective 1.4: Assist departments in developing programs of international exchange and cooperation that utilize technology to connect students and faculty across the globe, in order to enhance a travel opportunity or replace travel abroad for students who cannot travel.
Metric 1.4: TASC will track global classroom-to-classroom linkages per semester.
Strategy 1.4.1: Encourage colleges to identify promising international partner universities for classroom-to-classroom linkages, and to identify promising departments within those universities and within their own colleges.
Strategy 1.4.2: Work with TASC and the future Teaching/Learning Center to facilitate exchange of technical information, for greater ease in scheduling synchronous linkages.
Strategy 1.4.3: Communicate information learned at national conferences about new technologies to TASC and TLC, for future incorporation at UK.
Objective 1.5: Increase students’ competitiveness for international study scholarships (Rhodes, Marshall, Fulbright, Truman, Gates, Mitchell, etc.).
Metric 1.5: Internal applications for these awards will double (from 5 to 10 for Rhodes/Marshall/Truman, and from 7 to 14 for Fulbright), and the number of awards will also increase.
Strategy 1.5.1: Identify promising undergraduate students both during the application process and during their first semester, through both their strong records of academic performance and their declared areas of interest; utilize the Admissions and Advising networks as well as internationally focused courses in order to identify potential applicants.
Strategy 1.5.2: Enhance visibility of scholarship opportunities to first- and second-year students, utilizing existing communications networks such as the Advising network; UK 101 and Discovery Seminars; Student Affairs; the networks of Chellgren, Honors and Gaines; academic majors; the Graduate School; and other units positioned to identify promising students.
Strategy 1.5.3: Organize formal structures to encourage faculty and staff mentoring of potential applicants throughout their first and second years of study, both to position them for such scholarships and to assist them in achieving other ambitious goals for their careers or further study; enlist support from deans and central administration in support of this effort.
Strategy 1.5.4: Promote greater recognition of past and present UK awardees, thus providing models of success for current students as well as faculty, staff, and administration.
Strategy 1.5.5: Recommend appropriate models and resource estimates for establishing an Office of External Scholarships, or other infrastructure and communications-based resources, which are essential to the success of this initiative.
Objective 1.6: Enhance the affordability of education abroad.
Metric 1.6: Funding for Education Abroad scholarships, including funding for international internships or service opportunities, will be increased.
Strategy 1.6.1: Evaluate costs to students for education abroad and look for ways to reduce financial burdens on students, aligning our policies with national best practices.
Strategy 1.6.2: Work with university Development to increase central funding available for student scholarships for education abroad.
Strategy 1.6.3: Work with college deans to increase development funding for student scholarships offered at the college level, for international study, internships, or engagement opportunities.
Objective 1.7: Leverage community resources in order to expand students’ global experience both on and beyond the UK campus.
Metric 1.7: Creation of an external International Advisory Council by 2011; establishment of local and global internship opportunities through community partnerships by 2014.
Strategy 1.7.1: Establish working relationship between the UKIC, the UK Career Center and the Kentucky World Trade Center.
Strategy 1.7.2: Utilize the connections offered by Kentucky corporations that have a global reach, in order to offer both domestic and international internship opportunities to UK students.
Strategy 1.7.3: Establish an effective communication plan between UK’s UKIC and the statewide business community, in order to make potential contacts more visible and available both to our students and to the businesses.
Objective 1.8: Recruit and yield greater numbers of international students, including students from developing countries. (Obj. 2.1 from Int’l Strategic Plan)
Metric 1.8: The number of international students at UK will be increased from 1300 graduate/professional to 1500, and from 200 undergraduates to 400; these numbers will also reflect greater diversity among the students’ sending countries.
Strategy 1.8.1: Establish waivers of partial out-of-state tuition, for students meeting particular criteria of need or country of origin, and/or increase financial aid to international students with demonstrated need.
Strategy 1.8.2: Engage the professional services of national recruitment organizations such as Peterson’s, Hobson’s, etc., for increasing name recognition and recruitment of international students.
Strategy 1.8.3: Explore feasibility of participating in at least one U.S. State Department-sponsored program to recruit highly academically qualified international students, such as Fulbright or the United States Achievers Program (USAP, http://www.usapglobal.org).
Strategy 1.8.4: Recruit from developing countries and regions to ensure diversity of perspectives and worldviews across a broad array of programs at the University of Kentucky, in accordance with the recruitment strategies of the individual colleges.
Strategy 1.8.5: Participate in international student recruitment fairs worldwide, with particular emphasis on developing countries.
Strategy 1.8.6: Work with internal & external constituencies (e.g. UK Alumni Association, International Council, UK faculty and staff, international student groups, as well as Kiwanis, Rotary Club, World Trade Center, Sister Cities, etc.) to enhance the recruitment of international students.
Strategy 1.8.7: Build relationships with overseas advisors (e.g. Education USA), and with internationally focused education organizations such as ECA, IIE, Fulbright Commissions, AMIDEAST and others, engaging them in promoting UK to overseas students.
Strategy 1.8.8: Work with university Development to identify funding sources for scholarship support for international students.
Objective 1.9: Establish joint or dual degrees that facilitate student mobility both to and from the Kentucky campus. (Obj. 3.1 from Int’l Strategic Plan)
Metric 1.9: At least one joint or dual degree program at the graduate level, and at least one at the undergraduate level, will be established by Fall 2011, and at least two joint/dual degrees at each level will be established by Fall 2014.
Strategy 1.9.1: Closely examine models of other SACS public institutions that offer joint or dual degrees; work with SACS, the Institute for International Education, and the UK Office of Institutional Effectiveness to resolve issues related to joint or dual degrees, at both the graduate and the undergraduate levels.
Strategy 1.9.2: Work with college representatives on the International Council and with the UKIC to facilitate student participation in the abroad component of joint/dual degrees.
Strategy 1.9.3: Work with university Development to develop funding sources to make up differences in tuition between UK and students’ home institutions.
Strategy 1.9.4: Explore possibilities for offering UK degrees on international campuses.
Objective 1.10: Increase the number and the geographical representation of institutional partnerships, with a focus on those that involve student exchanges. (Obj. 3.2 from Int’l Strategic Plan)
Metric 1.10: At least 75 undergraduate/graduate/professional students will participate in institutional student exchanges by Fall 2011, and at least 100 undergraduate/graduate/ professional students will participate in such exchanges by Fall 2013. Baseline figure 2010: 53 students.
Strategy 1.10.1: Facilitate each college’s establishment of institutional partnerships by having the UKIC serve as liaison between colleges and the Office of Legal Counsel.
Strategy 1.10.2: Create an array of templates for international institutional agreements to facilitate conversations between colleges and potential partner institutions, including a Clinical Education Agreement template for Medical Center students; bring all Memoranda of Understanding into alignment with university guidelines and archive them on the Global Kentucky website. (See Goal 6.)
Strategy 1.10.3: Centralize within the UKIC many of the non-academic services that accompany the visits necessary for international collaborations: locate housing, collect household supplies, orient the visitors to central Kentucky, gain access to library/exercise/other UK facilities, and provide general hospitality services—including a student welcoming committee—to help visitors adapt to Lexington.
Strategy 1.10.4: Establish a special fund or account to support visiting professors from developing countries so that individual colleges could competitively apply for traveling expenses to support these kinds of visitors.
Objective 1.11: Encourage increased participation in internship and co-op opportunities by international students (e.g. CPT, OPT).
Metric 1.11: Increase international graduate student participation in internship and co-op opportunities by 10%.
Strategy 1.11.1: Increase number (currently 7-10 sessions per term) and topics (currently 4 topics) of 12 work-related workshop sessions offered.
Strategy 1.11.2: Streamline and standardize application process by exploring possibility of establishing graduate level EXP course, similar to the undergraduate model, with the Graduate School, Stuckert Career Center and various academic departments.
UK Goal II: Promote Research and Creative Work to Increase the Intellectual, Social, and Economic Capital of Kentucky and the World beyond its Borders.
Objective 2.1: Foster the development of globally focused research and engagement, with particular emphasis on those projects that involve international collaborations. (Obj. 4.1 in Int’l Strategic Plan)
Metric 2.1: The number of applications for globally focused research grants will increase.
Strategy 2.1.1: Seek promising international grant opportunities that focus on international research, and in particular those that would maximize our existing research strengths.
Strategy 2.1.2: Facilitate multi-college research projects that maximize faculty expertise and that offer the potential for grant opportunities; utilize the International Council to facilitate applications for multi-college grants.
Strategy 2.1.3: Seek matching grants or seed funding for international research.
Strategy 2.1.4: Collaborate with Proposal Development Office (John Roark) to organize panels for faculty and graduate students, highlighting grant opportunities (through visits by granting agency representatives) or recent global research by UK faculty, staff, and students.
Strategy 2.1.5: Facilitate and encourage faculty to apply for Fulbright grants, to conduct research or teach abroad.
Objective 2.2: Enhance recognition within the university for globally focused research and engagement. (Obj. 4.2 in Int’l Strategic Plan)
Metric 2.2: Achievements in globally focused research and engagement will be routinely publicized to internal and external constituencies.
Strategy 2.2.1: Explore ways of ensuring that excellence in international scholarship is appropriately recognized in the evaluation of faculty performance.
Strategy 2.2.2: Ensure that the Communications division of the UKIC is linked both to UK Public Relations and to the International Council representative from each College, in order to increase the visibility of globally focused research and engagement activities. Use Odyssey magazine and other outlets to highlight international research.
Objective 2.3: Obtain increased development funding for internationally focused research initiatives. (Obj. 4.3 in Int’l Strategic Plan)
Metric 2.3: Funding for international initiatives from foundations, corporations or individual donors will be enhanced. (Metrics to be supplied by Development.)
Strategy 2.3.1: Work with the University of Kentucky Development Office to create a plan for development and promotional work with international corporations, foundations, alumni and donors.
Strategy 2.3.2: Work with college deans to enhance their development efforts on behalf of internationally focused initiatives.
Objective 2.4: Utilize Education Abroad resources to expand opportunities for international research collaborations, for faculty and students.
Metric 2.4: Increase in participation of returning EA students in the eUreKa undergraduate research program, through presentations and poster sessions.
Strategy 2.4.1: Develop UK infrastructure to support international independent research for undergraduate, graduate, and professional students. E.g. independent study courses for UK credit, for research conducted abroad and paper presented after return. Collaborate with Robert Tannenbaum for model.
Strategy 2.4.2: Monitor international grant opportunities and submit appropriate grant applications for undergraduate research.
Strategy 2.4.3: Encourage incorporation of more inquiry-based learning in faculty-led programs abroad.
Strategy 2.4.4: Review tracking systems to ensure that graduate students conducting research abroad (if funded in part by UK) work through EA office to record this work. Encourage graduate students to apply for EA scholarships as incentive if in ISP 599.
Strategy 2.4.5: Consider assigning one study advisor as contact person for all graduate students and DGSs, to facilitate tracking of graduate international research.
UK Goal III: Develop the Human and Physical Resources of the University to Achieve the Institution’s Top 20 Goals.
Objective 3.1: Create a structure that recognizes the primary role of colleges in directing international educational and research initiatives while fostering greater collaboration across the campus. (Obj. 5.1 in Int’l Strategic Plan)
Metric 3.1.1: An International Council will be in place by Fall 2009.
Metric 3.1.2: A comprehensive Global Kentucky web site will be launched by Spring 2010.
Strategy 3.1.1: Establish an International Council comprised of committed individuals appointed by the deans and with reporting responsibility to the dean. These individuals will represent each College. The council will be chaired by the Associate Provost for International Programs. (See Appendix B for a list of proposed International Council responsibilities.)
Strategy 3.1.2: Expand the scope of the UKIC to encompass the work outlined in this strategic plan along with corresponding integration of curricular and communication goals.
Strategy 3.1.3: Create a coordinated website for internationalization, ideally through a Global UK link from the University of Kentucky homepage, to centralize information related to international research, teaching, internships, education abroad, institutional collaborations and service opportunities.
Strategy 3.1.4: Ensure the detailed incorporation of internationalization strategies in the campus-wide Strategic Plan as well as in subsequent College strategic plans.
Strategy 3.1.5: Establish a centrally managed system of awards and recognition for successful projects related to international research, curriculum, or service and engagement.
Objective 3.2: Enhance presence of internationalization at the University of Kentucky through communications and marketing materials as well as enhanced programming. (Obj. 5.2 in Int’l Strategic Plan)
Metric 3.2: Continually increased presence. International content will be included in major university communications and marketing materials (Viewbook, brochures, websites…).
Strategy 3.2.1: Work with university Public Relations and Marketing to highlight international activities through designated PR officer.
Strategy 3.2.2: Work with WUKY, WRFL and the Kentucky Kernel to increase mentions of international activities.
Strategy 3.2.3: Regularly showcase international activities and topics in UK News, on the UK web site and in the UK Alumni magazine.
Strategy 3.2.4: Develop an on-going campus-wide seminar/speaker series focused on international topics.
Strategy 3.2.5: Enhance visibility of the university’s international climate within the local community, through programs such as international fairs, outreach activities, etc.
Objective 3.3: Create an international assessment plan that addresses all aspects of university internationalization on an on-going basis. (Obj. 6.1 in Int’l Strategic Plan)
Metric 3.3: A complete assessment protocol will be in place by Spring 2010.
Strategy 3.3.1: Charge a subcommittee of the International Council, or a division of the UKIC, to work with the Office of Assessment, in order to plan and conduct the assessment and to analyze data and recommend improvement.
Strategy 3.3.2: Work with the Office of Assessment to adapt Digital Measures modules and other existing relevant unit and UK assessment mechanisms to track international activity.
Strategy 3.3.3: Work with the Office of Assessment to develop qualitative and quantitative measures to supplement existing data collection systems, for purposes of tracking international activity.
Objective 3.4: Conduct an inventory to establish baselines and track growth of international activity. (Obj. 6.2 in Int’l Strategic Plan)
Metric 3.4: The inventory will be completed by Spring 2010.
Strategy 3.4.1: Conduct an audit of current activities related to the Strategic Plan using Digital Measures software and other existing unit and campus data collection systems; establish the baseline from which to track changes annually.
Objective 3.5: Improve communication between ISSS and other UK departments to identify and meet their needs when hiring international faculty and staff.
Metric 3.5: By 2013, each college will have had at least one hiring information workshop, and the online request system will be in place for departments to schedule a hiring information workshop.
Strategy 3.5.1: Offer periodic workshops focusing on immigration regulations and procedures for hiring international employees.
Strategy 3.5.2: Improve electronic submission of information using fully automated online request system and software such as E-scholar.
Strategy 3.5.3: Explore the possibility of having an in-house immigration attorney for the university, in order to expand services offered to international faculty and research staff.
Objective 3.6: Increase professional development opportunities for UKIC staff.
Metric 3.6: All UKIC staff members with at least 3 years of experience will make a state, regional, national, or international presentation every 3-4 years, as well as local and campus presentations when opportunities arise.
Strategy 3.6.1: Increase staff presence at regional and national conferences.
Strategy 3.6.2: Expand professional networks beyond the state of Kentucky, in all divisions of UKIC.
Strategy 3.6.3: Encourage research and innovation, as well as assessment and documentation of results.
Strategy 3.6.4: Reserve additional travel funding for staff members with a regular record of presentations and/or publications.
Strategy 3.6.5: Avail ourselves of opportunities for external funding, site visits, familiarization tours by EA providers, government-sponsored familiarization initiatives, and other funding or networking enhancements.
Strategy 3.6.6: Maintain institutional membership in national professional organizations.
Objective 3.7: Improve the efficiency of EA processes.
Metric 3.7: More students will go abroad without concomitant staff increase.
Strategy 3.7.1: Conduct “LEAN” process analysis for management of transcripts of returning EA students.
Strategy 3.7.2: Review all processes related to Studio Abroad software.
Strategy 3.7.3: Utilize university resources (TASC, IRIS, HR) to continue to streamline and improve EA processes.
Strategy 3.7.4: Cross-train all EA staff.
Objective 3.8: Leverage new technologies to increase efficiency of International Student and Scholar Services and to encourage more participation by international students in campus wide programs.
Metric 3.8: Response time to student requests, on average, will be reduced from 3 days to 1 day.
Metric 3.8.2: All amenable immigration-related forms will be available on the website, able to be filled and submitted in an online format, by 2013. All new students’ files will be completely electronic. By 2013, all remaining J-1 and F-1 student files will have been converted into digital format, and old files will have been disposed of or stored appropriately.
Metric 3.8.3: The number of international students involved in campus wide programs will increase (to be tracked through TallyCats system).
Strategy 3.8.1: Move from paper-based sign-in system to use of fully automated, computer-based check-in system.
Strategy 3.8.2: Transition from completely paper-form-based request system to fully automated online request system for students’ routine immigration-related requests.
Strategy 3.8.3: Transition from any remaining paper-based student files to a fully digital student file system.
Strategy 3.8.4: Launch social networking pages and groups to encourage international students to participate in programs designed to integrate them into campus life.
Strategy 3.8.5: Develop online chat hours where students may ask questions about immigration, campus life, and other matters affecting their satisfaction with life at the university.
Strategy 3.8.6: Expand use of Hobson’s Connect to communicate with conditionally admitted students and continuing students.
UK Goal IV: Promote Diversity and Inclusion.
Objective 4.1: Enhance the campus climate for international students, and create a more favorable campus climate for internationalization for all students, faculty, and staff. (Obj. 2.2 in Int’l Strategic Plan)
Metric 4.1: Favorability ratings from international students and faculty in focus groups and other survey instruments, such as the annual senior exit survey, will be tracked and assessed.
Strategy 4.1.1: Work with the UKIC, Student Affairs and Multicultural Affairs to troubleshoot all aspects of an international student’s engagement with the university.
Strategy 4.1.2: In conjunction with individual college and Human Resources efforts, develop training modules for staff and faculty on interacting with international students, including information on cultural mores of the nations or regions from which UK draws large numbers of international students.
Strategy 4.1.3: Work with Housing to better publicize the Global Village learning community among domestic students.
Strategy 4.1.4: Work with the Center for English as a Second Language to develop ways to involve more domestic students in English practice for international students, and to make ESL more accessible to international students.
Strategy 4.1.5: Improve support services for international students, by providing effective liaison structures for resolving on- and off-campus difficulties; work with relevant government and local agencies to troubleshoot off-campus issues for international students—e.g. public transportation, housing.
Strategy 4.1.6: Award mini-grants to faculty, staff, and students for the development of innovative ideas for expanding and intensifying international student experiences on campus, as well as for engaging both international students and returned study abroad students in intercultural activities.
Strategy 4.1.7: Establish programming to welcome and connect spouses of international students and scholars; create volunteer students/spouses/family network to sustain this.
Strategy 4.1.8: Establish an International Student Ambassador program to promote more interaction between domestic and international students through specific programming.
Strategy 4.1.9: Fully incorporate ESL students into the services provided by ISSS as well as central campus (Student Billing, SAP).
Strategy 4.1.10: Explore the possibility of establishing an International Center comparable to the MLK Center, where students and scholars can meet and plan internationally focused events.
Objective 4.2: Increase diversity of students in EA programs: See Goal I.
UK Goal V: Improve the Quality of Life of Kentuckians through Engagement, Outreach, and Service.
Objective 5.1: Strengthen the culture of global awareness within Kentucky. (Obj. 7.1 in Int’l Strategic Plan)
Metric 5.1: Public perceptions of the importance of global outreach to the economy of Kentucky will improve.
Strategy 5.1.1: Disseminate the White Paper on Internationalization to key audiences statewide.
Strategy 5.1.2: Encourage faculty and staff involved in international efforts to publicize their work to state-wide audiences.
Strategy 5.1.3: Track and publicize the economic contributions of international students, faculty, staff and programs to the overall economy of Kentucky.
Strategy 5.1.4: Routinely publicize globally themed events to off-campus audiences, particularly to students in primary and secondary schools, as appropriate.
Strategy 5.1.5: Develop international service-learning and field-based opportunities for UK students to learn and experience first-hand how other countries approach social problems.
Strategy 5.1.6: Increase recognition of international engagement opportunities at all levels.
Strategy 5.1.7: Increase financial resources of international engagement opportunities, through both internal and external funding sources.
Objective 5.2: Strengthen awareness of Kentucky’s unique relationship with Ecuador.
Metric 5.2: Participation in Ecuador-related activities will increase, and will represent a broader range of constituencies.
Strategy 5.2.1: Implement the KY-Ecuador Partners strategic plan.
Strategy 5.2.2: Collaborate with other groups and organizations involved with Ecuador when objectives overlap, e.g., Sister Cities, Shoulder-to-Shoulder, KIIS, WKU Study Abroad, UK Honors Program study abroad.
Objective 5.3: Increase international programming in the community, especially at the K-12 level.
Metric 5.3: Increase number of K-12 students, schools, and other organizations to whom UKIC makes presentations. 2008-09 numbers 1871, target figure for 2014: 2338. Also, submit 2-3 proposals for external funding for such programming, during the period 2009-2014.
Strategy 5.3.1: Continue the use of a graduate student to carry out programming.
Strategy 5.3.2: Expand opportunities for international members of the UK community to collaborate in K-12 and community programming.
Strategy 5.3.3: Seek enhanced funding such as the Commonwealth Collaboratives, to expand programs. [Submit 2-3 proposals during the 5 years]
Strategy 5.3.4: Work with Kentucky Returned Peace Corps Volunteers on programming for the 50th anniversary of the Peace Corps in 2011.
See Appendix A for the FIPSE/ACE recommended student learning outcomes, recommended for use as a model.
Two benchmark models include Penn State and the University of Kansas. Students might take one core course focused on intercultural awareness, and then select two more courses from a list to be identified by the International Council. An intercultural experience (to be defined) might also be required.
In Fall 2008, UK offered three critical languages (Arabic, Chinese and Russian) offered in 14 sections. Critical languages are those defined by the U.S. Department of State as those for which more bilingual speakers are needed in the U.S. than are available; see for example https://clscholarship.org/home.php, which lists the languages as Arabic, Bangla/Bengali, Chinese, Hindi, Korean, Persian, Punjabi, Russian, Turkish, and Urdu. See also http://www.state.gov/r/pa/prs/ps/2006/58733.htm.
Such opportunities would help to increase the competitiveness of UK students for programs such as Fulbright.
Doing so will increase the number of majors in critical-need languages from the current one (Russian) to four. We estimate that six additional faculty positions will be required: one in Japanese, two in Chinese and three in Arabic. (A minimum of four faculty members are needed to offer a degree program in a language. It should be noted that a university cannot certify teachers in a language for which it does not offer an undergraduate degree program.)
Create tailored Education Abroad Sheets (SEAS) for each major, highlighting Education Abroad opportunities favored by departments/divisions.
Benchmark model: University of Minnesota Innovation for Broader Engagement grants.
NAFSA guidelines, norms of external program providers, etc.
Virginia Tech and Texas A&M have joint degrees with Politecnico de Milano; North Carolina State University with Hochschule Munchen, Germany and Jyvaskyla UAS, Finland.
UKIC should develop a comprehensive guide to hosting international visitors, including options for housing, clear guidelines for remuneration of invited guests, and appropriate visibility for these visits.
See Goal 6 for plans to identify existing strengths in internationally focused research.
See Objective 5.2.
The plan should include structures for oversight of the process, specific suggestions for instrumentation and for application of the data generated, an overall timetable for the cycles of assessment, plans for dissemination of the assessment results, and resources sufficient to ensure the integrity and continuation of the assessment protocols. The assessment results should be accessible and user-friendly (see Objective 5.2).