Task force for comprehensive internationalization edited

2014

Task Force for Comprehensive Internationalization This report is the culminating work of the Task Force for Comprehensive Internationalization.

It submits the specific goals, strategies, and initiatives necessary to further advance internationalization efforts at Virginia Commonwealth University.

Task Force for Comprehensive Internationalization Table of Contents EXECUTIVE SUMMARY.......................................................................................................................... 2 CONTEXT FOR INTERNATIONALIZATION ................................................................................................... 2 THE PROVOST’S CHARGE ..................................................................................................................... 4 TASK FORCE STRUCTURE ..................................................................................................................... 4 AREAS OF FOCUS FOR INTERNATIONALIZATION ....................................................................................... 5 IMPLEMENTING UNIVERSITY STRUCTURES FOR THE GROWTH OF INTERNATIONALIZATION ........................... 5 PERFORMANCE MEASURES: ................................................................................................................. 7

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CREATING AN INTERNATIONALIZED CAMPUS CULTURE ............................................................................ 7

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ENHANCING THE RECRUITMENT, RETENTION, AND INTEGRATION OF INTERNATIONAL STUDENTS AND SCHOLARS INTO THE VCU COMMUNITY ..............................................................................................

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INTERNATIONALIZING THE CURRICULUM .............................................................................................. 12 FACILITATING INTERNATIONAL RESEARCH CONTRIBUTING TO THE HEALTH AND WELL-BEING OF THE LOCAL AND GLOBAL COMMUNITIES. .................................................................................................. 14 SUMMARY ........................................................................................................................................ 17 IMPLEMENTATION OF RECOMMENDATIONS .......................................................................................... 17

Executive Summary On December 19, 2011 the Provost and Senior Vice President for Academic Affairs, Dr. Beverly Warren, charged a university-wide task force to begin the process of an institutionwide analysis on internationalization. In June 2012, the task force submitted a preliminary report to the Provost highlighting the current best practices regarding internationalization most relevant to Virginia Commonwealth University (VCU). In August 2013, the task force submitted an interim report identifying current strengths and opportunities for internationalization at VCU. This final report highlights the specific goals, strategies, and initiatives necessary to further institutionalize campus internationalization.

The task force identified five primary areas of focus for comprehensive internationalization, to which the task force recommends VCU devote significant thought, effort and resources.

These are: clarify and strengthen faculty incentives and rewards for engaging in activities that further internationalize the university; better capture and highlight these international activities and efforts; continue to create a campus culture that supports international students; enhance intercultural experiences for all members of the community; and improve international partnership processes and policies to respond more fully to the priorities of academic units. If implemented, these recommendations will allow VCU to graduate culturally competent students, increase the university’s global presence, and enhance the cohesiveness of research, teaching, and service activities strengthening the well-being of our local and global communities.

Virginia Commonwealth University’s strategic plan, Quest for Distinction, clearly asserts that as the premier, urban public research university in Virginia, our goal is to graduate students who are equipped and prepared to engage in a 21st century global environment. The American Council on Education defines internationalization as “the process of integrating an international/intercultural dimension into the teaching, research, and service functions of the institution.”1 Through careful planning that takes into account VCU’s culture, as well as the challenges faced both locally and globally, internationalization yields many benefits including greater integration between academic units, increased funding opportunities, competitive and globally competent graduates, and enhanced visibility for VCU’s global footprint.

At an internationalized university, “international” is not an added aspect of courses that are offered, the research conducted, or the opportunities provided to students. Instead, internationalization is integral in all facets of the university and pervades the curriculum and co-curriculum of our students. At VCU, the goals of internationalization are directly aligned with the future direction of the university, as outlined in Quest for Distinction.

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J. Knight (1994), cited in Madeleine F. Green and Christa Olson, Internationalizing the Campus: A User’s Guide (Washington DC: American Council on Education, 2003), p. 3.

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Context for Internationalization

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Theme One articulates our determination to become a leader among national research universities providing all students with high-quality living and learning experiences focused on inquiry, discovery, and innovation in a global environment. A strong curriculum in world languages, international affairs, and area studies, diverse opportunities and support for education abroad, and smooth integration of international elements into all fields of study are the cornerstones of this leadership. Enhancing the recruitment and retention of international students and scholars plays a central role in this endeavor. VCU Globe is the premier model as VCU students in a global living-learning community reside with visiting international students and scholars.

Theme Two states our intention to attain pre-eminence as an urban, public research university by making contributions in research, scholarship, creative expression and clinical practice that brings national and international recognition. As a research university, VCU has established a worldwide network of connections that furthers its missions of engaged teaching, research, and service. We must identify ways to increase opportunities for international research and scholarship, and devise strategies that better record and report on international research collaborations and opportunities.

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Theme Three declares that we will achieve national recognition as a fully integrated research university with a commitment to human health. Increased opportunities and funding for VCU faculty to engage in high-impact, collaborative, interdisciplinary research will help to achieve this goal. The creation of a Center for Global Health will promote synergies across academic units and colleges on both campuses.

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Theme Four envisions VCU as a national model for community engagement and regional impact. A locally engaged campus that values, promotes, and participates in events that connect individuals to languages, cultures, and realities of world populations is vital. When students cannot study abroad, we need to create structures and opportunities to expose students to other cultures at home. Many VCU students will learn about the world and other cultures through interaction with international students on campus and in the Richmond community.

The Provost’s Charge The Provost’s charge to the task force was threefold: 1. Identify national best practices that merit emulation.

2. Inventory current goals, practices and resources to determine strengths and areas for growth and convergence at the institutional level.

3. Establish goals and benchmarks as well as the strategies to achieve them.

The Provost asked the task force to address three specific areas of concern in its initial phase: 1. Continue to increase the number, quality, and engagement of our international students.

2. Continue to increase the global engagement of our students.

3. Investigate alternative opportunities for partnership.

Task Force Structure

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The task force is comprised of 50 members representing undergraduate and graduate students, faculty, and staff from the Monroe Park and Medical College of Virginia campuses.

The task force was divided into four subcommittees, each chaired by a member of the executive committee. Subcommittees included Campus Culture and Community Engagement; International Students and Scholars; Teaching and Curriculum/Education Abroad; and Strategic Partnerships and Research.

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Throughout the work of the task force, VCU was a participant in the tenth cohort of the American Council on Education (ACE) Internationalization Laboratory. VCU’s involvement with ACE provided the task force with expertise and research regarding best practices for campus internationalization, consultation with ACE staff, meetings with the lab cohort, and two on-campus site visits by an ACE peer review team.

Areas of Focus for Internationalization Based on the ideas, information and data collected through town halls, surveys, meetings, and the ACE Laboratory, the task force members identified five main areas of focus for comprehensive internationalization at VCU. These are: growth of university structures; creating an internationalized campus culture; increasing the recruitment and retention of international students; internationalizing the curriculum; and facilitating international research contributing to the health and well-being of the local and global communities.

Each focus area is articulated below as a broad institutional goal statement. For each goal, current practices, accomplishments, and challenges are highlighted, key strategies for moving forward are identified, and metrics for measuring progress in strategy implementation are provided.

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Implementing University Structures for the Growth of Internationalization

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Internationalization at VCU requires a commitment on behalf of the university to promote and reward international endeavors in teaching, research, and service. Faculty incentives and funding opportunities must grow in order to promote international engagement among faculty. To further promote international collaborations, the institution should increase the visibility of current international work and publicize opportunities for future international partnerships.

Goal 1: Elevate the visibility of global engagement at VCU with respect to teaching, research, and service, and enhance the administrative structures that promote and support international efforts.

Recent and Existing Accomplishments Related to University Growth Structures ● In 2013, the original slate of 15 international partnership universities was expanded to a small cluster of university strategic partnerships plus a growing number of partnerships initiated by academic units across the university. ● The establishment of the Provost’s Global Advisory Council in 2012 created the first university-wide body to deliberate on international strategies. In 2013, the inception of the Global Advisory Network provided a framework for effective communication and the institutionalization of internationalization at VCU.

● Over $300,000 was disbursed in 2013-2014 and again in 2014-2015 through Quest Global Impact Awards helping to support and promote the global reach and visibility of VCU. Strategy 1.1: Clarify structures and communication strategies related to international activities at VCU. Initiative 1.1.1: Elevate the leadership role of GEO and the importance of international activities to the university by restoring the Vice Provost position as the senior international officer.

Initiative 1.1.2: Clarify the function of the Provost’s Global Advisory Network as an extension and institutionalization of the Task Force for Comprehensive Internationalization.

Initiative 1.1.3: Use the Global Advisory Network to facilitate better communication with academic units about policies and procedures relating to internationalization.

Strategy 1.2: Focus strategic partnerships: Ensure that each of our designated partnerships sets and achieves goals and objectives that match the university’s strategic plan, Quest for Distinction.

Initiative 1.2.1 Develop goals and objectives for each partnership that support Quest, and establish an evaluation process to require each of the partnerships to measure annual progress against established goals and objectives.

Initiative 1.2.2: Establish “strategic university partners” while also valuing international collaborations that may occur outside those strategic partnerships.

Initiative 1.2.3: Revise and enhance the structure of partnership directorship so that it does not rely on a single faculty member.

Initiative 1.2.4: Develop structures that will broaden support and oversight for university partnerships.

Initiative 1.2.5: Enhance collaboration between GEO and the Office of Research to increase the number of research grants that involve international partnerships and the amount of extramural funding received by projects with partner universities.

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Performance measures: ● Restoration of the Vice Provost position as the senior international officer ● Completion of a revised charge and reporting structure for the Provost’s Global Advisory Network

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Initiative 1.2.6: Increase the number of student and faculty exchanges with partner universities and the number of students and faculty engaged in projects with the partner universities.

Performance measures: ● Establishment of annual partnership evaluations ● Amount of extramural funding received for research with partner universities ● Number of student and faculty exchanges with partner universities

Creating an Internationalized Campus Culture An understanding of the world originates from exposure to other countries and cultures through contact with VCU’s international community, including international students, staff, faculty, and scholars. Creating a campus culture where members of the VCU community have significant exposure to world cultures increases the cultural competency of students by equipping them with the tools necessary to solve 21st century global problems. VCU also benefits from improved relationships with local and statewide communities by better reflecting and embracing the diversity of the region.

Goal 2: To create a vibrant and locally-engaged campus community that values, promotes, and participates in events that connect individuals to languages, cultures, and social realities of world populations.

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Recent and Existing Accomplishments Related to Internationalizing Campus Culture

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● University-level administrative units operate intercultural initiatives and events, and a large number (N=34) of student cultural clubs help foster cultural awareness. ● VCU hosts annual, high profile local intercultural events, such as the Intercultural Festival, VCUQ Day, and the French Film Festival. ● VCU’s new living-learning communities, ASPiRE and VCU Globe, provide on-campus opportunities to increase intercultural experiences and learning, with the potential to engage large numbers of students. ● Focus groups and surveys have been conducted to identify levels of intercultural engagement on campus.

Strategy 2.1: Increase the number of employees who attend a “local-global” event on campus each year.

Initiative 2.1.1: Use VCU’s Community Service Leave policy to enable staff employees to volunteer with local cultural organizations.

Initiative 2.1.2: Raffle tickets for free entry to “local-global” events on campus.

Performance measures: ● Number of employees who use VCU’s Community Service Leave policy each year ● Number of employees who attend “local-global” events on campus each year Strategy 2.2: Increase the number of students who attend a “local-global” event in the Metro-Richmond area each year Initiative 2.2.1: Provide students with transportation to off-campus “local-global” events (e.g., shuttle buses).

Initiative 2.2.2: Provide funding through the Office of Student Affairs to student organizations that collaborate with one another to host “local-global” events on campus.

Initiative 2.2.3: Tap VCU Globe as a hub for initiating and co-sponsoring at least one signature student-focused “local-global” event per year, which could also serve as a recruitment tool for Globe.

Initiative 2.2.4: Incentivize student organizations with “match” requirements for receiving special funding to co-host (e.g., crowd-sourcing).

Strategy 2.3: Enhance the value placed on “local-global” events (on campus and in the Metro-Richmond area) by employees and students.

Initiative 2.3.1: Develop and promote one or two signature “local-global” events (e.g.

Intercultural Festival) each year and develop strategies for marketing these events to key audiences to raise awareness, attendance, and pride.

Initiative 2.3.2: Create communications infrastructures (e.g., committees) that connect campus offices, community organizations, and individuals who have knowledge of “local-global” events. Potential partners include VCU School of Media and Culture, VCU School of World Studies, VCU Office of Student Organizations, VCU Division of Community Engagement, VCU Public Affairs, VCU Human Resources, Metro Richmond cultural organizations.

Initiative 2.3.3: Create communications outlets and effective communications strategies (e.g., PR campaigns, the web) to provide information about “local-global” events to specific stakeholder groups (students, faculty/staff, classified employees).

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Performance measures: ● Number of students who attend a “local-global” event annually ● Number of “local-global” events student organizations host on campus each year

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Possible partners include School of Media and Culture, Public Affairs, Human Resources.

Initiative 2.3.4: Leverage the Institute for Contemporary Art as a new campus partner to support “local-global” activities.

Initiative 2.3.5: Enlist private-public partnerships with Richmond area for-profit businesses to co-sponsor and advertise “local-global” events.

Performance measures: ● Creation of a signature “local-global” event on campus ● Measure the value of “local-global” events through a Likert scale survey ● Number of co-sponsorships with private-public partners for “local-global” events

Enhancing the Recruitment, Retention, and Integration of International Students and Scholars into the VCU Community

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The success of internationalization at VCU will benefit from the increased recruitment and retention of international students and scholars. The presence of a culturally diverse population enrolled in academic programs, present on exchange initiatives and as participants in research programs, enriches the overall environment and multiplies opportunities for domestic students to gain international experience without having to leave campus.

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Goal 3: Enhance the integration of international students and postdoctorals into the VCU and Richmond communities to enhance their success and contributions to the preparation of all students for achievement in a global environment.

Recent and Existing Accomplishments Related to Enhancing the Recruitment and Retention of International Students and Scholars ● Creation of the International Students and Scholars Program (ISSP) office in GEO to specifically address and support international students and scholars ● ISSP Director sends memos to faculty members each semester notifying them of international students enrolled in their course ● ISSP office offers ongoing workshops for international students throughout the year Strategy 3.1: Increase transitional services for international students and scholars upon arrival.

Initiative 3.1.1: GEO and academic units should collaborate to extend and expand the scope of “on-boarding” services for transitioning students to academic, laboratory, and clinical environments.

Initiative 3.1.2: GEO should continue to view “orientation” as extended activities to inform international scholars of the culture of higher education (including, for example, classroom discussion expectations, student responsibilities, ethical standards, and assessment methods).

Initiative 3.1.3: Explore additional ways in which the English Language Program (ELP) student community can, as a component of ELP training, initiate immersion for incoming students in their academic departments.

Initiative 3.1.4: Boost support for international students’ and scholars’ awareness and understanding of housing agreements. Media campaigns and outreach to local landlords could be facilitated as a collaboration between GEO and Residential Life and Housing.

Initiative 3.1.5: Implement a system of peer/buddy relationships that pair new international students and scholars with U.S. counterparts, to help acclimate new international visitors and provide international exposure to domestic students.

Initiative 3.2.7: Ensure current information provided to international graduating students includes content of value and relevance for international graduates, such as seminars on visa issues, the job market, career planning in the U.S., negotiating with employers in the U.S. workplace environment, health benefits, and retirement planning.

Performance measures: ● Growth of “on-boarding” services for international students and scholars ● Expansion of peer educator and conversation services Strategy 3.2: Implement faculty training programs on best practices for working with international students and scholars.

Initiative 3.2.1: Explore ways in which faculty can learn about and more effectively interact with international scholars in the classroom and laboratory. Make more faculty aware of constraints and challenges facing international students. Provide opportunities for faculty to become more sensitized to the cultural patterns of their international students and how those patterns shape their educational dynamics.

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Initiative 3.2.6: Expand current peer educator and conversation services for undergraduate international students to include graduate students and post-doctoral students and scholars, in partnership with the Graduate School.

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Initiative 3.2.2: Create a cadre of faculty and staff trained to provide counsel to international students and scholars (possibly following the model of “Safe Zone” or “Green Zone” training and certification).

Performance measures: ● Increased faculty awareness of presence of international students ● Initial discussion surrounding a “zone” certification program Strategy 3.3: Enhance the recruitment and retention of talented international scholars in support of the scholarly and research missions of VCU. Initiative 3.3.1: Ensure there is a university-wide international recruitment and retention plan by the Division of Strategic Enrollment Management.

Initiative 3.3.2: Explore the engagement of faculty and staff with a deep understanding of specific countries and regions (by birth, travel, and/or experience) to serve as counsel to colleagues seeking information related to academic institutions, cultural norms, etc. of other countries and regions.

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Initiative 3.3.3: Provide the VCU community with simple “identity” items, such as bookmarks with messages in multiple languages, to emphasize the VCU brand and a welcoming environment for international scholars.

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Initiative 3.3.4: Work with the Division of Strategic Enrollment Management and the Graduate School to track the application, acceptance, and matriculation numbers by country and by academic program of international students and scholars.

Initiative 3.3.5: Collaborate with the Office of Admissions and the Graduate School to track the number of students applying and enrolling with financial support from their governments or other scholarship sources (to determine if VCU is recognized as a favored destination by overseas government bodies).

Initiative 3.3.6: Track the number of “hits” on international admission pages on the Division of Strategic Enrollment Planning website, as well as on feeder pages such as the GEO or Graduate School websites.

Performance measures: ● Creation of international students and scholars recruitment and retention plan ● Data collection of governmental financial support for international students ● Number of “hits” on international admissions and services webpages

Internationalizing the Curriculum Preparing students for the global workforce they will enter upon graduation requires students to understand the structure and nuances of an increasingly global environment; to recognize the international dimensions of their fields of study; to communicate effectively and respectfully with individuals from different cultural and language backgrounds.

Internationalizing the curriculum fosters the development of students as cultural brokers, equipped and prepared to work in a global workplace and to solve global problems.

Goal 4: Provide high-quality, accessible international opportunities, relevant to the major field of study, for every VCU student.

● The College of Humanities and Sciences, which enrolls the majority of VCU’s undergraduate students, requires all students to complete at least one course in “diverse and global communities.” ● Several academic units focus their curricula specifically on international affairs. The School of World Studies offers degree programs in international and area studies as well as several world languages. The Political Science program includes a wellenrolled concentration in international relations. The School of Business offers an international management track in its B.S. in Business Administration and Management. ● Student participation in faculty-led and thirty party provider education abroad programs increased from 410 students in 2008-2009 to 523 students in 20122013. ● VCU Globe enrollment has increased significantly. The initial Spring 2013 cohort of VCU Globe included 52 students and the VCU Globe Spring 2014 cohort includes 102 students, all of whom will earn a certificate in Global Education.

Strategy 4.1: Increase opportunities for education abroad, with a focus on programs integrated with individual fields of study.

Initiative 4.1.1 GEO, in collaboration with academic units, should assist in identifying and reducing barriers to education abroad, including not only financial, but also cultural, advising, language, and curricular barriers. It is essential that this include first-year and transfer student advising.

Initiative 4.1.2: Assist departments and programs in identifying and incentivizing faculty to craft and lead study abroad programs integral to individual major fields of study.

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Recent and Existing Accomplishments Related to Internationalizing the Curriculum

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Initiative 4.1.3: Increase branding/RAM Pride related to internationalization (e.g., Education Abroad photo contest featuring students wearing VCU apparel, labeled as “Rams Abroad,” featured on university’s homepage to increase visibility about study abroad).

Initiative 4.1.4: Track the number and percentage of VCU students studying abroad annually.

Initiative 4.1.5: GEO and the Division of Community Engagement could collaborate to enhance the number and percentage of VCU students enrolled in experiential learning abroad, including internships and service-learning courses in other countries.

Performance measures: ● Number of new faculty-led study abroad programs ● Number and percentage of VCU students studying abroad annually ● Number and percentage of VCU students enrolled in experiential learning abroad Strategy 4.2: Increase resources to support the study of foreign languages, world regions, and international affairs, particularly for those languages and regions tied to VCU’s active international partnerships and emerging global economies.

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Initiative 4.2.1: Increase internal funding for foreign language instruction in priority languages.

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Initiative 4.2.2: Provide opportunities for enhancing communication and collaboration between VCU’s language and international studies instruction and its administrative units supporting study abroad.

Initiative 4.2.3: Develop coherent vision for international/area/language studies at VCU, involving all stakeholders, facilitated by the Global Learning Advisory Panel of the Provost’s Global Advisory Network.

Performance measures: ● Funding allocated for foreign language instruction in priority languages ● Development of vision for international/area/language studies Strategy 4.3: Increase opportunities for student exposure to international issues and perspectives through VCU’s curriculum, both within and outside major fields of study.

Initiative 4.3.1: Internationally-focused course work should be included in the university-level general education curriculum.

Initiative 4.3.2: University administration should provide resources and incentives for faculty to incorporate international perspectives and experiences into all fields of study, especially in the STEM fields, to demonstrate the importance of the global dimension in all majors.

Initiative 4.3.4: Develop a consortium on global health to bring different units together rather than being isolated in academic silos. This initial consortium could begin a conversation toward a Center for Global Health.

Performance measures: ● Inclusion of internationally-focused coursework in general education curriculum ● Creation of incentive structure for faculty to engage in internationalization ● Development of a consortium on global health Strategy 4.4: Reduce barriers and increase incentives for faculty to engage in international activities that will enhance the internationalization of their course offerings.

Initiative 4.4.1: Continue and enhance internally-sponsored faculty development efforts, targeted specifically at faculty with credible and specific plans to internationalize the curriculum.

Initiative 4.4.3: Reward international activities through annual review and the promotion and tenure processes.

Performance measures: ● Internal dollars allocated to faculty development ● Inclusion of international activities in annual reviews and tenure and promotion processes

Facilitating International Research Contributing to the Health and Well-being of the Local and Global Communities.

Goal 5: Increase faculty engagement in international research and scholarship Recent and Existing Accomplishments Related to Research ● The Office of Research website now includes a ‘Conducting International Research’ section that highlights internal and external funding resources, recent international collaboration success stories, and a link to the GEO website.

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Initiative 4.4.2: Provide incentives for VCU’s faculty with international and foreign languages expertise to engage productively with faculty in other units working on international curriculum enhancement.

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● A workshop focusing on international research has been offered to faculty. ● GEO has partnered with the VCU Undergraduate Research Opportunities Program (UROP) to offer summer stipends to three undergraduate students who are working with faculty on a global research project.

Strategy 5.1: Increase opportunities for faculty to engage in high impact collaborative interdisciplinary international research, particularly as it relates to global health.

Initiative 5.1.1: Assist faculty in identifying extramural funding sources that support international research.

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Initiative 5.1.2: Work on identifying and/or securing international collaborators.

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Initiative 5.1.3: Enhance the visibility of VCU at global conferences and through international research increasing the likelihood of foreign researchers seeking out VCU faculty for collaboration.

Initiative 5.1.4: Explore the possibility of establishing an interdisciplinary Center for Global Health that would facilitate extramurally funded interdisciplinary research across both campuses.

Performance measures: ● Number of international research proposals submitted for extramural funding ● Award dollars secured for international research proposals ● Number of faculty engaged in international research projects Strategy 5.2: Increase resources to support international research activities.

Initiative 5.2.1: Increase faculty development activities focused on conducting international research.

Initiative 5.2.2: Increase the university’s internal funding to conduct international research, particularly for interdisciplinary projects focused on issues related to global health.

Initiative 5.2.3: Secure additional resources for international travel focused on building or strengthening collaborative relationships.

Initiative 5.2.4: Provide institutional supports for students conducting research in another country (e.g., for safety, etc.).

Performance measures: ● Number of faculty development activities ● Internal dollars devoted to international research projects ● Supportive structures available in countries where research is conducted Strategy 5.3: Reduce potential barriers and increase incentives for faculty to engage in international research Initiative 5.3.1: Identify and address barriers in the administrative infrastructure for processing international grant and subjects’ protection (animal and human) proposals.

Initiative 5.3.2: Identify and implement mechanisms for reducing other institutional barriers to faculty engaging in international research (e.g., teaching schedules, P & T requirements, etc.)

Performance measures: ● Identification of barriers ● Establishment of plans for addressing barriers ● Initial implementation of plans ● Creation of a database cataloging international expertise, experience, and research of VCU faculty ● Number of publications by faculty about other countries or involving international social, economic, political, or cultural subject matter.

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Initiative 5.3.2: Identify and address barriers in conducting research in other countries (e.g., processing payments, safety and security issues, etc.)

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Summary Virginia Commonwealth University, as a research university with a global reach, is already international. As stated in our university strategic plan, Quest for Distinction, our primary goal is to prepare and graduate culturally competent students prepared to work in a global environment. The task force recommends the university focus its international efforts on promoting the growth of university structures focused on international work; internationalizing the campus community; increasing the recruitment and retention of international students and scholars; internationalizing the curriculum; and facilitating international research that contributes to human health and well-being.

Affirming the importance of campus internationalization, the task force also recommends VCU continue to support and enhance internal funding and seed grants to promote internationalization at all levels of the university. Even in times of budgetary constraint, a university must find ways to advance the quality of its teaching, research, and engagement.

Resources devoted to international efforts at the university will generate greater funding through increased grant opportunities, revenue from international students, and expanded development opportunities. To facilitate this process, the American Council on Education recommends the data collected during this process be organized into a database and made available for faculty and administration to access as related to their international efforts and interests.

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Implementation of Recommendations

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The Provost’s Global Advisory Network, as the continuation and institutionalization of the Task Force for Comprehensive Internationalization, plays a vital role in the future progress of internationalization as VCU. Under the guidance of the Executive Director of GEO, it will be their responsibility to prepare an implementation plan, including resource needs and timeline, as well as regularly monitor and gauge progress toward goal achievement in each of these areas. Clearly, it will require numerous academic and administrative units to bolster the work of the Provost’s Global Advisory Network and help achieve the recommendations of the task force. These units are represented on the Network, but their engagement -- as well as commitment of resources -- is going to be necessary for us to be successful.

APPENDIX A TIMELINE OF ACTIVITIES December 19, 2011: Provost’s charge January, March, April 2012: Task force meetings March, April 2012: Site visit by American Council on Education Peer Review Team May 2012: Meetings of Working groups (Global Engagement; International Students, Scholars, and Visitors; International Partnerships) June 2012: Submission of Preliminary report to the Provost Beginning Fall 2012: Participation in ACE Internationalization Laboratory January 2013: Creation of Comprehensive Internationalization Task Force Website February 2013: Town hall fora held March 2013: Re-convening of sub-committees to discuss town halls and create universitywide faculty survey August 2013: Submission of Interim Report to the Provost Fall 2013: Re-convening of task force October 2013: Faculty Internationalization Survey distributed February 2014: Site visit by American Council on Education Peer Review Team Task Force for Comprehensive Internationalization | May 2014

May 9, 2014: Final task force report submitted to the Provost

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APPENDIX B TASK FORCE MEMBERSHIP AND SUBCOMMITTEES

Campus Culture and Community Engagement The campus culture and community engagement sub-committee was charged with identifying methods to engage students in high impact extra-curricular international activities both on and off-campus and identifying strategies to develop sustainable partnerships with the Richmond international community.

Lynn Pelco, Associate Vice Provost for Community Engagement (chair) Leslie Bozeman, Associate Director for Global Engagement, VCU Globe Chezdan Baker, undergraduate student James McLeskey, Associate Professor, Mechanical and Nuclear Engineering Isaac Rodriguez, Ph.D. Biomedical Engineering, VCU 2013 and President, Students Today Alumni Tomorrow (STAT) Reuban Rodriguez, Associate Vice Provost and Dean Student Affairs Mary Slade, Director of ASPiRE

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Jerusalem Solomon, President, Filipino Americans Coming Together

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Beverley Walker, Interim Associate Director, Programs and Educational Services Faith Wilkerson, Interim Director, Office of Multicultural Student Affairs International Students and Scholars The international students and scholars sub-committee was charged with identifying strategies to recruit and retain talented international scholars and international visiting scholars in a range of disciplines and increasing the visibility and contributions of international students and scholars at VCU. Jan Chlebowski, Associate Dean for Graduate Education, School of Medicine (chair) Mariam Bello, international undergraduate student Doug Boudinot, Dean, Graduate School Andrekia Branch, Coordinator of Postdoctoral Services Blair Brown, Director of Graduate and International Admissions and Recruitment Maryanne Collinson, Professor of Chemistry

Haotian Guo, international undergraduate student Amber Hill, Director of International Student and Scholar Programs, Global Education Office Sai Sudha Koka, Post-Doctoral Associate, Internal Medicine Laura Moriarty, Vice Provost for Academic Affairs Angelina Overvold, Executive Committee, School of World Studies Napoleon Peoples, Associate Dean of Student Affairs, MCV Campus Divya Varier, international doctoral student Teaching and Curriculum/Education Abroad The teaching and curriculum/education abroad subcommittee was charged with identifying strategies to support and enhance high-quality scholarship and teaching in foreign languages, international relations, and area studies. The sub-committee was also charged with identifying strategies to increase the number of students studying abroad and to increase the international engagement of VCU faculty in an effort to provide all students with a quality education that prepares them for a 21st century global environment.

Judy Twigg, Professor, Political Science (chair) Krzysztof Cios, Chair, Computer Science

Micol Hammack, Core Education, University College Nasha Lewis, Program Manager for Education Abroad, Global Education Office James Mays, Associate Dean, College of Humanities and Sciences William Newmann, Associate Professor, Political Science Jackie Smith-Mason, Assistant Dean, Honors College Sherry Sandkam, Associate Dean of the Graduate School Faedah Totah, Assistant Professor, International Studies James Wiznerowicz, Chair, University Undergraduate Curriculum Committee Christopher Woleben, Associate Dean for Student Affairs, MCV Van Wood, Philip Morris Chair of International Business, School of Business Strategic Partnerships and Research

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Robert Godwin-Jones, Professor, World Studies

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The strategic partnerships and research subcommittee was charged with increasing the visibility of internationally-focused sponsored research, increasing the number of faculty engaged in high-impact international scholarship, and developing a partnership strategy to support the international priorities of academic units.

Ann Nichols-Casebolt, Senior Associate Vice President for Research Development (chair) Omar Abubaker, Chair, Oral Surgery Cristina Bares, Assistant Professor, Social Work Massimo (Max) Bertino, Associate Professor, Physics Kathleen Chapman, Assistant Professor, Art History Nick Farrell, Professor, Chemistry Babette Fuss, Professor, Anatomy Randy Koch, Executive Director, Institute for Drug and Alcohol Studies Maghboeba Mosavel, Associate Professor, Social and Behavioral Health Raj Rao, Associate Professor, Chemical and Life Science Engineering Nancy Scott, Associate Dean, School of the Arts Bhavna Shroff, Professor, Dentistry (Orthodontics) Task Force for Comprehensive Internationalization | May 2014

Rob Tombes, Associate Dean for Research, Humanities and Sciences

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