How to Build a Global University

1. How to Build a Global University Professor Stephen J. ToopePresident and Vice-ChancellorThe University of British Columbia

2. Investments in People Recruitment: As much as they invest in buildings, universities must invest in fostering an outstanding cohort of researchers and students. “The universities and researchers that generate the greatest benefit to industry are those that are rated most highly on general academic grounds, and the best way [federal granting] agencies can help attract top university scientists and engineers is to fashion a research environment that is focused on supporting the kind of research these academics like to engage in.”Howitt, Peter. 2013. From Curiosity to Wealth Creation: How University Research Can Boost Economic Growth. C.D. Howe Institute Commentary No. 383

3. Investments in People cont’d Building interdisciplinary teams enables us to be a part of a robust collaborative effort to change the world for the better. We will be more effective if we are tackling issues and challenges from a variety of different angles and perspectives. Attracting and combining people of vastly different aptitudes and interests creates the conditions for unpredictable discovery. Universities are among the only institutions on earth that are able to cultivate serendipity and innovation in this way and to this extent. Need to ensure significant presence of international talent.

4. Investments in People cont’d Retention: Open pathways to success; flatten hierarchy. Continue to attract new, exciting colleagues. Offer competitive compensation packages. Encourage movement internationally – send faculty abroad and invite international scholars to teach and study. Ensure access to the very best students, especially graduate students.

5. International Collaboration To be globally significant, a university must demonstrate it is at the centre of research and teaching on the major issues facing humanity. UBC has a responsibility to educate students with internationally grounded perspectives and critical capacities, and to encourage global citizenship through intercultural understanding. International engagement is a necessity as well as a consequence of UBC’s research, teaching and community engagement commitments.

6. International Collaboration Goals for international engagement at UBC: An internationally diverse student body International experiences at home and abroad for all undergraduate students Mobility of faculty members, doctoral students and post-doctoral students A range of substantial strategic international partnerships Successful international partnerships are: Driven by faculty members and students Support significant ongoing collaboration across different disciplines May include jointly developed courses and joint supervision of graduate students

7. International Collaboration cont’d Canada-China Joint Center for Translational Medical Research in Child Development and Alzheimer’s Disease, Children’s Hospital, Chongqing

8. Create a Culture of Planning and Challenging

9. Place and Promise Timeline

10. Format of the Plan Plan consists of three main components: High level plan Vision Values Commitments Goals and actions Mid level plans Inform the 9 commitments Faculty, department and unit plans

11. Mid Level Plans NOTE: Mid-level Plans cover themes, faculties, departments and units. They inform the High Level Plan.

12. Vision As one of the world’s leading universities, The University of British Columbia creates an exceptional learning environment that fosters global citizenship, advances a civil and sustainable society, and supports outstanding research to serve the people of British Columbia, Canada and the world.

13. Values Academic FreedomThe University is independent and cherishes and defends free inquiry and scholarly responsibility. Advancing and Sharing KnowledgeThe University supports scholarly pursuits that contribute to knowledge and understanding within and across disciplines, and seeks every opportunity to share them broadly. ExcellenceThe University, through its students, faculty, staff, and alumni, strives for excellence and educates students to the highest standards. IntegrityThe University acts with integrity, fulfilling promises and ensuring open, respectful relationships. Mutual Respect and EquityThe University values and respects all members of its communities, each of whom individually and collaboratively makes a contribution to create, strengthen, and enrich our learning environment. Public InterestThe University embodies the highest standards of service and stewardship of resources and works within the wider community to enhance societal good.

14. Commitments

15. Place and Promise – Goals and Actions

16. Integration to Operations Planning and reporting activities are linked to the strategic plan Strategic funding provided for specific Place and Promise commitments as determined by Executive for priority initiatives and approved by Board (budget submission). Examples include: Student Learning Commitment increased graduate student financial aid English Foundation Program (Okanagan Campus) flexible learning initiative establish new clinics (Dentistry, Pharmacy) Sustainability Commitment Student Housing Commons Facilities upgrades, steam to hot water conversion

17. Integration to Operations cont’d Planning and reporting activities are linked to the strategic plan Board report links each item to the appropriate commitment Senior Executive report their goals by commitment Senior Executive planning relates to each commitment Annual report rolls up key activities into commitment

18. President’s Goals – Student Learning

19. President’s Goals – Research