The document outlines a comprehensive strategy for successful internationalization in higher education, focusing on dynamic leadership, clear strategic goals, and the integration of teaching, research, and service. Key elements include increasing diversity, educational partnerships, and innovative funding models to support global competencies and international experiences. The strategy emphasizes faculty-led initiatives and development projects, aiming to enhance collaboration and engagement with international communities.

1. 7 steps to a successful
international strategy implementation
Dr. Janaka Ruwanpura (Ph.D., P.Eng., PQS, MRICS)
Vice-Provost (International)
1
February 19, 2019

2. Dr. Janaka Ruwanpura, PhD
 UCalgary’s Vice-Provost (International)
 Professor, Canada Research Chair in Project
Management Systems and a founding director of the
Centre for Project Management in the Schulich
School of Engineering
 Helps advance the institution’s efforts in
international research, academic programming, staff
and student mobility, programmatic partnerships,
service and development
 Published over 180 technical papers in refereed
journals and conference proceedings
 Recognized with national and international awards
for education, research and service
 Licensed professional engineer in Alberta
 Professional quantity surveyor in Canada and Sri
Lanka (fellow) and a chartered member of the Royal
Institution of Chartered Surveyors, United Kingdom 2

3. Internationalization
is an Academic Priority
Contemporary
Organizational Structure
Dynamic and Passionate
Leadership
Integrated Teaching,
Research, Service
Faculty Owned
Programs and Projects
Innovative & Sustainable
Funding Model
Clear and
Focused Strategy
Recipe for success
3
Success

4. 4
Internationalization as an
Academic Priority

5. 1. Internationalization as an academic priority
5

6. 6
Clear and Focused
International Strategy
(2013)

7. 3. Increase Educational
& Research Partnerships
1. Increase Diversity
4. Leverage International
Development
2. Improve Cross
Cultural Competencies
2. Clear and focused international strategy (2013)
7
T1: 10% undergraduate T2: 25% graduate
T3: 50% international experience for undergraduates

8. Clear and focused strategy
8
Countries / regions of emphasis Countries of interest

9. 9
Dynamic and Passionate
Leadership & Governance
Structure

10. 3. Dynamic and passionate leadership
Governance

11. Dynamic and passionate leadership
11
Regional Advisory Councils
China Mexico
USA Germany
East Africa Middle East

12. Vice-President (Research)
Engagement
12
Collaborative environment
1
2
3
4
Diversity
Cross-cultural competencies
Education & research partnerships
International development
Vice-President (Development and Alumni Engagement)
Faculties and Associate Deans / Directors Council
Regional Advisory Councils
UC International
Vice-Provost (Student Experience)
Faculty of Graduate Studies
Vice-Provost (Teaching and Learning)
1 2 3 4
1 2 3 4
1 2 3 4
1 3
2
3
1 2 3
1 2 3 4
4
UCI
Provost International Strategy Committee (PISC)1 2 3 4

13. 13
Faculty Owned Projects
and Programs

14. 4. Faculty owned programs and projects
14
Articulation
Programs
Faculty led
Group Study
Programs
Dual Degree
Models
(Graduate
Level)
Short-term
Training
Programs
International
Development
Programs

15. New international articulation and dual degree programs
15
Engineering, science, business and arts

16. Articulation students from China (2014-18)
16
100+ students for science and engineering

17. PhD Cotutelle students
17
Country No. of universities
China 10
France 5
Australia 2
Iran 2
USA 1
Germany 1
Tanzania 1
Egypt 1
Uganda 1
Total 24
Current number of students: 17 Graduated: 15 (from 2012)

18. 18
Integrated with Teaching,
Research and Service

19. 5. Integrated with teaching, research and service
19
Grants for faculty
for international
collaborations
Strategic projects –
collaborative teams
Scopus analysis for missions and
delegations – buy-in from faculty

20. Integrated with teaching, research and service
20
Grants for
international
collaborations
International collaborative grant for new
researchers
Staff development grant for international and
cross-cultural competencies
Development grant for new Group Study
Programs
University international grants

21. University
of Calgary
Western
Canada
Middle
East
Mexico
Beijing
Integrated with teaching, research and service
21
Global Research Initiative in Energy

22. Integrated with teaching, research and service
22
Global Research Site in Hydrocarbon Resources (Beijing Site)

23. Integrated with teaching, research and service
23
Established in October 2014
A physical space with research, education, and training infrastructure to
support the broader objectives of GRI

24. Integrated with teaching, research and service
24
Global Research Site (GRS China)

25. Integrated with teaching, research and service
25
Mexico collaboration
$46.5MCAD
$646.9MPesos
Mexican
institutions/
University of
Calgary
collaborations in
energy from
SENER/CONACYT
Hydrocarbon
Sector Fund

26. Integrated with teaching, research and service
26
Mexico collaboration

27. Integrated with teaching, research and service
27
Diversity – connect with communities
GERMANY DAYS MEXICO DAYS CHINA DAYS

28. 28
Contemporary
Organizational Structure
and Infrastructure

29. Staff complement increased from 11 to 44
positions in six years
6. Contemporary organizational structure and infrastructure
29

30. Contemporary organizational structure and infrastructure
2014:
5 members
Director
Regional Manager,
Asia Pacific, Africa
and the Middle East
Partnership Officer
Regional Manager,
Americas & Europe
Partnership Officer
Director
Regional Manager,
Asia Pacific
Country
Coordinator, China
Partnership Officer
Regional Manager,
Americas
Partnership Officer
Regional Manager
Europe, Africa &
Middle East
Partnership Officer
Legal/ Contract
Specialist
Information
Management
Officer
2019: 10 members
Director
Partnership Officer Partnership Officer
2012: 3 members
International
Relations

31. 6. Contemporary organizational structure and infrastructure
31
Programs and International Development

32. Impact of a new unit on Programs and International Development
Contemporary organizational structure
32
International
Development
$18.8M
Training
$1.7M
Articulation
$1.9M

33. 33
Innovative and Sustainable
Funding Models and
Incentives

34. 7. Innovative and sustainable funding model
34
Improve global and cross-cultural competencies
Almost $1 million allocated to
help students, faculty and staff
gain international experience
(2016-18)

35. Innovative and sustainable funding model
35
Invest in international learning experiences
$401
$1,003 $1,006
15-16 16-17 17-18
$ THOUSANDS
Staff
2%
Faculty
12%
Students
86%

36. Innovative and sustainable funding model
36
Impact of $1-million investment 2015/16 to 2016/17
4.8%
3.1%
15-16 National
Average
68%
Increase in grant
applications
421 to 706
61%
Increase in grant awards
384 to 622

37. Recognition of internal champions
37

38. External recognition
38
An Award Winning Leader in Internationalization

39. Internationalization
is an Academic Priority
Contemporary
Organizational Structure
Dynamic and Passionate
Leadership
Integrated Teaching,
Research, Service
Faculty Owned
Programs and Projects
Innovative & Sustainable
Funding Model
Clear and
Focused Strategy
Thank you
39
Success

40. Next webinar planned for April-May, 2019
40
IPARI
(30
points)
Academic
Programs &
Collaborations
(7 points)
Research
Collaborations
and Impact (11
points)
Mobility
Programs
(12 points)