Strategic Pillar #5
Internationalization: Bridging Rutgers University in Camden and the World
As part of a global academic community and world, we will understand and assert our place in bridging international divides to afford collaborative global connections for stakeholders. Thus, internationalism is a north star and a priority for our future.
Improve international recruitment and admissions operations
- Restructure international admissions. International recruitment should be a central point of the institution and serve as a dedicated unit that focuses on attracting global talent.
- Increase global visibility and raise brand awareness. The next step for Rutgers–Camden is to work directly with the agencies identified through our international student recruitment partner, Shorelight.
- Enhance international admissions marketing development by creating a print and dynamic digital asset for promotion. Review of all email campaign content. Develop a separate communication track specific to international inquirers and applicants.
- Strengthen international partnerships with select U.S. secondary schools, community colleges, and foreign institutions (language centers, academies, universities).
Elevate and expand international academic collaboration
- Expand international student experiential learning opportunities at all levels.
- Encourage and incentivize international research opportunities for graduate and professional students.
- Monitor and document existing international partnerships and solid unit-level programs and expertise. Develop processes to track faculty-led international programs, research, relationships, and work-related travel.
- Offer faculty development opportunities specific to internationalization (e.g., workshops, informational sessions, funding to encourage internationalization activity, etc.).
- Provide campus-level support for international grant identification, proposal writing, logistics, and networking.
Strategically focus on select global regions and countries
- Target institutions within strategic regions to develop mutually beneficial partnerships.
- Utilize the expertise and relationships of Rutgers Global and Rutgers University–Camden faculty, staff, and administrators to seek opportunities for recruitment, research, civic engagement, and student/faculty exchanges in identified countries of interest.
- Participate in the U.S. Commercial Service (USCS) Virtual Education and EducationUSA fairs.
Promote international experiential learning opportunities
- Target international partners to develop experiential learning opportunities for students.
- Incentivize faculty to develop courses with short-term, international experiential learning opportunities for students.
Coordinate effort and investment
- Develop an internal organizational structure with the appropriate staffing and budgetary resources.
Future Strategic Planning
At the conclusion of the five-year course of this plan, an evaluation of each pillar will be undertaken to gauge overall progress and future strategic planning.