Ana G. Méndez University System

Transcription

1 Ana G. Méndez University System UNIVERSIDAD DEL ESTE AMERICAN COUNCIL ON EDUCATION INTERNATIONALIZATION LABORATORY COHORT CHIEF EXECUTIVE OFFICER ALBERTO MALDONADO RUIZ, ESQ. CHANCELLOR FINAL REPORT MARCH 2011

2 Universidad del Este (UNE) American Council on Education (ACE) Internationalization Laboratory Final Report 2011 TABLE OF CONTENTS Page I. EXECUTIVE SUMMARY 3 II. OVERVIEW OF THE ANA G. MENDEZ UNIVERSITY SYSTEM 4 III. OVERVIEW OF THE UNIVERSIDAD DEL ESTE 6 a. Academic governance and organization b. Statement of mission of Universidad del Este 7 9 c. Student Profile 11 d. Faculty Profile e. Budget Allocation IV. INTERNATIONAL ACTIVITIES AT UNIVERSIDAD DEL ESTE 12 V. SPECIFIC GOALS AND OBJECTIVES OF PARTICIPATION IN THE ACE 14 INTERNATIONALIZATION LABORATORY VI. ORGANIZATION AND METHODOLOGY FOR UNE S PARTICIPATION IN THE ACE 15 INTERNATIONALIZATION LABORATORY FINDINGS AND RECOMMENDATIONS VII. OFFICE OF THE CHANCELLOR 18 VIII. OFFICE OF THE VICE CHANCELLOR FOR ACADEMIC AFFAIRS 22 IX. OFFICE OF THE VICE CHANCELLOR FOR STUDENT AFFAIRS 26 X. OFFICE FOR THE VICE CHANCELLOR FOR INTERNATIONAL, FEDERAL AND CORPORATE AFFAIRS XI. APPENDICES Declaration of Portugal 2. UNE s 2005 Internationalization Strategic Plan 3. Full Report: Subcommittee A: Articulated Commitment (Mission, Goals and Vision) and the Local, State and Broader Environment for Internationalization 4. Full Report: Subcommittee B: Strategy, Structure, Policies and Practices 5. Full Report: Subcommittee C: Curriculum and Co-Curriculum 6. Full Report: Subcommittee D: International Students, Study and Internships Abroad, and Engagements with Institutions in Other Countries 7. Full Report: Subcommittee E: Synergy, Culture and Campus Life 29 ACE Internationalization Lab Cohort-UNE Page 2

3 I. EXECUTIVE SUMMARY Universidad del Este officially joined the ACE Internationalization Laboratory Cohort in August However months before, the Chancellor had invited ACE Staff (Madeline Green and Barbara Hill) to Puerto Rico to share with them where we stood in terms of our ten (10) years of internationalization activities. After that presentation we realized that the majority of our internationalization efforts were mainly from the top down. Specifically that the Chancellor had been the driving force behind these efforts. We did present some example where some Schools had embarked on international initiatives and exchange activities; however it was clear that the institution did not provide adequate financial and administrative support. We also observed that international projects, conferences and activities undertaken in countries throughout Latin America and in Spain during the past ten years were carried out individually, as isolated projects and not integrated into the internationalization strategic plan. The main objective of our participation in the ACE Internationalization Laboratory is to change this approach and establish a clearly defined internationalization strategic plan in which all the academic units are involved to different degrees. Our goal is to develop a road-map that will institutionalize our internationalization efforts so that they come from the bottom up rather than top down. We recognized the need to make sure that our articulated commitment to internationalization is matched by the necessary resources (programmatic, financial, administrative and human resources) to guarantee the success of our efforts. Our incorporation into the ACE Laboratory began with the establishment of an Internationalization Committee. This committee was composed of three (3) Co-Chairs and five (5) Subcommittees chairs to address each of the key areas of the ACE- Internationalization Lab Review plan. We made sure we appointed a group of key administrators and faculty members to serve on each of these subcommittees. To facilitate the sharing of information we set up a Web-Site to facilitate communication among Committee Members and UNE s academic Community. The Web-Site provided access to ACE resources, institutional and historical data, subcommittees progress reports, agendas and minutes. The subcommittees meet on a regular basis and also developed and administered questionnaires to faculty, staff and students. Through their findings the subcommittees made enlightening recommendations that will guide us to: o Provide the internationalization efforts with proper funding, personnel and administrative and academic support. o Involve all of the internal and external stakeholders in our internationalization process. o Make sure that all academic and support units know unmistakably their roles and responsibilities for implementing the internationalization strategic plan. ACE Internationalization Lab Cohort-UNE Page 3

4 II. OVERVIEW OF THE ANA G. MENDEZ UNIVERSITY SYSTEM The Ana G. Méndez University System (AGMUS, is a private, non-profit corporation under the laws of the Commonwealth of Puerto Rico. Its three members, Universidad del Turabo (UT), Universidad Metropolitana (UMET), and Universidad del Este (UNE), are four-year, coeducational, non-profit private higher education institutions. Just this year the Puerto Rico Council on Higher Education approved the establishment of the new Ana G. Méndez Virtual University. Together, AGMUS and its four member institutions are the second largest private university system on the island of Puerto Rico with an enrollment of over 42,000 students. Because of their location, history, market area, and enrollment they are classified as Hispanic Serving Institutions (HSI). AGMUS s central administration offices are located in San Juan, Puerto Rico. The AGMUS is governed by a Board of Directors who selects the President. Dr. Jose F. Mendez is the current president and son of the founder of the AGMUS, the late Mrs. Ana G. Mendez. The institution is administered by a team of Vice Presidents at the central administration level and with Chancellors at each University. Figure 1 shows the AGMUS Organizational Chart. Figure 1 AGMUS Organizational Chart AGMUS recognizes the importance of international learning in the 21 st Century and the need for higher education institutions to prepare and train students to become global citizens who can live and work in a globally interdependent world. In October 2002 in Lisbon, Portugal the AGMUS Board of Directors signed an official declaration to advance each university s mission to establish a solid internationalization ACE Internationalization Lab Cohort-UNE Page 4

5 program (Appendix 1). This declaration subsequently became part of the AGMUS 2015 strategic plan, called Vision In signing the Portugal Declaration, President Jose F. Mendez stated: AGMUS took on the important task of preparing citizens for a global economy by creating the curriculum options, learning experiences, and activities that would impart an international perspective on our students, faculty and staff members. The current AGMUS Internationalization Vision Statement incorporates the following elements, which reinforce the idea that the university is exceptionally dedicated to: o Ensuring that students graduate with an international comprehension so that they may play a proactive role as citizens of the world. o Recognizing the important roles played by the administration, faculty, and support personnel to convert internationalization aspirations into an integral part of students academic life and culture. o Offering students the highest level of international education as well as professional development opportunities for faculty ACE Internationalization Lab Cohort-UNE Page 5

6 III. OVERVIEW OF UNIVERSIDAD DEL ESTE The Universidad del Este (UNE, is a non-profit organization founded in As mentioned previously UNE is one of four post-secondary educational institutions within AGMUS. UNE s main campus is located in the municipality of Carolina, a highly developed city in the northeastern metropolitan region. In addition to UNE s main campus, the institution has extended its academic services through five (5) off-campus university centers located in various municipalities outside the metropolitan area, and three Branch Campuses in the state of Florida (Orlando, Miramar and Tampa). Figure 2 shows the geographical distribution of UNE s main, branch, and Florida campuses. Main Campus Carolina, PR MOUC TUC SFLUC 1. UNE Utuado 2. UNE Cabo Rojo 3. UNE Yauco 4. UNE Barceloneta 5. UNE Santa Isabel Figure 2 Geographical distributions of UNE s main, branch and Florida campuses. The Puerto Rico Council of Higher Education (PRCHE) has accredited UNE since 1957 and the Middle States Association of Colleges and Secondary Schools (MSCHE) since Its transformation in 1992, from the Puerto Rico Junior College, to the Colegio Universitario del Este, represented the first major incursion into the field of higher education as a four-year institution. In 2002 the institution changed its name to Universidad del Este (UNE) to effectively reflect its progressive and comprehensive nature; its expanded community-based mission, and the inclusion of newly created graduate programs. The PRCHE is the governmental agency responsible of coordinating all the matters related to higher education in Puerto Rico. It is responsible of authorizing new higher education institutions in Puerto Rico and following up on their operation, authorizing new academic programs, allocating funds for financial assistance to students, collecting data and preparing statistics about higher education and establishing higher education public policy for the Commonwealth of Puerto Rico. ACE Internationalization Lab Cohort-UNE Page 6

7 UNE is administered by Chancellor Alberto Maldonado Ruiz, Esquire and the organizational structure (Figure 2) is composed of various Vice Chancellors, Assistant Vice Chancellors, Assistant Vice Presidents and Directors. In 2008, UNE created and staffed the Vice Chancellor for International, Federal and Corporate Affairs. This position was created in response to UNE s need to coordinate and implements its international initiatives and activities. Currently the Vice Chancellor for International, Federal and Corporate Affairs is Mrs. Anne Howard-Tristani. Figure 2 UNE s Organizational Chart Chancellor Executive Assistant Public Relations Director Coordinator of Security and Information for the WEB Advisory Board Administrative Council Associate Vice-Chancellor for Development Alumni Director University Centers Directors Vice Chancellor External Resources Vice Chancellor for International, Federal and Corporate Affairs Vice Chancellor for Academic Affairs Vice Chancellor of Information Resources & Telecommunications Vice Chancellor for Students Affairs Manager Physical Plant a. Academic governance and organization UNE maintains educational programs and administrative services that respond to the needs of the community, and the mission and objectives of the Institution through two governing bodies, these are: 1. Academic Board 2. Administrative Council The Academic Board, presided by the Vice Chancellor for Academic Affairs, originates the academic policies of the Institution. It also identifies and suggests academic programs, academic assessments, academic calendar, teaching innovations, rules and procedures for conferring academic degrees, faculty evaluation procedures, among others. Faculty members make up the majority of the Academic Board. They are selected to represent their Schools in institutional committees such as Library, Internationalization, Entrepreneurship, Assessment, and Retention. ACE Internationalization Lab Cohort-UNE Page 7

8 The Administrative Council, presided by the Chancellor, is the legislation body; it establishes norms, rules, procedures and policies in alignment with AGMUS bylaws. It also has the responsibility of approval and deployment of assessment results in academic, student and administrative areas. Administrative staff members make up the majority of the Administrative Council. The academic work plan at UNE is guided by Vision 2015, AGMUS s system-wide strategic plan. This plan flows from the Board of Directors down to all of the System s Institutions, including UNE and the University Centers, and is the framework for the Strategic Plans and Annual Work Plans. This Operational Work Plans include objectives, activities, measurement indicators, schedules, responsibilities and budget to address the fulfillment of the strategic plan. The academic programs at UNE are carried out in the following schools: 1. Business Administration 2. José A. (Tony) Santana International School of Hospitality and Culinary Arts 3. Social and Human Sciences 4. Education 5. Health Sciences 6. Science and Technology 7. Professional Studies 8. Technical Studies At the School level, the Strategic Planning committee is responsible for the preparation of a draft of the Strategic Plan for the School which is discussed with all the faculty and staff. A final draft is sent to the Vice Chancellor for Academic Affairs for the issuance of the integrated UNE Strategic Guides. The Assistant Vice President for Planning at UNE facilitates the preparation of the Operational Work Plans by the Deans. It also supports the strategic planning process and prepares the midterm Progress Report and the Annual Statement of Achievements. The process of attracting students is done primarily at the Institutional level through the Vice-Chancellor of Student Affairs and the Associate Vice Chancellor for Admissions and Marketing. The Schools contributes to the process in the areas directly related to its students and programs. The Student Retention program focuses on the first year experience and it is administered by the Associate Vice Chancellor of Retention. Each School has a Retention Coordinator and a Retention Counselor that provide support in academic and non-academic issues that may affect the student decision to remain in college. The Vice Chancellor of Retention also sponsors activities geared towards the development of a productive and healthy college life and it also involves student s relatives as needed for counseling, orientation and advice (Parent s Committee). Students and stakeholders are strongly encouraged to provide feedback on academic advising, counseling, workshops, cultural events, and conferences through surveys and assessments. Student satisfaction is evaluated through six instruments: End-of-course ACE Internationalization Lab Cohort-UNE Page 8

9 assessment, Alumni and employer survey, Graduating students survey, Student satisfaction survey, Student Complaint form, and End-of-course faculty reflection. The Assessment Model for UNE, directed by the Associate Vice Chancellor of Assessment, is aimed at strengthening the teaching-learning process. Also, it endeavors to determine to what extent the students attain the objectives of the academic programs and the impact of these competencies in the workplace. It examines whether the institutional administrative and planning aspects contribute to generating a favorable environment for the academic progress of the students. This assessment model serves as a general guide to prepare general and specific assessment plans at diverse levels: institutional, program, and classroom. It is the principal task of the Deans, each School s Assessment Coordinator, the directors of the university centers, in coordination with the faculty and their support offices, to determine the quality of the process and the educational product as related to the program objectives, goals, mission, and vision. During this process the educational practices that promote authentic learning are revised, as well as the academic offerings of the academic programs. The performance of students in the educational process are examined, areas warranting immediate attention from the faculty and the administration are then indicated, and alternatives that serve as a base for curricular revision and the improvement of the quality of the teaching-learning process are recommended. In this sense, the assessment process is centered on improving the quality of the teaching-learning experience, its impact on the students and the workplace. A periodic evaluation of faculty is conducted on the basis of defined criteria and objectives. There is also an evaluation system for promotion in academic rank that requires peer review by the Commission of Academic Ranks and whose results are presented to the Academic Board for approval. b. Statement of Mission of Universidad del Este The current mission of UNE is to promote the integral development of a diverse student population through research, critical-creative thinking, the construction of knowledge and its application. During this past year the Vice Chancellor of Academic Affairs has created a faculty committee to review UNE s mission and incorporate new thrusts in internationalization, research, entrepreneurship and community service. To fulfill its mission, UNE strives: o To develop a well-rounded person through a multidisciplinary and liberal education. o To value diverse manifestations of Puerto Rico s cultural-historic patrimony in our national identity and within a globalized culture. o To help students enrolled at the institution to achieve their educational goal. ACE Internationalization Lab Cohort-UNE Page 9

10 o To develop optimum levels in the quality of student life through the broadening of academic support services, team work, the use of emerging technologies, and occupational and professional orientation pertinent to a well-rounded education. o To improve quality levels in the teaching, learning, and service processes. o To strengthen human resource competencies through personal and professional development activities. o To perform research as a fundamental means to solve problems and as an essential part of institutional duties. o To develop current and pertinent academic courses that respond to society s needs. o To improve the quality, efficiency, and effectiveness of decision making in institutional administrative procedures. o To demonstrate leadership in services provided to Puerto Rico and abroad. UNE is a professionally oriented institution, offering the following academic programs: o Twelve certificate programs in the areas of business, education, liberal arts, culinary arts, and bartending. o Thirteen associate degrees in the areas of hotel management, natural sciences, engineering, health sciences, business, liberal arts, and office systems. o Sixteen baccalaureate in the areas of hotel management, business, liberal arts, education, office systems, science and technology, and health sciences. o Four graduate programs in the areas of education, business, criminal justice and social work. o Several courses in continuing education. UNE s student population consists mostly of commuting young adults from the surrounding communities. The 13,000-student plus body is comprised of undergraduates and graduates in the Carolina campus, in its five (5) University Centers as well as the three (3) Florida University Center Branch Campuses. Most of these students enroll as full-time students (98%) and only about two (2) percent are part-time. The student population is almost balanced between the day and the evening sessions, having the first 53 percent and the second 47 percent. The graduate programs initiated in October 2001 with an initial enrollment of 25 students, and as of December 2010, this number has increased to 920 students. ACE Internationalization Lab Cohort-UNE Page 10

11 c. Student Profile The social-demographic data regarding first year students at UNE (2009) shows that over 60% of the student body are female and over 90% are single. Almost one third of the student body has a family income of less than $25,000 and the majority of the parents only have a high school education. Most student (77%) come from public schools and one third has GPA greater than It is also noteworthy to point out that three fourth of our student body are recipient of the Pell Grant. d. Faculty Profile The regular faculty consists of one hundred and sixteen (116) full time faculty and approximately eight hundred and eighty-five (885) part-time professors. The total of parttime faculty includes the Carolina Main Campus and the University Centers. Approximately fifty-one (51) per cent of the full time faculty has doctorates and the rest have master degrees in their fields of expertise. e. Budget Allocation The basic elements for the budgetary cycle consider the following factors: enrollment projections, assignment of a maximum budget, distribution of funds based on a formula, identification of administrative areas, and identification of significant items (salaries, equipment, supplies, overhead, long-term debt). Five-year financial projections are prepared based on enrollment estimates. These financial projections are periodically revised and matched with the principles established in the five-year Strategic Guidelines. The current budget is determined by income and the available resources to finance the Institution s academic programs and operations. Presently, UNE uses 81% of the Institution s income. Institutional income is predominantly dependent on student enrollment and general fees. The remaining 19% of the income that is generated is transferred to the operational budget of AGMUS s Central Administration offices. The Chancellor is responsible for the analysis and control of UNE s work plan and budget. The President, as AGMUS Chief Executive Officer, answers to the Board of Directors for financial management. However, fiscal tasks are centralized and supervised by the Vice President for Financial Affairs. ACE Internationalization Lab Cohort-UNE Page 11

12 IV. INTERNATIONALIZATION ACTIVITIES AT UNIVERSIDAD DEL ESTE In 2005, UNE produced its first comprehensive internationalization plan (Appendix 2). This plan was elaborated with the participation of faculty and administrators. The objectives of the plan were: o Ensuring that students who graduate possess international awareness that will allow them to assume a proactive role as global citizens. o Recognizing the need for all employees of the institution to join forces so aspirations for internationalization can become an integral part of the academic culture of the university. o Providing students with the highest quality international education and provide development opportunities for faculty. To implement this plan UNE adopted 5 strategies for internationalization and outlined various goals, objectives and activities to achieve them. However, the Internationalization plan adopted in 2005 and again in 2007 was not fully integrated into the individual or academic unit s work-plans. After ten years of international activities, UNE maintains a strong commitment to internationalization which has been outlined in various official declarations, vision statements and strategic plans. Our challenge is to update, revise, integrate and implement UNE s previous internationalization plans into a strategic plan that is fully endorsed and supported by all associates. During this period, various schools such as the José A. (Tony) Santana International School of Hospitality and Culinary Arts, the School of Science and Technology, the School of Social and Human Sciences and the School of Education have initiated and undertaken several important international initiatives and exchange activities abroad and with U.S. institutions. For example, the José A. (Tony) Santana International School of Hospitality and Culinary Arts has active exchange agreements with universities in Chile, Peru and Mexico and every summer faculty and students participate in special academic and training tour programs in Europe. The School has also attracted international students from Mexico, France, Portugal and Finland, just to name a few. The School of Science and Technology obtained funding for a Fulbright Scholar-in residence from Costa Rica, carried out a research project with Huelva University in Spain and currently manages a collaborative project with two universities in Brazil under the U.S. Department of Education s FIPSE program. Currently, the School of Human and Social Sciences has a Fulbright Scholar-in residence from Brazil and will receive another from China in Fall ACE Internationalization Lab Cohort-UNE Page 12

13 The School of Education embarked upon a new student exchange program with Penn State University s College of Education Program and will continue collaborating in future international projects. Most of these activities have all been undertaken individually - as isolated projects - by a professor or Dean and not integrated as part of a specific internationalization strategic plan. In 2010 UNE had a total enrollment of fifty-six (56) international students. These students represented the following countries: four (4) from Brazil; thirty-six (36) from Colombia; two (2) from Ecuador; two (2) from El Salvador; one (1) from France; one (1) from Mexico; one (1) from Aruba; one (1) from Portugal; four (4) from the Dominican Republic; one (1) from Turkey; and four (4) from Venezuela. Eighty six percent (86%) of these students had athletic scholarships. The rest were either paying their own tuition or were foreign exchange students sponsored by an externally funded grant. ACE Internationalization Lab Cohort-UNE Page 13

14 V. SPECIFIC GOALS AND OBJECTIVES OF PARTICIPATION IN THE ACE INTERNATIONALIZATION LABORATORY We are at a crossroads; we currently lack the administrative structures, organization, programs to implement a compressive internationalization strategic plan. We also have not adopted the specific institution-wide policies or provided the necessary funding that will enable the implementation of an articulated commitment to reach our mission, goals and vision for internationalization. Our commitment and intentions are unwavering, but we need to adopt an explicit internationalization plan with specific programs and activities that will be endorsed by the entire institution with an agreed upon action plan that will be integrated into the academic priorities and curriculum of the institution. Our goal is to change our approach to our internationalization efforts as a result of our participation in the 2010 ACE Internationalization Laboratory Cohort. We seek to develop a road-map or an internationalization strategic plan that will institutionalize our internationalization efforts so that they come from the bottom up rather than top down. We want to align an articulated internationalization plan to justify the necessary programmatic, financial, and administrative and human resources that will guarantee the success of our efforts. We do not seek to develop an internationalization plan based on a single set of activities, but on a multifaceted portfolio. Some of our priorities are: o Implement a study abroad program that includes developing the administrative and academic structures and financial support to facilitate the program. o Participate in International Student Exchange programs. o Revise the curriculum to include internationalization in the various academic programs offered by our Schools as well as foreign language instruction. o Increase the participation of our associates in writing and preparing international grant proposals to fund international programs, study abroad, strengthen our undergraduate international curriculum and foreign language instruction programs. o Adopt special and concrete policies or providing special incentives, such as faculty release time and additional financial compensation to stimulate and provide incentives for the associates to participate, given their already busy schedules. o Develop strategic partnerships with U.S. institutions that can help to internationalize our university. o Use the ACE Internationalization Laboratory experience to examine and learn from internationalization strategies that have been successfully implemented at other institutions. ACE Internationalization Lab Cohort-UNE Page 14

15 VI. ORGANIZATION AND METHODOLOGY FOR UNE S PARTICIPATION IN THE ACE INTERNATIONALIZATION LABORATORY We officially began our participation in the ACE Internationalization Laboratory Cohort in August of Our first order of business was to establish an Internationalization Committee headed by three (3) Co-Chairs. Additionally, five (5) Subcommittees were established to address each of the key areas of the ACE Internationalization Laboratory Review. Key administrators and faculty members were appointed to serve on each of the following subcommittees. 1. Articulated Commitment to Internationalization: Mission, Goals and Vision. The Local State and Broader Environment for Internationalization. 2. Strategy, Structure, Policies and Practices. 3. The Curriculum and Co-Curriculum 4. International Students, Study and Internships Abroad; Engagement with Other Countries 5. Campus Culture, Synergy and Connections among Discrete Activities The UNE-ACE Internationalization Laboratory Team was made up of the following associates. CO-CHAIRS 1. Mrs. Anne L. Howard-Tristani, Vice Chancellor of International, Federal and Corporate Affairs. [email protected] 2. Dr. Wilfredo Colón, Dean and Full-Professor, School of Science and Technology, [email protected] 3. Prof. Nilda Rosado, Associate Vice Chancellor of Licensing and Accreditation and Full-Professor School of Social and Human Sciences, [email protected] SUBCOMMITTEES AND CHAIRS 1. Subcommittee A: Mission, Goals, Vision and Environment, Dr. Jaime Rodriguez Cancel, Special Assistant to the Chancellor and Associate Professor, School of Social and Human Sciences. [email protected] 2. Subcommittee B: Strategy, Structure, Policies and Practices, Prof. Omar J. Pagán Parrilla, Dean and Associate Professor, José A. (Tony) Santana International School of Hospitality and Culinary Arts. [email protected] 3. Subcommittee C: Curriculum and Co-Curriculum, Dr. Mildred Huertas Solá, Vice Chancellor of Academic Affairs and Full-Professor, School of Education. [email protected] 4. Subcommittee D: International Students, Education Abroad, Institutional Collaboration and Exchanges, Dr. Lilliam Lizardi, Full-Professor, School of Science and Technology. [email protected] ACE Internationalization Lab Cohort-UNE Page 15

16 5. Subcommittee E: Campus Culture, Synergy and Connections, Dr. María S. Muñoz, Full-Professor, School of Social and Human Sciences. SUBCOMMITTEE MEMBERS Subcommittee A: Mission, Goals, vision and Environment 1. Dr. Mildred Díaz, Assistant Professor, School of Business Administration. 2. Prof. Lourdes Meléndez, Instructor, School of Business Administration. 3. Mr. Justo Lugo Cáceres, Associate Dean, School of Health Sciences. 4. Dr. María G. Véaz, Dean, School of Education. Subcommittee B: Strategy, Structure, Policies and Practices 1. Dr. Maritza I. Espina Romero, Dean and Associate Professor, School of Business Administration. 2. Mrs. Mayra M. Ferrán Torres, Vice Chancellor of External Resources. 3. Prof. Iván O. Puig González, Associate Dean and Instructor, José A. (Tony) Santana International School of Hospitality and Culinary Arts. 4. Mr. Yoel A. Velázquez Oliver, Assistant Vice President of Planning, Office of the Vice President for Planning. 5. Mrs. Anne L. Howard-Tristani, Vice Chancellor of International, Federal and Corporate Affairs. Subcommittee C: Curriculum and Co-Curriculum 1. Prof. Nilda I. Rosado Figueroa, Associate Vice Chancellor of Licensing and Accreditation and Full-Professor School of Social and Human Sciences. 2. Dr. José Cintrón Cabrera, Associate Professor, School of Education Associate Director, UNE Barceloneta Center. 3. Dr. Jhon Sanabria, Dean, School of Social and Human Sciences. 4. Dr. Carmen D. Peraza González, Associate Professor, School of Science and Technology. 5. Mrs. Mayra M. Ferrán Torres, Vice Chancellor of External Resources. Subcommittee D: International Students, Education Abroad, Institutional Collaboration and Exchanges 1. Mrs. Anne L. Howard-Tristani, Vice Chancellor, International, Federal and Corporate Affairs. ACE Internationalization Lab Cohort-UNE Page 16

17 2. Mrs. Eigna de Jesús, Registrar. 3. Dr. Marisel Torres Crespo, Assistant Professor, School of Education. 4. Mrs. Belinda Ruíz, Assistant Vice Chancellor for Scholarships. 5. Mrs. Alicia Rivera Méndez, Culinary Arts Director, José A. (Tony) Santana International School of Hospitality and Culinary Arts. 6. Ms. Loriann Dávila, Practicum and Internships Coordinator, José A. (Tony) Santana International School of Hospitality and Culinary Arts. 7. Mr. Yamil Natal, Information Processes Coordinator, Office of the Chancellor. 8. Mrs. Georgina León de Rivera, Vice Chancellor of Student Affairs. Subcommittee E: Campus Culture, Synergy and Connections 1. Mr. Yoel A. Velázquez Oliver, Assistant Vice President of Planning, 2. Mrs. María S. Díaz, Executive Assistant to the Chancellor. 3. Prof. Clara Román, Instructor, School of Health Sciences. In addition to the formation of the committees, we set up a Web-Site to facilitate communication among Committee Members and UNE s Academic Community. ( ACE Internationalization Lab Cohort-UNE Page 17

18 VII. OFFICE OF THE CHANCELLOR FINDINGS FINDINGS AND RECOMMENDATIONS UNE is governed under a hierarchical organizational structure under the leadership of the Chancellor. The Chancellor s oversees the administration of UNE assisted by the following staff: o Assistant Vice Chancellor for Development o Director of Public Relations o Director of Alumni Affairs and Fundraising o Coordinator of Information Systems Security and WEB Page o Vice Chancellor for Administrative Affairs o Vice Chancellor for Academic Affairs o Vice Chancellor for Information Resources and Telecommunications o Vice Chancellor of Student Affairs o Vice Chancellor of International, Federal and Corporate Affairs o Vice Chancellor for External Resources o Assistant Vice President of Human Resources o Office of Physical Facilities and Operations For the past ten years, the Chancellor has been at the forefront of internationalizing UNE. It has been under his direction that the first Internationalization Strategic Plan was written in He was also instrumental in creating a faculty internationalization committee with members representing each school. In 2008 the Chancellor established the position of Vice Chancellor for International, Corporate and Federal Affairs. The Chancellor was aware that up to now the majority of international activities and strategies emanated from his office and not from the units within the university. In order to inject a sense of internationalization purpose and ownership within each unit, in 2010 he approved our participation in the American Council of Education (ACE) Internationalization Laboratory. Through this initiative he was committed to establishing a strategic institutional framework for comprehensive internationalization. After careful analysis the ACE Laboratory subcommittees made some specific recommendations that can be effectively implemented through the Chancellor s Office. In this analysis the subcommittees assigned each recommendation to the specific Office or Assistant Presidency within the Chancellor s Office. One of the major findings of the subcommittees was that the majority of the funds to support internationalization is allocated by the Chancellor s Office and is not included as part of each individual Office annual budgets. It was also found that UNE does not have a clearly articulated fundraising strategy to support key internationalization initiatives (e.g., student and faculty exchange and visiting Fulbright and other international Scholars or International Conferences), which are a major component of UNE s Strategic Plan for Internationalization. ACE Internationalization Lab Cohort-UNE Page 18

19 Another important finding was that the Office of the Vice Chancellor for International, Federal and Corporate Affairs does not have adequate visibility or infrastructure to carry out its activities (including student/scholar orientations, file storage, a computer laboratory, advising students and faculty for education abroad/scholarship applications, conference room facilities, etc.). UNE s communications strategies do not highlight the numerous international activities taking place on campus. The institution does not incorporate effective internationalization information in the various communications schemes. The subcommittees also determined that the Chancellors direct staff was not integrated into the internationalization strategies of UNE. RECOMMENDATIONS FOR IMPLEMENTATION BY THE CHANCELLOR S OFFICE 1. Budget allocation needs to be restructured to respond to the internationalization strategic plan. 1.1 The Chancellor should assign and approve a budget each academic year for internationalization consistent with agreed upon priorities and recommendations of the UNE s ACE Lab Report and Strategic Plan, which will support internationalization initiatives in each unit s Annual Work Plan. 1.2 The Chancellor should create an International Projects Fund that is consistent with UNE s mission and the new Strategic Plan for Internationalization and meets the growing expectations and demands of UNE s students, faculty and administrators to participate in international activities. 1.3 The International Projects Fund should be used to award mini-grants to faculty, students and administrators who propose innovative initiatives and projects to further the internationalization objectives of the institution. This fund can also be used to support International Visiting Scholars and Professionals from developing countries. 1.4 The Chancellor should establish an International Fundraising Committee raise funds to support international activities. 1.5 The Assistant Vice Chancellor for Development should undertake a new institution-wide international fundraising campaign to fund priority internationalization projects, activities, special scholarships and internationalization mini-grant Funds. 2. The International Affairs infrastructure should have adequate resources to increase the visibility of activities and efforts to reach the international projection of the institution. 2.1 The Chancellor should assign a specific area and adequate space for the Office of the Vice Chancellor of International, Federal and Corporate Affairs. 2.2 The Chancellor should include in UNE s five year Strategic Plan a request for additional permanent physical space to house a future International Education Center. ACE Internationalization Lab Cohort-UNE Page 19

20 2.3 The Chancellor should increase the personnel positions and the administrative structure of the Vice Chancellorship of International, Federal and Corporate Affairs. 3. UNE s internal and external communication strategies should systematically highlight and support all the international activities that are taking place in the institution. 3.1 The Chancellor should create an external International Advisory Board comprised of prominent representatives of the public, private and non-profit sectors, both national and international. 3.2 The Chancellor should convene a Committee (with representation of all UNE Schools, Vice Chancellors and the Director of INTENE) to develop a welldesigned plan that can identify priority businesses and organizations that have strong international ties and would be interested in collaborating with UNE to develop international education, internship and career opportunities. 3.3 The Chancellor should develop a plan to strengthen local and regional collaborations with businesses and professional organizations (e.g., Chambers of Commerce, Manufacturer s Associations, Rotary Clubs, Regional Economic Development Alliances, etc.) to develop new international projects to benefit the institution and provide international education and career experiences. 3.4 The Chancellor should report on the ongoing progress and achievements of UNE s Strategic Plan for Internationalization at regularly scheduled meetings of staff and of the Administrative Council. 3.5 The Chancellor should establish an institutional committee that identifies adequate housing with available transportation to and from the UNE campus for incoming U.S. and international exchange students. The housing must include utilities (electricity, water, internet, cable) and the cost of the housing must be identified and remain constant, since it will be incorporated into the fee that outgoing UNE students pay to participate in ISEP exchange programs. 3.6 The Chancellor should establish an emergency 24-hour hotline for international students and scholars with a contact person in the case of an emergency. 3.7 The Office of Public Relations should amply shared with the academic community and stakeholders the institutional internationalization strategic plan and goals. The Office should establish clear policies and practices that will provide effective communication strategies to announce the activities, strategies and outcomes of the internationalization plan on a regular basis. 3.8 The public function of the Office of Public Relations should be strengthened and expanded with the use of UNE Visión (TV Program) and Paliqueando (Internet Streaming), among other opportunities for public information. 4. The Chancellor s staff needs to be fully incorporated into the institutional internationalization strategies; they need to be spokespersons of these efforts through their individual work plans. ACE Internationalization Lab Cohort-UNE Page 20

21 4.1 The Chancellor needs to ensure that UNE s ACE Internationalization Laboratory recommendations are incorporated in the goals and objectives of the institution s annual Work Plan (Guías Estratégicas ). 4.2 The Assistant Vice Presidency of Human Resources should include an overview of UNE s Strategic Plan for Internationalization in orientation sessions for new employees and periodically provide updated information regarding new policies and practices in internationalization for existing employees (e.g., through training workshops). This office should also arrange for special seminars to enhance multicultural and intercultural sensitivity, understanding and awareness to assist associate in interacting with international students and Scholars. 4.3 The Assistant Vice Presidency of External Resources should conduct annual seminars to train faculty and administrators to search for international external funding opportunities and also to write competitive proposals for international grants. 4.4 The Coordinator of Information Systems Security and WEB Page should post all international agreements on the website, in order to promote and provide institution-wide access to information about opportunities for collaboration with international institutions. 4.5 The Coordinator of Information Systems Security and WEB Page should develop a new international website to promote specific international initiatives, activities and programs. ACE Internationalization Lab Cohort-UNE Page 21

22 VIII. OFFICE OF THE VICE CHANCELLOR FOR ACADEMIC AFFAIRS FINDINGS The Vice Chancellor oversees the following Schools, Vice Chancellorships, and Office: o School of Business Administration o José A. (Tony) Santana International School of Hospitality and Culinary Arts o School of Social and Human Sciences o School of Education o School of Health Sciences o School of Science and Technology o School of Professional Studies o School of Technical Studies o Associate Vice Chancellor for Licensing and Accreditation o Associate Vice Chancellor for Administrative Affairs o Associate Vice Chancellor for Retention o Associate Vice Chancellor of Evening and Weekend Services o Associate Vice Chancellor for Assessment o Associate Vice Chancellor for Research o Assistant Vice Chancellor for Development and Academic Effectiveness o Office of Faculty Development Although the Vice Chancellor and associated units are actively involved in generating the Institutional Strategic Plan, the subcommittees found that internationalization activities and strategies are not incorporated in the individual Work Plans of the Schools and Administrative Offices. The subcommittees found that faculty engagement in internationalization initiatives is sparse, probably due to a lack of established policies and practices to reward faculty members for participating in internationalization activities. Curriculum Although the general education component includes several courses with international or global content, enrollment patterns fluctuated considerably. Currently there is no coordinated effort to internationalize curricular offerings and activities; however various initiatives are underway in some Schools. Another finding is that there are no international majors or minors linked to the academic programs. Currently, there are language requirements for all students in both English and Spanish. Students must complete at least a year (6 credits) of college level English (as a second language) and a year of college level Spanish (6 credits) as part of their general-education. However, data collected by the Office of the Associate Vice Chancellor of Assessment, about language learning indicates that although students improve their performance in both written and spoken language skills, when compared to their skills before the courses, their performance does not meet the expectations of performance established by the institution. ACE Internationalization Lab Cohort-UNE Page 22

23 Therefore, there is a need to revise goals, objectives and activities that have been established as learning outcomes of the second language acquisition. It was found that some Schools would like to establish a third language requirement in order to better serve the students seeking internships or work experience abroad. Currently, there are two (2) foreign languages (in addition to English and Spanish) offered, these are: French and Portuguese, which are offered as electives. Co-Curriculum and Campus Life UNE students, faculty and administrators currently benefit from a wide array of internationally-minded Co-Curricular activities that include: Visiting International Scholars, Dignitaries, international education organization representatives (e.g. Fulbright, Gilman, Boren, Humphrey Fellows, Ambassadors, Peace Corps, etc.); Federal Agency workshops and presentations (e.g., the U.S. Department of Commerce and the U.S. Department of State, among others); and various cultural activities. A questionnaire administered by one of the subcommittee determined the participation levels of the university community in such activities. The questionnaire was composed of three (3) parts. The first part asked participants to express the level of agreement in seven statements about internationalization. The second part included an open-ended question about the opportunities in the local environment to enhance internationalization efforts at the Institution. The third part provided space for respondents to indicate the different activities that manifested internationalization at the Institution. The majority of the participants generally agreed with statements, such as: o Internationalization is the process of integrating an international or intercultural dimension into teaching and learning. o Internationalization is a complex of processes that enhance the incorporation of global multicultural education into teaching, research, and service. o Learning about people from different cultures is a very important part of education. o The global multicultural topic should be considered in the campus life. o It is very important to include the international component in all the co-curricular activities. However, most participants agreed that the process of internationalization should be given more importance that it has been given up until now. Another general finding regarding Co-Curriculum activities was that there is evidence of many activities with a global, multicultural and international element, however such activities unfortunately have not been planned or articulated with the Schools or the Vice Chancellorship of Student Affairs. ACE Internationalization Lab Cohort-UNE Page 23

24 RECOMMENDATIONS 1. Increase faculty and staff engagement in international initiatives. 1.1 The Vice Chancellor should consider diversifying faculty by recruiting professors from outside the U.S. and encouraging the exchange of faculty with institutions abroad in order to help strengthen the internationalization of UNE s curriculum and academic programs. 1.2 The Vice Chancellor should provide incentives (financial or other) to faculty to engage in globally focused research and teaching as well as to appropriately acknowledge faculty excellence in international scholarship through the faculty evaluation procedure. 1.3 Deans should work collaboratively with the Office of the Vice Chancellor of International, Federal and Corporate Affairs to develop and promote international initiatives, to identify annual priority international projects within the Caribbean and Latin America (e.g., Chile, Peru, Costa Rica, Colombia, Mexico, Dominican Republic, Bahamas, Trinidad and Tobago, etc.), and to capitalize on regional agreements signed by AGMUS and UNE, such as with the Central American Higher Education Council (Consejo Superior Universitario Centroamericano CSUCA), and with the Organization of American States (OAS). 1.4 Faculty academic program coordinators and Student Affairs Coordinators at each School should be encouraged to play an active role to promote and establish the development of two-way student exchange as a component of UNE agreements. 2. Coordinate efforts to internationalize curricular offerings and co-curricular activities. 2.1 The Vice Chancellor should establish a faculty led committee to identify the student learning outcomes that best reflect the new internationalization mission, vision and objectives. 2.2 The Vice Chancellor should establish a committee to revise the General Education and Professional components of the curriculum in order to offer more courses that include intercultural, multicultural, and international elements. 2.3 Each School should develop mechanisms for gathering of data and assessing effectiveness of education abroad programs and other international activities to report to the Associate Vice Chancellor of Assessment. 2.4 The Associate Vice Chancellor of Assessment should implement assessment strategies regarding global learning outcomes. 3. Enforce second language and third language acquisition. 3.1 The Vice Chancellor should consider adding a general education requirement of a third language (in addition to English and Spanish) for all students. 4. Stand out with priority the internationalization process in all the campus life. 4.1 The Vice Chancellor should establish a committee to discuss and provide clear definitions for terms that deal with internationalization, such as global learning, multi-cultural education, intercultural education and abroad. ACE Internationalization Lab Cohort-UNE Page 24

25 4.2 The Vice Chancellor should establish an institutional committee to recommend new policies and procedures to recognize education abroad experiences (study, internship, community service) as credit-bearing courses. 4.3 The Vice Chancellor should establish a committee to evaluate the possibilities of establishing joint and dual degrees in various disciplines with current international institutions that UNE has signed agreements or with other universities around the world. 4.2 Deans should work collaboratively with the Office of the Vice Chancellor of International, Federal and Corporate Affairs and the Assistant Vice President of External Resources to identify, prioritize, and pursue external grants to internationalize the Curriculum; expand Faculty Opportunities for International Training, Research and Teaching Abroad; and increase Student Education Abroad Opportunities. 4.2 Deans should work collaboratively with the Office of the Vice Chancellor of International, Federal and Corporate Affairs to promote and facilitate strategic partnerships between UNE Schools and U.S. Universities to increase UNE s competitiveness for federal or external international grants. 5. Plan and carefully articulate with the Schools, Staff and the Office of Co-curricular Programs all the international initiatives and special activities. 5.1 The Vice Chancellor needs to guarantee that UNE s ACE Internationalization Laboratory recommendations are incorporated in the goals and objectives of each School s annual Work Plan. 5.2 Deans should work collaboratively with the Office of the Vice Chancellor of International, Federal and Corporate Affairs to increase the number of visiting Scholars and Professionals by competitively applying for both internal and external funds to host such visitors (e.g., Visiting Fulbright Scholars, Humphrey Fellows, etc.). 5.3 Schools with a successful internationalization track-record should share their experiences and expertise with other Schools and administrative units. ACE Internationalization Lab Cohort-UNE Page 25

26 IX. OFFICE OF THE VICE CHANCELLOR FOR STUDENT AFFAIRS FINDINGS The Vice Chancellor of Student Affairs oversees the following Assistant and Associate Vice Chancellorships and units: o Associate Vice Chancellor for Enrollment Management o Associate Vice Chancellor for Marketing and Recruitment o Associate Vice Chancellor of Quality of Life and Student Wellness o Assistant Vice Chancellor for Multidisciplinary Services o Assistant Vice Chancellor for Scholarship and Internship Program o Assistant Vice Chancellor of Center of Employment o Registrar o Admissions o Bursar o Director of Social and Cultural Activities o Director Athletics and Sports o Director of Complimentary Educational Services o Health Services The funding related to the Vice Chancellor for Student Affairs were based on an assessment of the current status of services, activities and resources (professional, personnel, funding, administrative and infrastructure) regarding international students, study and internships abroad and engagements with institutions in other countries. Four different kinds of questionnaires were administered among faculty members, international students, the general student population, and staff. Additionally, a focus group was carried out of students and faculty to discuss the questions their group had been assigned. UNE currently organizes and takes part in a variety of activities with an international perspective, including internationally focused conferences and workshops, international visitors (e.g., Fulbright Scholars, Distinguished Ambassadors, etc.), signing of international agreements for collaboration, international student and faculty exchange programs, among other initiatives. However, areas of weakness were identified regarding the necessary services, resources (personnel and fiscal), infrastructure and activities related to international students, education abroad programs and engagements with institutions in other countries. There is currently an absence of a concerted campus-wide effort to coordinate and support internationalization activities and initiatives. There is a lack of communication within key stakeholders (Academic, International, Student Affairs and Deans). One of the findings that arose from the results of the student, faculty and staff surveys was the absence of clear definitions for terms that deal with internationalization, such as global learning, multi-cultural education, intercultural education and abroad. For some ACE Internationalization Lab Cohort-UNE Page 26

27 respondents for example, the term abroad described countries and nations outside of the U.S., while many others considered the mainland U.S. to also fall under the definition of abroad, especially when referring to education abroad, given that the mainland U.S. represents a very different cultural and linguistic environment from that of Puerto Rico. This finding indicates that there is a pressing need to develop institutionally recognized definitions of such terms, which will allow students, faculty and staff to discuss and address topics of internationalization with a common language. Current Education Abroad initiatives and participation indicated that there are many basic services that have not yet been developed for students and faculty wishing to participate in education abroad programs (including internships and service learning opportunities) both internationally and within the mainland U.S. The Subcommittees found that there is currently a lack of support services to assure the well-being and successful campus integration of incoming international students and scholars. There is also a need for services, policies and practices for international students and Scholars at UNE that include: o An established institution-wide, interdepartmental policy and strategy to provide coordinated services o Consistent, reliable housing options for international and exchange students, as well as visiting Scholars o Visa/Immigration and Career advising services and professional staff o Proper training for UNE staff and faculty regarding how to effectively communicate with and provide services for International Students and Scholars o Academic, cultural and social advising services o Risk management strategies to preserve the health, safety and security of International Students and Scholars o Established protocol and plan of action for responding to emergencies involving international students and Scholars Currently there is no designated professional staff member responsible for International Student and Scholar services. Present services and support for International Students and Scholars is generally provided by personnel of the individual Schools or units (Athletics and Sports). Given the relatively low number of international students, this de-centralized kind of support for international students and Scholars has, up until this point, been fairly effective. However, as student exchange initiatives increase dedicated staff will be required to adequately fulfill the needs of international students and Scholars. The following recommendations have been adopted by the UNE ACE Lab Sub Committees. These recommendations reflect the strengths and priorities of existing international programs and activities while proposing new initiatives that respond to challenges and opportunities for internationalization at our institution. ACE Internationalization Lab Cohort-UNE Page 27

28 RECOMMENDATIONS 1. Strengthen international student services. 1.1 The Vice Chancellor of Student Affairs should develop in collaboration with the Vice Chancellorships of Academic and International, Federal and Corporate Affairs an Education Abroad Information manual for students, parents, faculty, administrators and other participants that will provide them with basic information concerning academic policies, affordability, orientation programs, health and safety, logistical issues, etc. Such a manual and the procedures contained therein will be developed in collaboration with the Registrar and relevant university offices. 1.2 The Vice Chancellor of Student Affairs should identify and appoint a dedicated staff member to deal with admission of international students. 1.3 The Vice Chancellor of Student Affairs should identify and appoint a dedicated staff member to deal with housing for international students. 2. Increase international opportunities for the student body. 2.1 The Center for Employment should identify, develop and promote international career opportunities for students in federal agencies, NGOs (non-governmental organizations) international government agencies and organizations in the mainland U.S., as well as in other nations. 2.2 The Assistant Vice Chancellor for Scholarships and Internships should identify, develop and promote international internship opportunities for students in federal agencies, NGOs (non-governmental organizations) international government agencies and organizations in the mainland U.S., as well as in other nations. 3. Promote and communicate international activities to the internal and external community. 3.1 The Associate Vice Chancellor of Marketing and Recruitment should develop a marketing plan to attract international students. 3.2 The Associate Vice Chancellor of Marketing and Recruitment should organize special activities for prospective students that highlight international education opportunities that would be available to them as UNE students (e.g., study abroad/isep, international courses, etc.). 3.3 The Director of Social and Cultural Activities should organize special seminars to enhance multicultural and intercultural sensitivity, understanding and awareness to assist administrators, faculty and staff in interacting with international students and Scholars. 3.4 The Director of Social and Cultural Activities should include all programmed international activities in the institution s annual calendar and promote the participation of faculty and students in these activities. ACE Internationalization Lab Cohort-UNE Page 28

29 X. OFFICE FOR THE VICE CHANCELLOR FOR INTERNATIONAL, FEDERAL AND CORPORATE AFFAIRS FINDINGS Since the signing of the Portugal Declaration by the Board of Directors of the Ana G. Méndez University System (AGMUS) in October 2003 in Lisboa, Portugal, both AGMUS and Universidad del Este (UNE) embarked upon the ambitious mission of establishing a solid internationalization program. In 2005, UNE created an Internationalization Strategic Plan which was officially presented at the AGMUS Board of Directors Annual Meeting in Buenos Aires, Argentina in Both UNE s 2005 Internationalization Strategic Plan and AGMUS s 2015 Strategic Plan ( Visión 2015 ) highlighted the importance of preparing students, faculty and administrative staff to become productive members of the global, knowledge-based economy. AGMUS and UNE s strong institutional commitment to internationalization was further evidenced by the creation of the position of Vice Chancellor of International, Federal and Corporate Affairs at all three institutions. At UNE, this position was appointed in 2008 and besides the Vice Chancellor and her assistant; this office has only a Coordinator for International Activities. UNE is currently in the process of developing a new Strategic Plan for , the timing of the institution s participation in the ACE Internationalization Laboratory is quite fitting, since it will allow for a new Strategic Plan for Internationalization to be developed and incorporated into UNE s new institution-wide Strategic Plan for Although specific objectives and goals were developed for the new strategic plan, there is a need to update them to include other initiatives that are being undertaken to internationalize the university. Such initiatives include efforts to: promote UNE internationally; increase the university s participation in international education and scholarship programs; enhance the university s competitiveness for federal international education grants; facilitate diverse cultural activities as well as international professional development opportunities for faculty and administrators. Additionally, there is an urgent need to establish new policies, procedures, personnel positions and the administrative structure required to advance internationalization and promote UNE as an international institution. It was also found that UNE has a great opportunity to strengthen both, internal and external communications regarding its internationalization goals and objectives in order to foster a greater consciousness and integrated support for internationalization initiatives throughout the institution and the community. UNE s location on the island of Puerto Rico allows for special historical, cultural, social and linguistic connections with other nations in the Caribbean, Latin America and Europe. These connections provide unique opportunities for expanding UNE s collaborative projects and the recruitment of international students/faculty from countries in these regions. ACE Internationalization Lab Cohort-UNE Page 29

30 In order to incorporate the Office of the Vice Chancellor of International, Federal and Corporate Affairs into the institutional structure, the Chancellor created a Faculty Internationalization Committee, with faculty representatives from each School. Each faculty member is elected at the beginning of the academic calendar in the faculty assembly. This Committee is chaired by the Vice Chancellor of International, Federal and Corporate Affairs. Some of the faculty members appointed to the Subcommittee expressed that they had not been used to their full potential. Furthermore, although there had been many successful activities to promote internationalization at the university, results of such activities had not been widely disseminated to the entire university community. UNE has experience a marked increase in international activities; however the Office of the Vice Chancellor of International, Federal and Corporate Affairs does not possess the funding, personnel or resources necessary to properly promote and implement the internationalization goals and objectives set forth in the institution s Mission, Vision and Strategic Plan. Additionally, the Office of the Vice Chancellor of International, Federal and Corporate Affairs and the Office of the Vice Chancellor of Student Affairs are not properly aligned to adequately provide services, support and guidance for education abroad and international students/scholars. The recommendations presented in this section highlight the need to strengthen the Office of the Vice Chancellor of International, Federal and Corporate Affairs, assign specific responsibilities to this unit and properly integrate this new unit into the current institutional structure. RECOMMENDATIONS 1. Establish synergy and connections among all the constituencies at UNE. 1.1 Internationalization initiatives undertaken by the Vice Chancellor of International, Federal and Corporate Affairs need to be developed collaboratively with the Deans so that they can be included and prioritized in the Annual Work Plans of each School, with appropriate resources being allocated by the Chancellor for such activities. 1.2 Internationalization student and faculty services undertaken by the Vice Chancellor of International, Federal and Corporate Affairs need to be properly aligned with the responsibilities of the Offices of the Vice Chancellor of Academic Affairs and Student Affairs. 1.3 The Vice Chancellor of International, Federal and Corporate Affairs should coordinate efforts between the Office of Public Relations and the Coordinator of Information Systems Security and WEB Page to promote international activities. 1.4 The Vice Chancellor of International, Federal and Corporate Affairs should coordinate with the Internationalization Committee the development of updated administrative policies, procedures, guidelines and services in ACE Internationalization Lab Cohort-UNE Page 30

31 collaboration with the Academic Board and Administrative Council to support and strengthen Education Abroad Programs, International Student and Scholar Services, International Agreements, International Education Grants and other activities. 1.5 The Vice Chancellor of International, Federal and Corporate Affairs should brief each School s Student Affairs Coordinator so that they may effectively promote international programs during registration and throughout the academic year. 1.6 The Vice Chancellor of International, Federal and Corporate Affairs should work in collaboration with other administrative units to expand UNE s partnerships and collaborations among Federal Agencies, National and International Organizations by participating in major national and international events. 1.7 The Vice Chancellor of International, Federal and Corporate Affairs should work with the Office of Public Relations and the Associate Vice Chancellor for Marketing and Recruitment to enhance the visibility and presence of international activities through communication and marketing materials. 1.8 The Vice Chancellor of International, Federal and Corporate Affairs should work with the Office of Public Relations to establish an International Affairs Newsletter and increase participation on UNE/AGMUS Public Service Television Program UNE-Visión and the weekly live internet program Paliqueando. 2. Develop environment for internationalization. 2.1 The UNE s Internationalization Committee should be reorganized to include representatives from the Chancellor s Office, the Vice Chancellorships of Academic, Student Affairs and Information Resources and Telecommunications, Assistant Vice President for External Resources, Deans, as well as faculty and student representatives formally appointed from each UNE School. This Committee should also establish permanent subcommittees related to study abroad and international scholarships, grants, agreements, and events among other important areas to promote internationalization in the campus. 2.2 The Vice Chancellor of International, Federal and Corporate Affairs should coordinate special international events collaboratively with other AGMUS institutions and organizations, such as the Institute for Public Policy (IPP), the AGMUS PBS Television Station (Sistema T.V./UNEVision/WMTJ-TV Channel 40) and the Puerto Rican Regional Economic Development Alliances (known by their Spanish acronyms as INTENE, INTECO, INTENOR, DISUR and PRTECH). 2.3 The Vice Chancellor of International, Federal and Corporate Affairs should develop and coordinate with Deans and the Vice Chancellor of Student Affairs a basic orientation program for all international students. 2.4 The Vice Chancellor of International, Federal and Corporate Affairs in collaboration with the Vice Chancellorships of Academic and Student Affairs should establish regular forums to communicate and discuss international initiatives and outcomes for both full time and part-time faculty, administrators and students. ACE Internationalization Lab Cohort-UNE Page 31

32 3. Increase faculty and students abroad experiences. 3.1 The Vice Chancellor of International, Federal and Corporate Affairs should evaluate and recommend appropriate international program management tools employed at other universities (e.g., software packages to manage study abroad and other international program information, curricula, applications and budgets. 3.2 The Vice Chancellor of International, Federal and Corporate Affairs should seek the assistance of U.S. international education associations (e.g., NAFSA The Association of International Educators, among other organizations) to help provide necessary training in intercultural and multicultural topics. 3.3 The Vice Chancellor of International, Federal and Corporate Affairs should collaborate with Deans that have already begun to recruit international students (e.g. School of Business Administration) to promote recruitment through ISEP and UNE s existing bilateral agreements. 3.4 The Vice Chancellor of International, Federal and Corporate Affairs should work in collaboration with Deans to develop strategies to promote UNE/AGMUS s signed 2010 agreement with the Organization of American States (OAS) as a member of the OAS Consortium of Universities, as well as the OAS Fellows who are selected annually to attend UNE Schools. 3.5 The Vice Chancellor of International, Federal and Corporate Affairs should create a coordinated digital strategy for internationalization linked to the AGMUS homepage, to centralize all information related to international education, education abroad, international students, scholarships, institutional collaborations, internships, visiting foreign scholars, research and community service opportunities, among other international activities. 3.6 The Vice Chancellor of International, Federal and Corporate Affairs in collaboration with the Vice Chancellor of Academic Affairs should develop strategies to provide and increase opportunities for both full and part time faculty to participate in international initiatives (e.g., publications, research, conferences, exchange, education abroad, professional development, etc.). 4. Increase the development of international collaborations. 4.1 The Vice Chancellor of International, Federal and Corporate Affairs should develop new international initiatives with diplomatic representatives located in Puerto Rico with the support of the Association of Consul Generals. 4.2 The Vice Chancellor of International, Federal and Corporate Affairs should develop cooperation and collaboration with companies that have international operations within the Caribbean and Western Hemisphere. Particular attention should be given to companies that can provide international opportunities (e.g., internships and careers) for UNE students and faculty. 4.3 The Vice Chancellor of International, Federal and Corporate Affairs should develop a plan to strengthen local and regional collaborations with businesses and professional organizations (e.g., Chambers of Commerce, Manufacturer s ACE Internationalization Lab Cohort-UNE Page 32

33 Associations, Rotary Clubs, Regional Economic Development Alliances, etc.) to develop new international projects to benefit the institution and provide international education and career experiences. 4.4 The Vice Chancellor of International, Federal and Corporate Affairs should coordinate the revision of all agreements on an annual basis to include specific and meaningful activities impacting student and faculty international learning for the forthcoming years. 4.5 The Vice Chancellor of International, Federal and Corporate Affairs should promote collaborative research projects (e.g., undergraduate research) with international institutions, organizations or private corporations. ACE Internationalization Lab Cohort-UNE Page 33

34 XI. APPENDICES 1. Declaration of Portugal 2. UNE s 2005 Internationalization Strategic Plan 3. Full Report: Subcommittee A: Articulated Commitment (Mission, Goals and Vision) and the Local, State and Broader Environment for Internationalization 4. Full Report: Subcommittee B: Strategy, Structure, Policies and Practices 5. Full Report: Subcommittee C: Curriculum and Co-Curriculum 6. Full Report: Subcommittee D: International Students, Study and Internships Abroad, and Engagements with Institutions in Other Countries 7. Full Report: Subcommittee E: Synergy, Culture and Campus Life ACE Internationalization Lab Cohort-UNE Page 34