Goal 1

Equip students to meet the opportunities and challenges of an increasingly interconnected world

Table of Contents | Goal I | Goal II | Goal III

Strategy 1: Recruit the most talented international students for Emory

In a globalized higher education landscape, Emory increasingly looks beyond domestic borders to recruit the most talented students. Emphasis should be placed on recruiting the best students for Emory—students that reflect Emory’s core values and mission.

Emory’s vibrant international student population has grown substantially over the past decade—a success of the university's 2005 internationalization plan—from 1,031 in 2004 (7% of total student body) to 2,440 in 2015 (17% of total student body). However, most of Emory’s international students hail from only a few countries, and our international community can benefit from further diversification.

With unique perspectives and backgrounds, Emory’s international students make significant contributions to on-campus dialogue and teaching, building a more dynamic community in the process. These contributions should be better communicated and leveraged.

Initiative 1: Develop and launch an Emory Global Scholars program

Emory has long maintained a strong commitment to recruiting the best students regardless of financial means. However, until recently, international students have had few opportunities for financial support. Emory now offers limited need-based financial aid for international students, but recruiting the most talented international students requires a more broad-based approach, including merit-based aid.

Initiative 2: Better integrate and immerse international students into residential learning

International students often face more challenges adjusting to university life than their domestic peers. Linguistic, cultural, and social barriers all impede integration to some extent. At Emory, different schools have varying levels of support for their international students, so in 2013, the university created the Office of International Student Life to provide full-time support and programming. Efforts like these must expand in the coming years, with greater input from Campus Life and individual schools.

Initiative 3: Create a campus-based global center to support cross-cultural and globally oriented programming and student support

The university invests considerable resources into its global activity and support of international populations on campus. Because this effort is spread across divisions and units, the extent of Emory’s overall commitment is not fully recognized and the benefits not fully realized. Encompassing relevant international student support services, student activities, and other programs in a physical space, a global center would help fully integrate domestic and international students into campus life while preparing them to lead and serve across the world.

Initiative 4: Investigate options for better-coordinated ESL offerings

As Emory’s international populations continue to grow, English language support (ELS) and other language resources are essential to their success. Currently, ELS resources are mostly located at the school level and are varied in offerings and staffing. However, many of Emory’s peers rely on a centralized model for support that serves both the university and the wider community. Emory should evaluate ways to expand access to ELS resources, to capitalize on current strengths and to explore possibilities for new models of support.

Strategy 2: Provide students with the experiences and skills to ensure future adaptability and success

In an increasingly connected world, cross-cultural awareness and understanding are critical skills. As a global university, Emory will continue to provide and strengthen opportunities for students to build cultural competency.

Initiative 1: Promote opportunities for global learning through study abroad and other international learning avenues

An international experience should be a central part of an Emory education. Experiential learning offers cultural exposure that the traditional classroom cannot match. As of FY2015, 40% of Emory undergraduates and 27% of graduate and professional students have an international experience during their studies at Emory.

Strategy 3: Encourage and empower alumni to be global ambassadors for Emory

Since graduating its first international student in 1893, Emory's international alumni base has grown to nearly 5,000 in more than 150 countries around the world. However, Emory’s efforts to connect with this powerful network are relatively recent. As the university expands its global footprint, engaging these alumni and fostering meaningful and tangible ties to campus through current students and faculty are increasingly important.

Initiative 1: Enhance the Emory Alumni Association’s (EAA) activity abroad to facilitate increased international alumni involvement, faculty engagement, and global visibility

The recent successes of the EAA’s internationalization efforts can be seen in the 22 active international chapters in 20 countries, increased alumni participation in admissions recruitment, international affinity groups, and international engagement in career networking and development programs. The EAA should continue to engage with international alumni to develop future Emory leaders and donors, with an emphasis on leadership cultivation. This approach will allow for sustainable success and will align with the university's broader development endeavors. Emory also should do more to spotlight the accomplishments of its distinguished international alumni through the Sheth Distinguished International Alumni Award, targeted and coordinated communications, and other efforts.