Internationalization Approach

  • AUC offers an unparalleled academic program in the Middle East and Africa. Thus, all efforts at internationalization should in some way capitalize on the intersection between the University’s location and the richness of the institution’s scholarship, teaching quality and liberal arts mission.

 

  • Partnerships at many levels should be encouraged across the University, but the institution should emphasize depth and quality of partnership over breadth.

 

  • AUC’s partnerships should be directed at (a) demonstrating to local and international audiences and institutions the quality of the University’s academic activities and the impact that such activities have on the world; and (b) building internal capacity in educational and scholarly endeavors. More specifically, local partnerships should be able to display AUC’s value to the Middle East, Africa, Egypt and Cairo. International partnerships should be able to display the essential role that AUC plays in the region and the inherent value of the window that the University offers to other institutions throughout the world on our region. Finally, though some partnerships are acceptable as “transactional” relationships, the greatest attention should be put on “transformational” relationships—those that can offer significant internal worth to AUC’s faculty, staff and students.

 

  • Making AUC more “international” should serve two distinct purposes: (a) providing an academic home to the most talented scholars and students interested in the region or interested in advancing their particular fields within the region; and (b) creating a global campus climate conducive to broad learning goals. The former purpose continues our work on recruiting productive people to AUC; the latter purpose furthers our efforts at making AUC a more diverse campus.

 

  • Online and blended forms of education are just as much about pedagogy as they are about access; yet, as points of access, they can be instrumental in promoting some of AUC’s most interesting programs and scholars to wider audiences.

 

  • Outreach efforts, and their associated partnerships, should be aimed at applying AUC’s body of knowledge and intellectual talent on real world problems. Yet to focus our efforts, AUC should engage in outreach efforts that have measurable impact on AUC’s internal capacity. 

 

  • Though rankings must be attended to for purposes of global recognition, they should also be seen internally as tools to inspire improvement and quality work. We should not pursue tactics to increase rankings if we do not believe those tactics are beneficial to the mission of the institution. 

 

  • Promoting for more online and blended learning initiatives.

 

  • Promoting for international competitions.