Global strategy: 2018–22

We will build strong, mutually beneficial relationships with higher education institutions, businesses, industry and wider local and international communities, including with our alumni, delivered through our engagement, partnerships and global strategies.

Global strategy

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We will build strong, mutually-beneficial relationships

The University of Surrey will be widely recognised, particularly in Asia, the Americas and Europe, as a leading university that is globally renowned for excellent research and teaching. Our mission is to project Surrey to the world and to open our doors by creating an environment where the University, our staff and students can achieve their greatest potential and, through their skills and knowledge, positively contribute to society at a local, national and international level.

Strategic aims

Our global strategy has six core aims:

1. Enhanced opportunities and impact in research and education

Our goal is to enhance the opportunities for, and international impact of, our research and education.

2. Recruit and retain top talent

Our goal is to attract and retain the best staff from across the globe, including the EU.

3. Internationally broad and balanced student population

Our goal is to ensure that the University has an internationally broad and balanced EU and non-EU student population at all levels.

4. Internationalised student experience

Our goal is to promote the delivery of an internationalised student experience.

5. Improved opportunities for international mobility

Our goal is to create international mobility opportunities that challenge and enrich the lives of our staff and students, and contribute to building personal resilience and intercultural understanding.

6. Enhanced international profile

Our goal is to enhance our international profile and brand awareness, thereby helping to deliver an international ranking that matches the University’s successes and aspirations in research and education.

Measuring success

1. Enhanced opportunities and impact in research and education

  • To make sure that more than 50 per cent of all our publications continue to involve an international collaborator.
  • To exceed a ratio of 5:1 funding leveraged through investment in the UGPN research collaboration fund.
  • To maximise success rates with UK funding schemes (such as the Newton Fund and Global Challenge Research Fund) and international funding schemes (such as from the EU or the Gates Foundation), contributing to meeting the target of £60m a year research income by 2022.
  • To improve the quality of outputs with international co-authors (and the proportion of which is in the top one per cent) leading to a sustained position below 150 in the Leiden Ranking.
  • To enhance the breadth and depth of the Surrey International Institute at Dongbei University of Finance and Economics transnational education activity, especially in research.
  • To expand the number of dual degree courses at undergraduate and postgraduate taught level with internationally renowned universities.
  • To prioritise dual PhD degrees with important partners, particularly within the UGPN network.
  • To grow partnerships addressing capacity building needs in target official development assistance countries and link this to future funding opportunities, such as those through SPHEIR.
  • Targeted exploration of new transnational education activities, particularly in Asia, contributing to realising our research, teaching and growth strategies.
  • Creating and exploiting innovative funding opportunities to pump-prime new.

2. Recruit and retain top talent

  • To make sure at least 20 per cent of our staff are from outside the UK.
  • To make sure we retain non-UK staff at the University over the five-year period of the strategy, exceeding the median of our benchmark UK competitors.
  • To increase engagement and recognition of staff with membership of international advisory boards and organisations (such as grant bodies, commercial, governmental, and international conferences).
  • To increase the number of black, Asian and minority ethnic staff within the University, especially at senior academic levels, with a target of five per cent at level six and above by 2022.

3. Internationally broad and balanced student population

  • Targeted regional growth in the total number of undergraduate and postgraduate taught international and EU students.
  • To grow the total number of non-UK research students (both in numbers of PhDs registered at Surrey and visiting PhD researchers).
  • To improve the balance of international, EU and UK students at all study levels across different disciplines.
  • To increase the number of markets from which we have at least 30 students, so we are more diversified.
  • To increase the number of overseas government or company sponsored students.
  • To increase the proportion of students enrolled on Surrey International Institute at Dongbei University of Finance and Economics dual degree courses.
  • To ensure the proportion of international undergraduate students progressing and achieving good degrees (2:1 and first) is comparable to UK home students.
  • To ensure the percentage of international students gaining a distinction at postgraduate taught level is comparable to that of UK students.
  • To increase the number of students enrolled at Surrey through partnership arrangements (including split-site, 1+3, 2+2, and so on).
  • To ensure our employment rates of overseas and EU graduates are comparable to UK graduates.
  • To improve progression rates and good degrees amongst our international black and minority ethnic student population.

4. Internationalised student experience

  • To increase the range of subjects offered within the Surrey Global Graduate Award, especially in global citizenship and employability.
  • To increase the number of students pursuing the Surrey Global Graduate Award.
  • To develop activities that enable Surrey students who are based here to work with other students across the world.
  • To increase the number of international companies attending campus events for Professional Training placements and graduate employability.
  • To enhance international student engagement with the Students’ Union.
  • To ensure high levels (over 80 per cent) of student satisfaction with internationalisation in their Surrey experience.

5. Improved opportunities for international mobility

  • To increase the number of Surrey students having an international experience (study, research, work placement, volunteering, summer school), especially those that are from a widening participation background.
  • To increase the number of professional services staff spending a period of time at international partners and vice versa.
  • To increase the number of academic staff engaging with international opportunities (sabbaticals, short and medium-term visits e.g. through Santander staff research awards).
  • To increase the opportunities for inward sabbatical visits, especially from highprofile international researchers (such as field medallists or Nobel laureates).
  • To increase the range of mobility opportunities available on each continent.
  • To increase the percentage/number of black, Asian and minority ethnic and SEG 4-7 students participating in study or work placements abroad.
  • To increase the number of international incoming students attending the University of Surrey as part of their degree course.
  • To increase in the number of staff taking up international teaching mobility opportunities.

6. Enhanced international profile

  • To increase the number of engaged alumni and alumni chapters.
  • To increase philanthropic contributions from international alumni and donors.
  • To create a systematic international brand awareness campaign based on the ‘Surrey Advantage’.
  • To increase the number and value of international capacity building, mentoring and consultancy contracts.
  • To increase the proportion of our formal links with, and citations from, the world’s top 150 universities.
  • To increase the number of Surrey news stories featured on UGPN partner websites.
  • To increase the international engagement with the University of Surrey website and its social media channels.
  • To increase the number of overseas ministerial, Vice-Chancellor and CEO (or equivalent) visits to Surrey to improve brand awareness.
  • To target improvements in the overall position in the QS, THE and ARWU rankings with a desire to be consistently in the top 200 in the QS and THE rankings by 2022 and above 350 in the ARWU in the same timeframe.
  • To increase the number of specific subject areas recognised as being in the top 150 worldwide in the ARWU.

Global strategy

(7.3 MB .PDF)
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