Developing Leaders
for a Global World
Taylor’s University, Lakeside Campus
GLOBAL STRATEGY
(JPT/BPP(U)1000-801/67/Jld.2(32) KPT/JPS/DFT/US/B21)
No. 1, Jalan Taylor’s, 47500 Subang Jaya, Selangor Darul Ehsan, Malaysia
Tel : 603-5629 5000 Fax : 603-5629 5001
www.taylors.edu.my/university
STRATEGIC PLAN & FRAMEWORK
TOWARDS 2020
GLOBAL VISION
Taylor’s University is committed to taking a global approach
in the development and delivery of its research agenda and
academic programmes, as outlined by the Vice-Chancellor
and President in the University’s first Strategic Plan
(2012-2016). The University aims to provide opportunities
for staff and students to benefit from international ideas,
viewpoints and knowledge. We are committed to preparing
our students for a future in which they will be global citizens.
Taylor’s University is committed to achieving excellence in
teaching, learning, research and innovation, while
simultaneously engaging with the world around us.
We strive to educate e our students to take their place in the world as productive and responsible leaders
within the global community. We are also committed to provide our students an education that will enable
them to be locally grounded, and globally rounded.
As such, we are proud to launch the first International and Global Engagement Strategy. The strategic plan
aims to offer a more precise focus for our international activities, which will be embedded within our
institutional culture, curriculum, research, systems and practices.
PROFESSOR J.S. PERRY HOBSON
Pro Vice-Chancellor – GLOBAL ENGAGEMENT
OUR CORE
PURPOSE
To educate the youth of the world to
take their productive place as
leaders in the global community.
INTERNATIONAL FOCUS
Currently, over 20% of our students come
from more than 82 countries, and about 18%
of our staff were born overseas. The
University has had academic ties with
institutions around the world for more
than a quarter of a century. We are
already deeply engaged internationally
in many different ways – from offering
international articulations and
exchange, to dual degrees and
research collaborations.
20% of our
“ Over
students come
from more than 82
countries, and
about 18% of our
staff were born
overseas.
“
In an increasingly inter-connected and globalised
world, international engagement is not only a
necessity but also a necessary component of any
higher education institution. At Taylor’s University,
we have incorporated a global dimension in all our
activities, in keeping with our core purpose. We
also have a multi-cultural student and staff
make-up, in the bid to heighten the educational
approach available for all students at Taylor’s.
FOCUS ON GLOBAL EMPLOYABILITY
To be sought after by ‘Top Employers’ (many of whom are multi-national companies), our
graduates now need to be equipped with a global perspective. We aim to develop
graduates who are not only globally aware, but who also have an awareness of differing
perspectives and an ability to work effectively with people from various cultural
backgrounds.
FOCUS ON STUDENT EXPERIENCE
Global Engagement is something that everyone at every level within the University
should be involved in. Thus, the underlying purpose of this plan and framework is to
enable and guide international activities at Taylor’s University. Furthermore, the
opportunity to have an international experience as an integral part of students’ overall
studies is seen as something that is not only attractive - but is increasingly desirable - by
both our students and their parents.
FOCUS ON COLLABORATION AND DEVELOPING
STRATEGIC PARTNERSHIPS
As part of the global academic community, we have recognised that working in isolation
is no longer an option. Embedded throughout this plan is the notion that we will continue
to work in collaborative arrangements - whether they are research networks, or academic
community collaborations with our international partners. We aim to work in strategic
partnership with like-minded institutions. Our global leadership will be both
demonstrated and achieved through an on-going and a sustained focus on developing a
unique set of international collaborations.
FOCUS ON INTERNAL INSTITUTIONAL SUPPORT
This plan and framework is designed to provide direction, goals and action plans to
enable the institution to maximise the advantages from the currently available
opportunities. However, it also has to be recognised that these opportunities will be
constantly changing as the global situation evolves. The overarching objective of this plan
is to offer a broad framework that will advance the institution’s international engagement
at every level. While this plan and framework can provide strategic direction, it is also not
intended to impose limitations on specific opportunities as and when they arise.
IMPLEMENTATION
Over the next five years the university will
implement the strategy in a two-pronged
approach as it will take time for the
themes identified in this plan to shape
and influence the development and
design of courses, research activities
initiatives and resourcing.
SEVEN STRATEGIC THEMES
As Taylor’s University moves to become a
globally-focused university, we will need to
overcome existing barriers and inhibitors to
embrace internationalisation efforts.
To be recognised
as an institution that
is internationally
known for
its global focus, staff
engagement and
courses
STAGE 1
2015-2017
STAGE 2
2017-2020
During this first stage, Taylor’s will review and assess the current
curriculum and levels of internationalisation. Existing outbound
articulation relationships will be re-assessed. New inbound
articulation partners in Asia will be sought out, and international
research partners will be identified. New Memorandum of
Understanding (MoU) agreements with potential partners will be
signed, and various pilot initiatives will be launched. We will continue
to grow the number of international students on-campus, and to
improve the student experience which will be monitored by regular
benchmarking. Through engaging with our staff, we will initiate
additional experiential activities within the existing curriculum, as well
as through other activities such as Summer Schools and the Shine
Award Programme.
Global perspectives will be embedded across all academic and
administrative activities of the university, as we seek to fully
internationalise our curriculum, teaching, delivery and research
activities. Outbound articulation agreements will be re-visioned into
mutually beneficial two-way relationships. We will move our existing
MoU's towards MoA's as our international relationships mature. Pilot
initiatives will also be consolidated into major strategic thrusts.
Students outside of Malaysia will be able to access our courses and
academic materials through our partners, and we are actively
looking to establish active international alumni chapters. Our staff
will also be rewarded for initiating, supporting and engaging in
international activities. By the end of this stage the university will aim
to be recognised by its peers for its international focus, range of
global engagement activities and holistic student experience.
Taylor’s University will adopt a holistic and
multi-dimensional approach as it looks to
develop its framework for internationalisation and
globalisation.
To embed citizenship &
global perspective
under Taylor’s
Graduate Capabilities
All graduating students
to engage in a range of
international activities
that ensure that they can
take their place as
productive leaders in a
globalised world
Global Profile,
Industry Links
& Alumni
TNE &
Articulations
International
Marketing
GLOBAL
STRATEGY
International
Research
World Class
Campus
Student
Mobility
Internationalisation
of
Curriculum
GOALS:
To enrol a diverse range of high
quality international students to
provide a balanced geographic
intake of domestic and international
students within the university
To position Taylor’s University as the
Malaysian institution of choice for
students who are interested in
studying in a globally focused
environment
STRATEGIC THEME 1:
INTERNATIONAL MARKETING AND
RECRUITMENT OF STUDENTS
Creation of a market
position that
highlights Taylor’s
University as a leading
globally focused
institution
Actively improve our
online presence and
accessibility to
information, including
application course
information, curriculum
and a virtual experience
Identify, develop
and expand
relationships with
agents in key markets
ACTION
PLANS /
INITIATIVES
Creation of a wider
number of strategic
academic partnerships/
collaborations with
overseas institutions in key
and developing markets
Offer a targeted range
of scholarships
specifically for high
performing international
research students
KEY STAKEHOLDERS INCLUDE:
2
1
Taylor’s International
Alliance Network
(TIAN)
3
The Schools
Transnational Education
(TNE) & International
Partnerships and
Collaborations (IPC)
4
5
Bursary &
Financial Aid
Continuing
Professional
Education (CPE)
PERFORMANCE INDICATORS:
An increase of
Taylor’s University
students to come from over
80+ countries
Increase the number of
international
scholarship
students
Good rating in
webometrics
STRATEGIC THEME 2:
GOALS:
To offer a high level of integration
and connectedness with domestic
students to enable positive
communication and cross-cultural
experiences in addition to peer
learning
To ensure that Taylor’s University
offers all students a world-class
education experience with
supportive internal systems and
structures and outwardly looking
academic staff
WORLD CLASS CAMPUS AND
STUDENT EXPERIENCE
Raise the awareness
amongst Malaysian students
and the wider community
about the contribution of
international students
towards the Taylor’s
University Lakeside Campus,
through additional activities
such as the creation of an
“International Week”
Provide international
students with timely and
smooth admission,
registration, visa and
arrival experience
ACTION
PLANS /
INITIATIVES
Early identification of
international students
who are ‘at-risk’ and offer
a range of timely and
relevant support services
(such as language and
medical support)
Explore ways for
international students to
be engaged with wider
community activities
beyond their on-campus
study experience
KEY STAKEHOLDERS INCLUDE:
2
1
Student
Experience
3
International
Office
Student
Council
4
5
Career
Services
Online
6
SHINE Awards
Online
The Schools
PERFORMANCE INDICATORS:
Student
satisfaction
surveys
Retention and
graduation
rates
Involvement in
community
activities
Engagement in
International
Week activities
GOALS:
STRATEGIC THEME 3:
INTERNATIONALISATION OF
THE CURRICULUM
To offer our own degrees and dual
degrees with overseas institutions
that allow for an international study
experience as part of the curriculum
To ensure that Taylor’s University
holistically embraces the
internationalisation of the
curriculum (IoC) in regards to
course development and design
ACTION PLANS / INITIATIVES
Regularly review the
strategic international
directions of each School
to identify gaps in
alignment with the overall
institutional objectives and
the unique opportunities/
situation facing each
School
Each School will
conduct regular audits
of the curriculum with
regards to international
content, themes,
delivery and
international
partners
‘Unlocking the
curriculum’ and the
academic and
administrative systems
that encourage and
support student flexibility
for mobility
Regularly review the
existing relationships
with overseas partners
for dual awards with
overseas institutions and
explore new options with
reputable and relevant
institutions that also
embed a period of
overseas study
Encourage both staff
and students to
engage in a series of
international learning
experiences
KEY STAKEHOLDERS INCLUDE:
2
1
The Schools
3
Quality Advancement
Department (QAD)
Global
Engagement
4
5
Registry
Intellect
PERFORMANCE INDICATORS:
Internationalisation
of the Curriculum
Increase in overall
student mobility
and internationalisation
at home activities
Level of
Engagement
with key strategic
partner activities
GOALS:
STRATEGIC THEME 4:
STUDENT MOBILITY
OPTIONS
To offer students through the ‘SHINE’
second transcript initiative a ‘Global
Engagement’ opportunity to engage
in a range of optional international
experiential opportunities and
Transcript initiatives.
To enable all undergraduate
students to build an international
components within their curriculum
through participation in student
exchange, study abroad and short
term mobility opportunities such as
summer / winter programme,
overseas internship and study trips.
Develop a range of short
‘Summer School’ courses at
Taylor‘s University that can be
offered to international
students, overseas universities
on an open enrolment and
bespoke basis
Global mobility office
and schools to identify
its existing range of
relevant international
partners for semester
exchange
ACTION PLANS /
INITIATIVES
Develop wide range
international linkages and
institutional partnership so
that students can participate
in overseas study abroad
opportunities
Develop internship
opportunities abroad with
top companies
Develop and provide
optional not-for-credit
‘Global Engagement”
opportunities within the
SHINE Award Programme
KEY STAKEHOLDERS INCLUDE:
2
1
Global Mobility
Office
3
The Schools
4
Academic
services
5
Career
services centre
Intellect (SHINE)
Award centre
PERFORMANCE INDICATORS:
Number of
international
partner institutions
Number of inbound/
outbound students who
participate in mobility
opportunities
Number of students who
undertake an
international
internship
Number of students/
activities undertaken
within Global
Engagement in
SHINE Awards
Programme
GOALS:
To identify and strategically develop
a range of collaborative
international research linkages,
funded-projects and outcomes
published in international reviewed
journals and conference
STRATEGIC THEME 5:
DEVELOPMENT OF INTERNATIONAL
RESEARCH PARTNERSHIPS AND
OPPORTUNITIES
To raise the profile of Taylor’s
University as an innovative and
research informed university
ACTION PLANS / INITIATIVES:
Identify areas of
international research
interest and
capabilities and
develop strategies for
international research
linkages
Deepen and widen
the existing
relationships with
international partner
institutions
Develop strategies to
encourage and enable
Taylor’s University
staff to collaborate
and publish with
international
researchers in Top 500
ranked institutions
Develop internal
and external
strategies to
attract international
funding for
research
Encourage staff to
submit papers to
internationally
recognised journals,
and to speak at
recognised international
conference, to further
raise the profile of
Taylor’s University
Offer research
seed-funding
specifically aimed at
encouraging
international research
initiatives
KEY STAKEHOLDERS INCLUDE:
2
1
3
Taylor’s Graduate
School
Centre for Research
and Development
The Schools
PERFORMANCE INDICATORS:
MyRA research
performance
scores
Number of
International
with an international
collaborator
generated
papers published
research income
GOALS:
To facilitate international
inbound articulating
students completing their
studies at Taylor’s
University
STRATEGIC THEME 6:
TRANSNATIONAL EDUCATION
AND ARTICULATION
PATHWAYS
ACTION
PLANS /
INITIATIVES:
To offer whole or part
of Taylor’s University
programmes in
locations outside of
Malaysia
Identification of potential
feeder programmes/partner
institutions overseas, with
whom we can offer ‘planned
articulations’ and credit
transfer
To offer Taylor’s
University students
relevant outbound
articulations to leading
institutions overseas
Identification of
existing Taylor’s
University academic
programmes that could
be offered overseas
Offer a limited number
of outbound
articulations to highly
regarded overseas
institutions
Development of the
necessary legal
agreements, delivery
and QA systems
Development of
external delivery
models that can be
supported internally
KEY STAKEHOLDERS INCLUDE:
2
1
Global
Engagement
3
Transnational
Education (TNE)
Quality
Advancement
Department
4
5
The
Schools
PERFORMANCE INDICATORS:
Number of inbound
articulation and
pathway partners
The targeted number
and ranking of our
outbound articulation
partners institutions
Offering our
programmes
offshore
Legal
Department
6
Registry
GOALS:
To develop industry
linkages with
international
companies as potential
employers of graduates
To engage with various
international education
associations and ranking
organisations to build up
the profile of Taylor’s
University amongst peers
STRATEGIC THEME 7:
GLOBAL PROFILING, INDUSTRY
ENGAGEMENT, ALUMNI AND
SHAPING THE NATIONAL AGENDA
ACTION
PLANS /
INITIATIVES
To contribute to and
shape the national
agenda as it relates to
the development of
international education
in Malaysia
Raise awareness
of international
activities at
Taylor’s University
Actively engage
with industry to
share international
education
experience
Develop and
implement an
international
alumni
engagement
strategy
Offer our graduates
international career
opportunities – as well as
to Malaysian industry,
globally relevant
continuing education
opportunities
Become an
active member
of relevant
international
education
organisations
KEY STAKEHOLDERS INCLUDE:
2
1
Global Engagement
Taylor’s Alumni
Relations Office
3
4
Career
Services
Quality
Advancement
Department
5
Continuing
Professional
Education (CPE)
PERFORMANCE INDICATORS:
Obtain
QS Star rating
Obtain a
QS ranking
in Asia
Establishment of
alumni chapters
internationally
Students employed
by global
companies
outside Malaysia
GLOBAL DASHBOARD
Taylor’s University seeks to adopt a holistic,
university-wide approach in promoting the notion that
internationalisation applies to everyone – whether they
are students, academic faculty members or support
staff. While the overall aspirations of this strategy are, by
their very nature, broad indicators of success can be
clearly defined.
Number (and %) of
international
students
Students who came
in / went out on a
semester exchange
Internationalisation touches on a wide range of activities
within the University, and as such, goals and targets are
not necessarily ends in themselves. They are means to
an end, and should also not be viewed in isolation. In
order to monitor how well the university is developing
its internationalisation strategy, it is proposed that we
create an internationalisation plan and dashboard that
would seek to monitor the following:
Number of students
completing an
internship
overseas
Number of
exchange partner
institutions and countries
Number and value of
internationally
awarded grants
Research papers
Number (and %) of
published by Taylor’s University staff
in collaboration with high ranked
foreign institution
international
staff employed
Number of students
enrolled in a
Number of students who
dual/double degrees
arrangement
participate in both inbound
& outbound short term
mobility programme
Number of students engaged
in activities through
Number of
international students
who attended a
summer school programme
- number of Taylor’s University students
who attended one overseas
SHINE Award Programme
– Global Engagement