Oklahoma State University International Strategic Plan MMXV →

The Goals

The Groundwork

What benefits does internationalization hold for Oklahoma State University? What type of institution would OSU become if this strategic plan was successfully implemented?

Oklahoma State University can become an institution where students have the opportunity to study abroad, and more than half of them actually do. It can become a place where students have a clear pathway to fluency in a foreign language and familiarity with the intricacies of at least one other culture. An OSU graduate would be accepting of ethnic differences and comfortable working in a multicultural environment, because they had classmates from all around the world during their on-campus program. These attributes speak directly to the transformational power of an internationalized campus, and the benefits that it can provide to the scholars who reside there.

Oklahoma State University must become an academic destination for students and visiting scholars from around the world. These individuals are attracted to OSU by the quality of its academic, research and outreach programs; the campus environment and residential experience; and its location in the heartland of the United States.

The economic development of Oklahoma can be stimulated by increased exports. In order to become a positive factor increasing exports from Oklahoma, the university must help businesses gain the skills they need to operate internationally and provide graduates to the workforce who have the international skills and language fluency to be effective.

OSU faculty and staff are already quite internationalized. Employees travel internationally about 1,030 times per year, which for the size of institution is a significant amount of international travel. To become a more fully internationalized institution, OSU needs the help of its employees to leverage the international travel with recruiting, marketing and networking activities that raise the profile of the institution. These activities should be supported and encouraged by the administration.

The ten components of the International Strategic Plan for Oklahoma State University outlined in this document are a solid step toward becoming an institution which offers the benefits of internationalization to students, staff and faculty. If OSU succeeds in the implementation of this international strategic plan, it would become an institution 1.) where students study abroad 2.) where international students and scholars enriched the cultural environment and 3.) strategic partnerships with institutions in other countries make it easier for the colleges to internationalize their academic programs, 4.) businesses in the state would look to the university for guidance and advice in entering export markets, and 5.) the administrative structure of the university would encourage the broader community to engage in international issues and donors would support the expansion and internationalization of the institution, and 6.) students become fluent in foreign languages and 7.) scholars from other countries would be able to attain fluency in English at OSU and 8.) OSU employees would be appreciated and rewarded for their international involvement, and 9.) donors and the public would be engaged in OSU’s international efforts while 10.) faculty and staff are supported by certificate programs that offered them the opportunity to better understand the international operations of the institution. Oklahoma State University can become this type of institution, but only with the active participation of all OSU employees.

The ten components of the International Strategic Plan for Oklahoma State University outlined in this document are a solid step toward becoming an institution which offers the benefits of internationalization to students, staff and faculty. If OSU succeeds in the implementation of this international strategic plan, it would become an institution 1.) where students study abroad 2.) where international students and scholars enriched the cultural environment and 3.) strategic partnerships with institutions in other countries make it easier for the colleges to internationalize their academic programs, 4.) businesses in the state would look to the university for guidance and advice in entering export markets, and 5.) the administrative structure of the university would encourage the broader community to engage in international issues and donors would support the expansion and internationalization of the institution, and 6.) students become fluent in foreign languages and 7.) scholars from other countries would be able to attain fluency in English at OSU and 8.) OSU employees would be appreciated and rewarded for their international involvement, and 9.) donors and the public would be engaged in OSU’s international efforts while 10.) faculty and staff are supported by certificate programs that offered them the opportunity to better understand the international operations of the institution. Oklahoma State University can become this type of institution, but only with the active participation of all OSU employees.

This document lays out the cornerstone features of Oklahoma State University’s five year International Strategic Plan, which covers the years 2016 through 2020. Those desiring more detail on the specific mechanisms used to move the University toward attaining these goals will find such information in the College level planning documents, the Study Abroad Office, the Office of International Students and Scholars, and other implementation material that becomes available. This document is produced to identify the ten areas selected for immediate emphasis and describe their potential impact on the university.