The direction and scope of UQ’s Global Strategy is determined by a combination of drivers that shape the current international education environment.
1. International Competition
UQ is competing with the world’s best. We operate in a complex and internationally competitive environment. Despite the historic flow of international students to Australia, the competition is significant and increasing from other western education systems. Competition is also emerging from parts of Asia where quality educational precincts are rapidly developing. There is increasing demand for entrepreneurial education which fosters creativity, innovation, and global-preparedness of graduates to improve employability outcomes.
2. Digital Disruption
Digital disruption is an emerging and unknown variable but it is clear that massive open online courses (MOOCs) and commercial onshore delivery are disrupting traditional education delivery and student experience models.
3. Curriculum Change
Curriculum change is an emerging competitive variable. UQ must keep pace in a dynamic global higher education environment and meet the rapidly changing demands of students, academics and industry. To ensure resilient, creative and ‘must-have’ UQ graduate employees who flourish as global citizens, the UQ curriculum must be a sophisticated blend of contemporary experiences and global opportunities that build upon the foundations of a broad education.
4. Global Mobility
Global mobility is continuing to grow for students, academics and university brands. This will intensify competition for students who now include global career and mobility opportunities as major driving factors in their choice of study destination.
5. Growth in International Branch Campuses (IBCs)
Universities and governments are seeking to build longer-term partnerships driven more by collaborative research and longer term benefits, rather than immediate financial returns. Branch campuses can drive collaborative research and funding bids. A physical footprint allows industry and employer engagement with the teaching and research programs of a foreign university. Australia is already home to a number of IBCs and Australia’s most globally connected universities have IBCs in several countries.
6. Diversification of Funding
As other nations significantly outspend Australia in terms of funding for higher education, it will be increasingly difficult to hold UQ’s global standing. In conjunction with significant bilateral relationships between western and emerging nation governments, there is a clear trend by many governments to fund international research collaboration. Building relationships and investing resources into creating and sustaining international partnerships with research, government and industry bodies is critical.