Strategic Framework

McGill University has an unrivaled level of global recognition and reach, and the purpose of this strategic framework is to enable McGill to leverage its international strengths and reputation more effectively in pursuit of its academic mission. The framework’s starting point is a holistic understanding of “internationalization” that reflects its multiple dimensions. In addition to the international diversity of the University’s student population and faculty, internationalization is also reflected in what students learn, how they learn it, and the nature of the university community that we create at McGill. This internal dimension of internationalization is complemented by an external dimension that reflects how McGill projects itself outside of Canada through the opportunities it creates for its current students, its ongoing relationship with alums, and a myriad of activities linked to research, teaching, and faculty and student exchanges with foreign partners. These aspirations are by no means unique to McGill, and in fact they are generally shared by the universities we see as our peers. What is unique to McGill is its capacity to realize them. This, in turn, creates a potentially invaluable opportunity to strengthen McGill’s international and national reputation as a university whose graduates are seen as model global citizen in an increasingly plural world, based on principles of mutual respect, open-mindedness, and an appreciation of alternative understandings of the world that are consistent with fundamental conceptions of human rights.

Defining strengths to advance internationalization 

An enhanced understanding of McGill’s competitive advantage through institutional data collection and targeted market research will underpin all of the internationalization efforts.

  • Integrate data on existing international research and teaching partnerships, faculty research activities, alumni networks, and current student networks in order to map out the university’s global presence and inventory key areas of expertise.
  • Develop marketing research capacity to identify demand for services and educational programs that McGill might provide internationally.
  • Communicate strategically about existing international initiatives and main areas of expertise to key constituencies: prospective and current students, faculty, and institutional partners.

Seizing new international opportunities 

McGill will take full advantage of the recent policy reforms that facilitate the implementation of a comprehensive internationalization agenda. 

  • Develop efficient decision-making protocols to take advantage of arising international opportunities with timeliness and agility.
  • Implement project analysis approaches based on the criteria of viability, stakeholder buy-in, sustainability, and value to McGill.


Cultivating a global mindset 

McGill will consolidate its position as Canada’s premier international university and maximize occasions for global engagement for its students and faculty, both on campus and abroad.

  • Maintain international undergraduate student enrolment at 25-30% and continue to attract top graduate students from around the world.
  • Increase to 15% the number of undergraduate students undertaking outward mobility by reducing administrative barriers to credit transfer and expanding credit-bearing opportunities.
  • Maximize meaningful exchanges among students of different nationalities in and outside the classroom and strengthen the international component in the curricula of all faculties and schools.
  • Reach the top ten North American research universities for proportion of faculty of international origin, with a particular emphasis on achieving the broadest diversity of cultural and national backgrounds among our faculty members. 

Expanding the global footprint 

McGill will realize its full potential to make a global impact and play a greater leadership role on the world stage.

  • Develop synergies between McGill’s global alumni, student, and research networks to create new cost-effective opportunities for increased international visibility and engagement.
  • Expand international strategic partnerships to foster research collaborations, teaching exchanges, joint degree offerings, and student mobility.
  • Reach international and non-traditional audiences with online degree and professional master's programs, with the goal of implementing five such programs in five years.
  •  Intensify collaboration with Canadian embassies and government agencies to help promote McGill’s interests abroad.



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