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Our Global Footprint

Our Global Footprint. Definitions are everything. Used: “home institution owned or operated global sites/campuses or centers” to differentiate from global sites you may send your students to, but you don’t run. Where are we?. Arrangements. Higher Ed Partners

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Our Global Footprint

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  1. Our Global Footprint

  2. Definitions are everything Used: “home institution owned or operated global sites/campuses or centers”to differentiate from global sites you may send your students to, but you don’t run

  3. Where are we?

  4. Arrangements • Higher Ed Partners • Many collaborations with local universities • Government Partners and Foundations • Collaborations with Abu Dhabi government, Chinese educational ministries, government of Rwanda, Qatar Foundation (Education City), … • Networking Partners • NREN relationships throughout the world. Active relationships in London (JANET circuit sponsored by University of London Computing Centre), Israel (IUCC), Florence (GARR), Prague (CESNET via PASNET), and Berlin (DFN) complement our longstanding relationships with US-based RENs (I2, Nysernet, and others).

  5. Total Headcounts Degree Granting

  6. How have you provisioned network connectivity at your global sites/campuses

  7. Networking Issues

  8. Which audio/video collaboration technologies do you rely on for interacting with your global sites

  9. Challenges Time shift, network latency Local Laws: There are disparate local laws, governing everything from software acquisition to vacation policies for staff. Export controls. Multiple finance books. Cultural issues: Every local culture is different, e.g., “Hurry up and wait.” There are surprising issues and costs associated with establishing IT infrastructure and services. Maintaining University standards at some locations. Staffing: When to use local? Having enough knowledgeable staff. Network connectivity & the power grid, robust enough? Affordable? Each global program has needed different levels of support in its early stages of development Initiative has limited buy-in from faculty in general and incentives for faculty involvement; students not initially aware of new programs being set up at global centers; lack of communication in terms of setup and planning for new centers with other parts of university, such as central IT, therefore infrastructure needs/wants and ties back to US campus not planned, communicated. Budget

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