Volume 09
FEATURING
Industry Perspectives
Akbar Moideen Thumbay,
Vice-President, Healthcare
Division, Thumbay Group, UAE
Leadership Spotlight
Dr. Bertrand Haan,
Sorbonne University
Abu Dhabi (SUAD), UAE
Regional Focus
Dr. Ashraf Mahate, Academic
Advisory Board, Studiosity,
UAE
Academic Perspectives
Dr. Rahaf Ajaj, Abu Dhabi
University (ADU), UAE
Oussama Ramzi Khettabi,
Bournemouth University (UK)
Multilingual Global Exclusive
December 2025
The Next Generation of
Internationalization:
Lessons From NAFSA
Dr. Fanta Aw, Executive Director and CEO of NAFSA
Leadership Spotlight:
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| The Next Generation of Internationalization: Lessons From NAFSA
Table of Contents
Editorial
Welcome to UniNewsletter
By Laura Vasquez Bass
Editor in Chief
06
Industry
Perspectives
Lessons in Innovation from Thumbay
Group: A Healthcare Ecosystem
Interview with Akbar Moideen
Thumbay, Vice-President, Healthcare
Division, Thumbay Group, UAE
12
Leadership
Spotlight
NAFSA: On Becoming “the global
convener and conscience of interna-
tional education”
An Interview with Dr. Fanta Aw, Execu-
tive Director and CEO, NAFSA: Associa-
tion of International Educators
18
Leadership
Spotlight
History, Humanity and Higher Education:
An Interview on the Art of Leadership at
Sorbonne University Abu Dhabi with Dr.
Bertrand Haan, Deputy Vice-Chancellor
for Academic Affairs
26
Regional
Focus
Students in the Middle East Expect
and Want AI Support, and They Feel
Positive About the Future
Dr. Ashraf Mahate, Academic
Advisory Board, Studiosity, UAE
32
Academic
Perspectives
A Career of Impact—My Trajectory From
National Regulator to Academic Leader
Dr. Rahaf Ajaj, PhD, CSci, SFHEA
Associate Professor of Environmental
Health and Safety, College of Health
Sciences, Abu Dhabi University (ADU), UAE
38
Academic
Perspectives
How Social Media is Shaping International
Student Mobility
Oussama Ramzi Khettabi, Postgraduate
Researcher, Bournemouth University, UK
44
COVER STORY
Page 15
Page 39
Page 21
“ The next era for
Thumbay is
about becoming
a globally
recognized,
tech-enabled,
patient-centered
academic health
ecosystem.”
06
| Balancing Tradition and Transformation: Place and the Future of Universities
Dr. Laura Vasquez Bass
06
Welcome to
UniNewsletter
A N O T E F R O M T H E
E D I T O R I N C H I E F
| The Next Generation of Internationalization: Lessons From NAFSA
07
Dr. Laura Vasquez Bass
EDITORIAL
Editor in Chief
The Next Generation of Internationalization: Lessons From NAFSA |
08
Welcome to
UniNewsletter
At a time when the world of higher educa-
tion is reimagining its global purpose, this
general issue of UniNewsletter, “The Next
Generation of Internationalization: Lessons
from NAFSA,” invites us to reflect on how
institutions can go beyond expanding and
rather innovatively renewing their interna-
tional engagement. This issue’s title takes
inspiration from our Leadership Spotlight
interview with Dr. Fanta Aw, Executive
Director and CEO of NAFSA: Association of
International Educators, who describes
NAFSA’s mission as becoming both “the
global convener and conscience of inter-
national education.” Her words challenge
us to view internationalization not only as
a network of partnerships or mobility
programs, but as a shared ethical
project—one rooted in dialogue, inclusion
and the co-creation of reciprocal global
learning communities.
In our Industry Perspectives section with a
first-of-its-kind industry interview, Mr.
Akbar Moideen Thumbay, Vice-President
of the Healthcare Division at Thumbay
Group, UAE, shares insights from the com-
pany’s remarkable evolution into a com-
prehensive healthcare ecosystem. His
reflections in “Lessons in Innovation from
Thumbay Group” illustrate how purposeful
innovation—anchored in education and
patient care—can scale impact across
sectors while remaining deeply connec-
ted to community needs.
The issue’s Leadership Spotlight features
two distinct but complementary visions of
leadership. Alongside Dr. Fanta Aw, we
speak with Dr. Bertrand Haan, Deputy
Vice-Chancellor for Academic Affairs at
Sorbonne University Abu Dhabi, whose
interview, “History, Humanity and Higher
Education,” explores his trajectory from his
| The Next Generation of Internationalization: Lessons From NAFSA
initial training in history to managing the
responsibilities of leadership at Sorbonne
University Abu Dhabi. He particularly highlights
multilingualism, active listening and reciprocal
understanding as the cornerstones of his
approach, fostering both academic excellence
and human connection.
Our Regional Focus turns to the Middle East,
where Dr. Ashraf Mahate, member of the Aca-
demic Advisory Board at Studiosity, examines
new data revealing that students across the
region are optimistic about the role of artificial
intelligence in their academic journeys. His
essay, “Students in the Middle East Expect and
Want AI Support, and They Feel Positive About
the Future,” discusses the conclusions of
Studiosity’s recent wellness survey for students
in the Middle East North Africa (MENA) region.
The survey data suggests a number of interes-
ting conclusions, such as MENA students’ high
expectations regarding AI integration into their
education.
In Academic Perspectives, Dr. Rahaf Ajaj, Asso-
ciate Professor of Environmental Health and
Safety at Abu Dhabi University, reflects on a
career that bridges national regulation and
09
academia in “A Career of Impact—My Trajec-
tory from National Regulator to Academic
Leader.” Her essay reminds us that leadership in
higher education often grows from public servi-
ce and scientific stewardship, and that such
careers of tremendous impact rarely take a
linear path. Meanwhile, Oussama Ramzi Khet-
tabi, doctoral student at Bournemouth Universi-
ty, UK, explores how digital platforms are trans-
forming international student mobility in “How
Social Media is Shaping International Student
Mobility.” His work highlights how students’ digi-
tal lives are increasingly shaping global educa-
tion decisions, which universities much take
heed of if their recruitment initiatives are to be
successful.
Together, these contributions paint a vivid
portrait of higher education in transition—one
that is at once global and grounded, data-dri-
ven yet deeply human. They urge us to consider
that the next generation of internationalization
will be defined not only by where students
travel, but by how ideas, cultures and values
move between us.
As always, this issue of UniNewsletter seeks to
offer both reflection and direction for higher
education’s evolving landscape. From Abu
Dhabi to Washington, from Bournemouth to
Dubai, our contributors remind us that interna-
tionalization is not merely an institutional stra-
tegy—it is a collective commitment to mutual
understanding, shared responsibility and the
pursuit of a more interconnected academic
future.
The Next Generation of Internationalization: Lessons From NAFSA |
| The Next Generation of Internationalization: Lessons From NAFSA
12
INDUSTRY PERSPECTIVES
Akbar Moideen Thumbay
Vice-President, Healthcare Division,
Thumbay Group, UAE
Healthcare in the UAE is
highly competitive and
regulated, and the
expectations of patients
are continuously rising.
Therefore, part of my
responsibility is to ensure
that our systems are
robust, our clinical
standards match global
benchmarks and our
teams remain aligned with
the Group’s mission of
education-driven
healthcare excellence.
“
“
Mr. Akbar, it is our honor to welcome you into
the fold of UniNewsletter’s distinguished
industry figures for this first-of-its-kind
interview. First, we kindly ask that you intro-
duce yourself to our readers, including
outlining what your current role at Thumbay
Group entails.
Thank you for the kind invitation. It’s a pleasure
to be featured in UniNewsletter. I currently
serve as Vice-President of the Healthcare Divi-
sion at Thumbay Group, a diversified con-
glomerate founded by my father, Dr. Thumbay
Moideen, in Ajman, United Arab Emirates
(UAE). Over the years, the Group has evolved
from a single medical college into an ecosys-
tem that spans education, healthcare, medi-
cal tourism, diagnostics, retail, wellness and
lifestyle services.
In my role, I am responsible for overseeing the
full spectrum of our healthcare operations,
which includes Thumbay University Hospi-
tal—our 350-bed academic flagship hospi-
tal—our network of Thumbay Clinics and
Day-Care Hospitals, Thumbay Labs and our
retail healthcare brands such as Thumbay
Pharmacy and Zo & Mo Opticals. Additionally, I
lead our medical tourism division, which con-
nects our services to international patients
from more than 87 countries.
My work is not only operational but strategic.
Healthcare in the UAE is highly competitive
and regulated, and the expectations of
patients are continuously rising. Therefore,
part of my responsibility is to ensure that our
systems are robust, our clinical standards
match global benchmarks and our teams
remain aligned with the Group’s mission of
education-driven
healthcare
excellence.
Another key aspect is integrating our health-
care network with Gulf Medical University
(GMU), which forms a unique academic health
system where students learn in real clinical
settings, researchers identify real-world chal-
lenges and clinical teams help shape the future
talent pipeline.
Lessons in Innovation
from Thumbay Group:
A Healthcare Ecosystem
Interview with Akbar Moideen Thumbay, Vice-President,
Healthcare Division, Thumbay Group, UAE
Interview with Akbar Moideen Thumbay, Vice-President,
Healthcare Division, Thumbay Group, UAE
13
The Next Generation of Internationalization: Lessons From NAFSA |
In short, my role involves balancing strategic
leadership, innovation management, opera-
tional oversight and stewardship of a vision
that my father initiated—one that aims to
create a sustainable, globally-influential aca-
demic health universe rooted in excellence
and community impact.
As you touched upon, Thumbay Group spans
over 20 different business verticals—from
education, healthcare, labs, medical tour-
ism, to wellness retail and media. As
Vice-President of the Healthcare Division,
how do you balance entrepreneurial innova-
tion (launching new ventures or verticals)
with maintaining quality and regulatory
compliance in highly sensitive sectors like
healthcare and education?
Balancing innovation with regulatory compli-
ance is central to leadership in healthcare and
education. In our environment, innovation
cannot be pursued at the expense of patient
safety or academic integrity; rather, it must be
embedded within a framework that respects
global standards. So the starting point for us has
always been culture, that is creating a mindset
across all teams that quality and compliance
are not constraints, but enablers of sustainable
growth.
For example, when establishing Thumbay Labs,
we pursued CAP accreditation from the outset,
not because it was required, but because we
wanted
international
quality
benchmarks
ingrained in our systems from day one. This is a
philosophy that we follow across our healthcare
and education verticals—every new venture is
built on a foundation of rigorous standards,
measurable quality indicators and continuous
training.
At the same time, innovation must remain alive.
Healthcare is undergoing dramatic transforma-
tion—from AI-driven diagnostics to personalized
treatment pathways and digital-first patient
engagement. To stay ahead, we view innovation
as a continuous responsibility. We encourage
our clinicians, administrators and academic
teams to identify inefficiencies, propose new
ideas and pilot solutions.
Ultimately, quality and innovation are not
opposing forces; they are mutually reinforcing.
Quality creates trust. Trust enables innovation.
And innovation, when executed responsibly,
elevates quality further. That is how we grow
while staying true to our responsibilities as
healthcare and education providers.
You’ve initiated and overseen the expansion of
Thumbay Labs (CAP-accredited), Thumbay
Clinics, the retail divisions (like Zo & Mo Opti-
cals, Thumbay Pharmacy, Nutri Plus Vita) and
more. Could you share one or two ventures
inside Thumbay Group that were especially
difficult to launch, and what you learned from
those challenges about scaling in new geo-
graphic or business domains?
Two ventures that were particularly defining in
terms of learning were the establishment of
Thumbay Labs and the expansion of Thumbay
Clinics. Each presented distinct challenges—one
focused on credibility and technical rigor, the
other on community trust and scaling operations.
Ultimately, quality
and innovation are
not opposing forces;
they are mutually
reinforcing. Quality
creates trust. Trust
enables innovation.
And innovation,
when executed
responsibly,
elevates quality
further. That is how
we grow while
staying true to our
responsibilities as
healthcare and
education providers.
“
“
14
| The Next Generation of Internationalization: Lessons From NAFSA
“The future of medical tourism will belong to
institutions that combine digital accessibility with
compassionate, high-quality care delivered in globally
connected systems.”
15
When we launched Thumbay Labs, our ambition
was not simply to create a diagnostic service
but rather to build a reference laboratory
network that adhered to international stand-
ards. Achieving CAP accreditation required
deep investment in talent development, quality
management
systems,
infrastructure
and
audit-based process improvement. It showed
us that excellence is both resource-intensive
and time-intensive; credibility cannot be accel-
erated—it must be earned with consistency.
On the other hand, expanding Thumbay Clinics
taught us a different lesson—healthcare is
ultimately local. No matter how strong your
systems are, trust is built one patient interaction
at a time. When entering community-based
markets, understanding cultural nuances, hiring
doctors who resonate with local populations
and ensuring a uniform patient experience
across locations were crucial.
From both ventures, I learned that launching is
never the hardest part—sustaining quality,
culture and trust at scale is.
Medical tourism is one of the driving growth
fronts for Thumbay, with outreach to over 87
countries, as you stated. Given the rise of tele-
medicine, AI diagnostics and cross-border
regulations, how do you see the future of medi-
cal tourism evolving? Also, how does Thumbay
prepare students and staff for working in this
evolving global health services environment?
Medical tourism is undergoing a profound trans-
formation, driven by digitization, accessibility of
medical data and rising global mobility. Histori-
cally, medical tourism was about patients flying
abroad for complex or cost-competitive proce-
dures. Today, the journey often begins virtual-
ly—through online consultations, second opin-
ions and AI-supported diagnostics.
At Thumbay, we are strategically embracing this
shift. We operate multilingual patient coordina-
tion teams, offer pre-arrival teleconsultations
and support patients with digital follow-up care
after they return to their home countries. Our
medical tourism department works closely with
embassies, government agencies and interna-
The Next Generation of Internationalization: Lessons From NAFSA |
nucleus, and our hospitals and clinics are the
living ecosystem in which knowledge is applied,
tested and refined in real time.
Students at GMU are trained in real patient-care
environments, working alongside clinicians and
researchers. This produces graduates who are
not only academically strong but also deeply
familiar with the realities of modern healthcare.
Meanwhile, research is driven by actual patient
needs identified in our hospitals. Whether in
areas like AI in diagnostics, biomedical innova-
tion or translational clinical research, the aca-
demic and clinical arms co-develop solutions.
In essence, our healthcare system is not a trans-
actional service model, but one that has learn-
ing at its heart.
As you outlined, your father, Dr. Thumbay
Moideen, laid strong foundations for the group,
including its first private medical college, and
you’ve now taken on leadership of the Health-
care Division. How has your entrepreneurial
vision diverged from or built upon the group’s
founding philosophy? And where do you see
the biggest entrepreneurial growth opportuni-
ties for Thumbay over the next five years—geo-
graphically or by sector?
16
tional insurance partners to reduce the friction
points that often complicate cross-border care.
What truly differentiates us, however, is the inte-
gration with Gulf Medical University. GMU
prepares students and medical professionals to
work in diverse, multicultural and digitally ena-
bled healthcare environments. Students learn
not only medical science but also cultural com-
munication, interdisciplinary collaboration and
patient experience management—skills essen-
tial for global healthcare delivery.
The future of medical tourism will belong to insti-
tutions that combine digital accessibility with
compassionate, high-quality care delivered in
globally connected systems.
As you discussed, GMU and Thumbay’s aca-
demic hospital network are central to your
model. As you expand the academic health
system (hospitals, clinics, day-care hospitals,
labs), how do you embed innovation, research
and teaching simultaneously—without one
function dominating the other?
The academic health system we operate is built
on the principle that education, research and
clinical service must reinforce one another
rather than exist in silos. GMU is the academic
| The Next Generation of Internationalization: Lessons From NAFSA
“ The next era for
Thumbay is about
becoming a globally
recognized,
tech-enabled,
patient-centered
academic health
ecosystem.”
17
My father’s vision was rooted in service: using
education and healthcare to uplift communities
and develop human capacity. That foundation
remains unchanged. My role has been to
expand, modernize and globalize that vision.
Where he focused on establishing institutions, I
have focused on scaling them—internationally
and digitally. Where infrastructure once defined
our growth, today data, technology and collab-
orations drive it.
Looking ahead, I see significant opportunities in
digital healthcare platforms, AI-driven diagnos-
tics, specialized rehabilitation centers, wearable
technology integration and expansion into
emerging markets across Africa and Asia.
The next era for Thumbay is about becoming a
globally recognized, tech - enabled, patient -
centered academic health ecosystem.
To close, Thumbay Group has publicly set
goals like scaling business almost ten-fold,
increasing employee numbers, expanding
globally and continuously innovating (e.g.,
digitization, accreditation, etc.). What are the
biggest internal obstacles that you foresee in
achieving these ambitious targets? And what
strategies are you using to mitigate them?
Ambitious growth inevitably comes with chal-
lenges. The most significant are attracting and
retaining global talent, maintaining culture and
The Next Generation of Internationalization: Lessons From NAFSA |
unity across more than 50 nationalities, ensur-
ing financial resilience in capital-intensive sec-
tors and driving digital transformation.
To address these challenges, we are investing
heavily in continuous professional develop-
ment, automation and digitization, leadership
pipeline development and revenue diversifica-
tion.
The key is balancing discipline with adaptability.
Growth requires strategic clarity, operational
consistency and a culture that celebrates
learning.
With these foundations, we believe we are
well-positioned to expand our healthcare and
education ecosystem globally.
| The Next Generation of Internationalization: Lessons From NAFSA
18
LEADERSHIP SPOTLIGHT
Dr. Fanta Aw
Executive Director and CEO
NAFSA: Association of International Educators
COVER STORY
Dr. Aw, we are beyond thrilled to feature you
as our latest distinguished leader in this
issue of UniNewsletter to discuss the interna-
tionalization of higher education. Your jour-
ney—from your early life in Mali, through
three decades at American University, to
leading NAFSA—is remarkable. Could you
familiarize our readers with your back-
ground, perhaps reflecting on one or two
pivotal experiences or turning points that
shaped your vision for global higher educa-
tion?
I often say that my personal and professional
story is the story of international education. I
left Mali at a very young age and moved to
Liberia because of my father’s occupation. I
am what you would call a “global Nomad” or
“Third Culture Adult.” I pursued education in
French; lycées in Monrovia, Washington D.C.
and Nairobi, before returning to the U.S. for
college. Being exposed early on to global edu-
cation thoroughly shaped my worldview and
encounters. Forging friendships across bor-
ders and cultures made me realize the impor-
tance of intercultural exchanges. In college,
the kindness of strangers, the professors who
believed in me and the communities that
embraced me taught me that education is
not just about acquiring knowledge—it is
about belonging and transformation.
One of the pivotal moments for me came
early in my time at American University. I was
part of a diverse cohort of students—each of
us far from home but finding home in each
other. That experience opened my eyes to the
profound human connections that interna-
tional education makes possible. It also
grounded my conviction that inclusion must
sit at the heart of everything we do.
The second turning point was later in my
career, when I began to understand that
policy decisions—made in capitals and con-
ference rooms—can either open or close the
doors of opportunity for students like the one
I once was. That realization drove me to
advocacy and to NAFSA’s mission: advanc-
ing international education not as a privilege
for the few, but as a bridge of understanding
and peace for all.
“One of the pivotal moments for me
came early in my time at American
University. I was part of a diverse
cohort of students—each of us far
from home but finding home in
each other. That experience opened
my eyes to the profound human
connections that international
education makes possible. ”
NAFSA: On Becoming
“the global convener and conscience
of international education”
19
An Interview with Dr. Fanta Aw, Executive Director and
CEO of NAFSA: Association of International Educators
An Interview with Dr. Fanta Aw, Executive Director and
CEO of NAFSA: Association of International Educators
The Next Generation of Internationalization: Lessons From NAFSA |
As the executive director and CEO of NAFSA
(and formerly its President) you lead an
organization with over 10,000 members
across 4,000+ institutions in 140+ countries.
How do you balance the diverse needs and
perspectives within such a broad member-
ship when setting strategic priorities?
It begins with humility. You cannot lead a
global network of this scale from a single van-
tage point. You must listen deeply—to univer-
sities in Ghana and Germany, to community
colleges in Arizona and Alberta, to ministries of
education and NGOs in India or Indonesia. The
beauty of NAFSA’s membership lies in its com-
plexity.
Our
strategic
priorities
are
built
through
dialogue.
We
invest
heavily
in
consulta-
tion—through our board, regional leaders and
partners—because context matters. What keeps
a vice-chancellor awake at night in Nairobi is
not the same as what drives an associate dean
in Boston. But across all, there are shared aspi-
rations: relevance, equity and resilience.
My job is to build connective tissue—to translate
that diversity of perspective into collective
impact. That’s why our current strategy focuses
on being future-ready: strengthening our advo-
cacy voice, deepening our global partnerships
and ensuring that our programs prepare edu-
cators and institutions to thrive in an era of
disruption.
“Internationalization” is often used broadly. In
your view, how should the term be re-concep-
tualized or refined for the current era of geopol-
itics, digital transformation and climate crisis?
What does meaningful internationalization
look like today?
We must move beyond the notion that interna-
tionalization is simply about mobility or recruit-
ment. Those are important—but insufficient.
Meaningful internationalization in 2025 and
beyond must be human-centered, values-driv-
en and planet-conscious. It is about the
exchange of knowledge and ideas across
borders in ways that address our shared global
“
“
You cannot lead a global
network of this scale from a
single vantage point. You
must listen deeply—to
universities in Ghana and
Germany, to community
colleges in Arizona and
Alberta, to ministries of
education and NGOs in India
or Indonesia. The beauty of
NAFSA’s membership lies in
its complexity.
20
| The Next Generation of Internationalization: Lessons From NAFSA
“We are also entering
what I call the next
generation of
internationalization—
where digital tools
allow us to connect
learning communities
in ways once
unimaginable, but
where ethics and
equity must guide
technology’s use. As
we embrace AI, virtual
exchange and hybrid
mobility, we must ask:
who is being left out?
Who benefits? And how
can we ensure
reciprocity rather than
one-way flows?”
21
challenges—from climate adaptation to public health
to artificial intelligence. It’s about co-creating solutions
with our partners, not exporting models to them.
We are also entering what I call the next generation of
internationalization—where digital tools allow us to con-
nect learning communities in ways once unimaginable,
but where ethics and equity must guide technology’s
use. As we embrace AI, virtual exchange and hybrid
mobility, we must ask: who is being left out? Who bene-
fits? And how can we ensure reciprocity rather than
one-way flows?
Ultimately, internationalization must be a means
toward justice, sustainability and peace. It’s no longer a
luxury or soft power—it is essential to our collective
survival.
NAFSA has long been engaged with advocacy, public
policy and visa/immigration issues affecting interna-
tional students. What are the most urgent policy
challenges you see now, and how is NAFSA position-
ing itself to respond? And beyond immigration policy,
what role can local communities and state govern-
ments play in supporting international students’
sense of belonging?
We are at a critical juncture. In the U.S., policy uncertain-
ty around visas, Optional Practical Training (OPT) and
work authorization continues to send mixed signals to
international students. Beyond that, global mobility is
being reshaped by geopolitics, the climate crisis and
competition for talent.
The Next Generation of Internationalization: Lessons From NAFSA |
“The institutions
that will lead in the
next decade are
those that see
global engagement
not as an “add-on”
but as integral to
their academic and
social purpose.”
22
At NAFSA, we are working on multiple fronts:
But policy alone is not enough. Belonging begins
in communities. I have seen small towns in Iowa
or big cities like Boston rally to make interna-
tional students feel at home—through host
family programs, internships and civic partner-
ships. States can also play a leadership role by
investing in workforce pathways that retain
global talent. Belonging must be co-created—it
is everyone’s responsibility.
In recent years, many institutions have faced
declining international student enrollments,
shifting global talent flows and supply chain/-
cost pressures. What strategies have you seen
(or would you recommend) for institutions
trying to adapt and stay resilient in their
global engagement?
Resilience in this moment requires reimagina-
tion. Institutions must move from transactional
recruitment models to relational ecosystems
built on long-term partnership and shared value.
First, diversification is key—geographically and
programmatically. The “Big Four” destination
countries can no longer rely on historic domi-
nance. Emerging destinations across Africa,
Asia, Latin America and Europe are offering new
models of cooperation.
Second, institutions need to align global
engagement with mission and strategy. This
means integrating internationalization across
the institution—linking it to workforce develop-
ment, research collaboration, sustainability
goals and community engagement.
Third, leadership and data matter. We must use
evidence to make informed decisions about
markets, partnerships and impact. But equally,
we must invest in people—the professionals who
make this work possible.
Finally, agility. Those who thrive will be those who
adapt quickly, embrace innovation and center
their strategies on inclusion and reciprocity. The
institutions that will lead in the next decade are
those that see global engagement not as an
“add-on” but as integral to their academic and
social purpose.
Equity, inclusion and decolonial approaches
are increasingly central in higher education
Advocacy: We are leading coalitions such as
U.S. for Success to ensure policymakers under-
stand that international education is not just
good for students—it is vital for America’s
economy, security and innovation ecosystem.
Data and research: We are producing actiona-
ble insights that show the tangible economic
and
social
contributions
of
international
students to local communities.
Policy reform: We continue to advocate for a
coordinated national strategy for international
education, aligning immigration, workforce
and education policies in ways that position
the U.S. to compete globally.
| The Next Generation of Internationalization: Lessons From NAFSA