Regent’s 2012: Instinctively global.

INSTINCTIVELY GLOBAL

Free from the constraints of Government policy and funding we have been able to decide who and what we teach, and how we teach it. As a not-for-profit, privately funded organisation we serve our stakeholders not shareholders. We can be nimble in responding to their needs, reinvesting income to develop our intimate academic community. We have had the freedom to choose how we engage with the world around us, and to respond rapidly to the need for new generations of young people to be equipped with the awareness, knowledge and understanding to be effective global citizens.

The result is an approach combining innovation with a deeply international ethos. Our educational blueprint sees students from over 130 countries learn in tutorial-style, internationally diverse groups, with contact hours and a level of individual attention unrivalled in the UK outside of the universities of Oxford and Cambridge. And no one nationality represents more than ten per cent of the entire student body.

We have chosen to specialise in business, finance, the arts and the humanities, across six specialist schools, with language skills highly prized and a learning experience rooted in global thinking and international study. To deliver this we have forged partnerships with over 140 international higher education partners and built multi-dimensional collaborations with leading businesses and organisations across the globe.

Fifty per cent of our students take up internships as part of their study.

It is no accident that over 90 per cent of Regent’s students seeking work find graduate level employment within six months. When they leave us our students are internationally adaptable, confidently networked, supported by high-level mentoring and multi-national alumni groups. They are steeped in the practical. Above all they are instinctively global.

REGENT’S 2012: INSTINCTIVELY GLOBALRegent’s College London has never stood still. It has taken just 27 years for us to grow from our roots to become the UK’s leading private, not-for-profit higher education institution. Such rapid transformation is rare in the world of higher education.

“I didn’t realize how unique our experience at Regents was until I entered the workplace. Beyond having an excellent education, I realized how many experiences we had when the school sent us all every year for internships and on our study periods abroad. I look at my colleagues and it’s evident the difference in the way we approach work and life, I don’t think any other university can replicate that experience.”

REGENT’S 2022:ASPIRATIONThis year we successfully achieved the power to award our own degrees. With this comes both the opportunity and the responsibility to broaden learning opportunities for our students. In 2013 we expect to be awarded full University status - an historic moment in our journey towards becoming the instinctively global university.

Our vision of Regent’s 2022 is of a university with a strong footprint in one of the most vibrant cities in the world that:

Offers unprecedented opportunities for international study, developing graduates who are instinctively global in both thinking and behaviour;

Draws on a powerful combination of its own excellent research and the hands-on experience of leading practitioners from around the

world, to deliver an exceptional international learning experience;

Uses its distinctive not-for-profit model to preserve fleetness of foot and the ability to evolve responsively and dynamically for the benefit of both students and partners, unencumbered by political intervention or the precariousness of Government funding. Independence of thought and action have already enabled Regent’s to forge its own path and prepare its

students to engage confidently with the world as it could be, not just as it is. As a university we will have the academic freedom to deliver more: using our educational blueprint to create the new breadth and depth of study that the challenges of this unfolding century will demand. As traditional boundaries disappear and multi-national, multi-cultural collaboration becomes the only way forward, Regent’s has a crucial role to play. We are ready for it. We have the model, the experience and the vision. Now we have the moment.

“Studying at Regent’s gave me the opportunity to collaborate with individuals from dozens of different backgrounds. Not only did we learn to communicate better with people in terms of language but also in terms of behaviour.”

1. Creating the physical environment that will enable us to expand, attract the most talented staff and students and match the scale of our educational ambitions.

Our facilities and location at the heart of one of London’s most beautiful Royal parks, alongside our exceptional student experience and the intimacy of our multi-national teaching model, are the hallmarks of the Regent’s experience. Expanding physically will be essential if we are to achieve our academic and community ambitions. Maintaining the Regent’s hallmark qualities as we grow will be paramount.

The prospect of university status comes at a propitious moment, following agreement with the UK Crown Estates for the development of two new important spaces:

an iconic new academic facility that will support the appointment of our new Professorial Chairs and create flexible, adaptable facilities for new teaching and research;

a superb new accommodation building giving us increased high quality accommodation for visiting academics as well as our Global Scholars and growing student community, in the heart of our beautiful campus.

This is a rare opportunity to deliver the physical step-change that will underpin Regent’s strategic goals for the next decade. We must act now to take advantage of the potential.

2. Developing research excellence that will enrich the Regent’s learning experience and create new, critical thinking in areas where we have proven strengths.

There can be no more powerful, relevant learning experience than one that draws on the combined inputs of excellent research and practitioner skills of the highest level. We have taken some early steps towards research excellence, with three specialist centres already in existence, but as a university we will have scope to expand this area of work dramatically. We aim to invest substantially in building our research capacity and to achieve research degree awarding powers by 2016.

In the first instance we will focus on areas of international strength, in business where Regent’s has London’s fastest growing business school, and in Psychotherapy and Counselling Psychology where we are a world leader in training from foundation to doctorate level.

Our ambition is to attract leading practitioners and academics to newly created Professorial Chairs. This will cement our research excellence in these two leading fields, and Professorial Chairs will eventually extend across each of our core areas of study. In keeping with the Regent’s blueprint our research leaders will not be remote figureheads but individuals who are committed to our rigorous teaching practice, and whose leadership in their field of learning is rooted in the practical application of their subject.

3. Achieving the critical mass of the brightest students who will sustain a new depth and breadth of academic programmes and ensure a thriving, diverse community.

Regent’s is uniquely positioned to meet the increasing social and business imperative for highly skilled global citizens. As a university we can do this, developing new academic programmes and providing more life-changing learning opportunities.

REGENT’S 2022: NEXT STEPSAchieving university status is the critical next step as we work towards Regents 2022. Other steps need urgently to follow and our plans rest on achieving three bold ambitions over the coming decade:

But to achieve it we must grow, from a community of 4,000 students to one of 6,000. And in growing we must preserve both the highest levels of achievement and the rare diversity of our student body.

Building on the success of our inaugural, 2011 bursary programme for UK nationals, our ambition is to launch a new Global Scholars initiative. Through this we will attract more students of the very highest potential, from wherever they may be in the world and irrespective of their personal means - our Global Scholars will face no financial barriers to gaining an exceptional Regent’s education.

We will promote the Scholars programme widely, using our

international network of partners and forming new alliances with partners across the globe. Initially we aim to select ten new, full Scholars each year for the next five years.

And as we reach critical mass we can be confident of enhancing the learning experience for our students and staff, with economies of scale allowing for more effective support systems in professional services, careers and IT, and the development of the new clubs and student services

Our vision reaches beyond 2022, to a Regent’s University with a network of campuses across the globe, extending still further our international reach. But by realising our three immediate ambitions we will deliver Regent’s 2022 – a university where intimate learning, academic excellence, practitioner experience and global perspective are woven inextricably together.

“Regent’s College makes you think on a global scale from day one.”

Achieving our three ambitions in full will require investment of £50 million over the coming decade: £40 million to develop the physical site and services that will support our academic aspirations, £5 million to build our research capabilities and attract outstanding research leaders, and £5 million to give up to 50 new Global Scholars a life-changing Regent’s education.

Thanks to prudent financial management we are in a stable, healthy financial position but as a not-for-profit institution we already invest our income back into our academic programmes and student experience and although we can grow more slowly we cannot achieve step-change on this scale through income alone.

Our plan, determined by The Principal, senior leadership team and Board of Trustees, is for significant funding to be secured through a combination of operating

income, prudent use of reserves, and structured borrowing. In total, this will finance £35 million of the £50 million cost of the programme. Our ambition is to raise the final £15m through a comprehensive fundraising campaign. It is here that we will need your help.

This will be the first time that Regent’s has embarked on such an activity and we are excited by the opportunity to involve our community both in the UK and around the world. We have thought carefully about how we can share our vision most effectively and, equally, how we can thank and recognize those who join us in making it happen.

Our ambitions will stretch us but successfully achieving them will transform us and we believe such determination is exactly what our students and alumni would expect. We hope that you will share our excitement and join with us to create Regent’s 2022.

REGENT’S 2022: MAKING IT HAPPENOn the cusp of achieving university status, and with a rarely available development opportunity now in our grasp, Regent’s is at a pivotal moment. We have been preparing for this moment, and are poised to act, but we are going to need your support.

“Alumni are usually quite easy to spot, they have that international thing and openness about them that makes you feel they could do well just about anywhere in the world.”

Alumni Relations and EventsRegent’s College London, Inner Circle, Regent’s Park, London, NW1 4NS

Tel +44 (0)20 7487 7599 Email alumni@regents.ac.uk Web www.regents.ac.uk