Global Centers

UC Davis is currently developing a long-range, overarching institutional strategy for internationalization that will guide the campus as we strengthen and enhance the university’s international research, education and engagement efforts over the coming years. The strategy will ensure alignment with UC Davis’ mission, history and values as we expand our global reach and profile; guarantee that our students acquire the global knowledge and understanding that are necessary in today’s world; and address the challenges facing humankind through coordinated research efforts across many nations.

An integral part of this strategic plan is an initiative to develop physical presences or Global Centers that will increase coordination and facilitate our expanding presence abroad. Global Centers will connect UC Davis’s land-grant heritage and the world by emphasizing how our expertise in areas such as agriculture, food security, alternative energy, One Health, and areas of excellence in humanities and social sciences provide global learning and research opportunities that serve and benefit both UC Davis and the global community.  Global Centers will serve as a portal of strategic coordination to facilitate collaborations within complex, integrated global networks of partners that link the campus to the world and provide seamless mobility for faculty and students. The activities may range from facilitating collaborative research to offering a space for UC Davis visiting faculty to alumni gatherings and student recruitment.

To initiate discussion on these efforts across campus, with the goal of establishing the first two or three Global Centers and/or create other smaller forms of UC Davis presence abroad in the near future, in
December 2015
Provost Hexter and Vice Provost and Associate Chancellor Joanna Regulska appointed a Working Group on UC Davis Global Centers. The Working Groups is currently co-chair by Interim Provost Burtis and Vice Provost and Associate Chancellor Joanna Regulska. The Working Group selected the following strategic and tactical locations where Global Centers could be established and have appointed
five Faculty Advisory Committees

  • Asia and the Pacific
  • Europe
  • Latin America and the Caribbean
  • Middle East and North Africa
  • Sub-Saharan Africa


The broad charge of the Faculty Advisory Committees is to consider how the establishment of a Global Center can strengthen and enhance the university’s international presence and research, education and public service. Global Centers have the potential to serve as regional portals to facilitate collaborations of many types. For example, center activities may include facilitating collaborative research for UC Davis visiting faculty or offering a venue for alumni gatherings or student recruitment. Centers may serve as a regional hub to support UC Davis activities throughout the region, perhaps supporting additional smaller offices spread across the region.


The Faculty Advisory Committees will survey existing scholarly, education, development, philanthropic and economic connections in the region. Potential partners should also be considered, including universities, non-governmental organizations, and other University of California programs in the region that could serve as a launching pad for a UC Davis presence. The Faculty Advisory Committees should consider the many possible arrangement for the location of the Center and propose those that seem the most suitable given the current engagement in the region. Additionally, the committees arecharged with determining a specific country and possible sites as location(s) for the development of a Global Center with clear justification of the selection.

Global Affairs will provide background information and data relevant to the region that will serve as ;a base for the discussion and decision-making.

Each Faculty Advisory Committee will produce a report, addressing the following:

  1. Identify goals for a Center with specific relevance to the region;
  2. Define a possible set of functions and programs that such a Global Center can offer;
  3. Suggest possible locations and provide the rationale justifying the proposed selection;
  4. Summarize expected outcomes and benefits that UC Davis, partners, and the country/region will derive from such a presence;
  5. Outline staffing and resources necessary to launch the proposed Global Center; and
  6. Identify potential challenges and obstacles that might be encountered in the region that may impede the Center’s success.

These reports will be shared with the Working Group on UC Davis Global Centers which is charged with recommending 1-2 Centers from across the regions for the initial stage of UC Davis Global Center development.

Global Centers Working Group Charge December 16, 2015(.pdf)