Improve educational offerings and academic programmes
Advance transformative knowledge
Strengthen institutional capacity and
long-term sustainability
1
Improve educational offerings and academic programmes
Five years ago, the COVID-19 pandemic forced IBEI—like many higher education institutions around the world—to move lectures and seminars from campus to online virtual classrooms within a matter of days. Since then, IBEI has demonstrated its resilience by achieving record student numbers in recent years. This has been achieved by consolidating the existing programmes in International Development, International Relations and International Security, as well as the Erasmus Mundus Master’s in International Law, Global Security, Peace and Development (ILGSPD) which began in 2021, and launching the Master’s in Public Policy (MPP) in 2023. A year later, in 2024, IBEI received confirmation that the Erasmus Mundus Master’s in Public Policy (Mundus MAPP) would receive a new round of funding from the European Commission, a contribution that has been renewed four times since 2007.
The main objective of the IBEI’s educational strategy for the next six years is to establish a pattern of sustainable growth, in which growth in the number of IBEI students is the result of a combination of different initiatives, ranging from the incorporation of new programmes focused on the nexus between security and global health, the introduction of new modules in existing programmes, and the development of new continuing professional development programmes. IBEI aims to provide students with cutting-edge analytical tools, advanced skills and transferable competencies that enable them to understand and operate within the evolving architecture of international affairs and global governance. By fostering critical thinking, professional adaptability and global awareness, IBEI must equip its graduates with the tools to build transformative and sustainable careers in diverse international and transnational professional environments.
The strategic objectives for teaching are structured around four interconnected priority areas. Firstly, the continuous development, renewal and diversification of the academic offering. Secondly, the transformation of curricula to update pedagogical approaches, learning outcomes and course content, thereby strengthening analytical rigour, interdisciplinarity and the acquisition of transferable skills. Thirdly, the systematic pursuit of academic partners, policy institutions, alumni and professional networks to enhance learning by doing, employability and social impact. Finally, the strategic integration of digital tools, platforms and methodologies to improve the quality of teaching and learning and to foster innovative and flexible educational formats.
In the coming years, IBEI aims to significantly expand its academic offering by developing innovative programmes designed to respond to emerging educational needs in increasingly complex international environments, as well as to enhance the value and appeal of existing programmes. IBEI is firmly committed to expanding its range of programmes to recognise and address the growing importance of lifelong learning, professional retraining and continuous academic development at different stages of professional careers.
a) Develop new inter-university master’s programmes in specific areas where a clear training need is identified, in collaboration with partner universities, such as the Master’s in Global Health and Security initiative, in collaboration with ISGlobal, with the aim of creating a highly interdisciplinary postgraduate programme.
b) Actively identify, negotiate and implement dual-degree programmes, prioritising academic areas that benefit from innovative multidisciplinary and interdisciplinary synergies. This will include aligning curricula, coordinating learning outcomes, establishing joint governance and quality assurance mechanisms, and facilitating the mobility of students and staff.
c) Lead an Erasmus Mundus consortium focused on the intersection between global health and international relations, drawing on both IBEI’s experience in two successful Erasmus Mundus programmes and its extensive network of academic partners in the fields of international relations and global health.
d) Develop cooperation with universities and other institutions to promote training initiatives in international affairs aimed at professionals, in areas such as the nexus between engineering and international development, transnational relations, global goods, science and technology diplomacy, multilevel governance, and international relations of cities.
IBEI needs to undertake a comprehensive transformation of its current curricula to respond more effectively to emerging challenges in international affairs. This transformation must address the profound impact of technological change, the reconfiguration of global governance, and the increasing complexity of contemporary geopolitical environments. IBEI aims to ensure that its educational offering remains analytically robust, future-oriented and capable of equipping students with the critical skills and knowledge necessary to navigate rapidly changing global contexts. Equally important, student wellbeing and academic support are central to IBEI’s educational mission. The Institute is committed to fostering an inclusive, supportive and responsive learning environment that promotes the mental health, academic success and personal development of the student community, ensuring gender equality and actively preventing any form of discrimination.
a) Develop teaching and learning skills that enable students to effectively manage the speed, scale and complexity of contemporary social transformations. These skills will empower students to act as informed, ethical and resilient agents of change, capable of critical analysis and collaborative problem-solving.
b) Ensure student retention, equity of opportunity and high levels of engagement and academic success amongst its diverse student body. To this end, the Institute must improve access to psychological and wellbeing services, and to implement early support mechanisms to identify and address academic or personal challenges.
c) Transform IBEI’s preparatory courses into an interactive online learning platform to prepare students for their postgraduate studies, through the precise adaptation of content to individualised learning requirements.
d) Ensure the quality of learning and the student experience through the systematic adoption of active learning pedagogies and the continuous development of teaching staff’s pedagogical skills. This includes supporting teaching staff in pedagogical innovation, digital and hybrid teaching methods, as well as fostering a culture of reflective teaching and continuous improvement.
e) Recognise and reward excellence and innovation in teaching through various measures, which may include career progression, workload allocation, professional development opportunities and institutional recognition mechanisms.
f) Launch a Policy Lab bringing together academic experts, institutional partners and Master’s students with the aim of collaboratively designing innovative policy solutions to contemporary international and transnational problems.
IBEI needs to work actively within its network of stakeholders to consolidate a robust, flexible and forward-looking academic offering. Through the involvement of public institutions, private partners, non-profit entities, international organizations and alumni, IBEI must develop programmes that respond to evolving social, political and professional needs.
a) Explore and develop new opportunities for collaboration with IBEI’s institutional partners, taking into account their respective roles and influence in society. These collaborations can draw on IBEI’s talent ecosystem to promote joint initiatives in areas such as work placements and internships, knowledge transfer and the promotion of social engagement.
b) Further expand the diversity of IBEI students. We must focus our efforts on attracting and enrolling a higher proportion of students from Asian, Latin American and African countries, by promoting multiple recruitment channels.
c) Continue to strengthen the IBEI alumni network by establishing chapters in cities around the world and linking the alumni network more directly to IBEI’s activities. With the first cohort having graduated twenty years ago, IBEI should cultivate institutional relationships through alumni who are more established professionally to provide new opportunities for future graduates.
d) Build and consolidate new strategic alliances with the aim of sharing best practices in teaching, increasing student and staff exchange programmes, and fostering joint academic activities. These alliances should facilitate research networks, joint degree programmes and international academic events, thereby strengthening IBEI’s integration into global higher education ecosystems beyond Europe.
e) Establish and strengthen IBEI’s collaboration with international organisations, public administrations and non-governmental organisations to foster sustained cooperation in teaching and professional training within their fields. These exchanges can contribute significantly to reinforcing the impact and applied focus of the Institute’s academic programmes.
In recent years, digitalisation has entered a new phase that is transforming a wide range of activities, with a major impact on how public policies are designed, implemented and evaluated at all levels. In this context, IBEI must adapt rapidly to these technological advances to ensure that its graduates are fully proficient in new digital tools, analytical skills and information technologies, and are equipped to operate in increasingly complex, data-driven professional environments.
a) Develop a comprehensive plan for the integration of artificial intelligence (AI) into the learning environment, facilitating the incorporation of AI-related tools and methods into the skills acquired by IBEI students. This plan will also take into account the ethical, legal and epistemological implications of AI use, with the aim of maximising its pedagogical and research potential, whilst safeguarding academic standards, intellectual integrity, critical thinking and the core values of academic research.
b) Seek collaboration with the innovation ecosystem and digital industries based in Barcelona and its metropolitan area, as well as with universities active in this field, to develop new teaching content for IBEI programmes. These collaborations will also support innovation in teaching methodologies, fostering interdisciplinary learning and the development of applied skills.
c) Implement new digital tools to improve student recruitment processes and manage course sizing more efficiently, facilitating outreach, segmentation and decision-making in the admissions process. These tools will be designed and deployed with a firm commitment to equity, diversity and inclusion, ensuring fair access to academic opportunities and minimising potential algorithmic biases.
OBJETIVO: DOCENCIA
Strategic
Objectives
2
Advance transformative knowledge
The research pillar’s overarching objective for 2026–2031 builds on the foundations laid in the previous strategic plan, broadening its scope to reflect the growing importance of producing transformative knowledge. IBEI remains firmly committed to the goal of producing excellent, internationally recognised research of the highest academic quality, whilst undertaking the necessary institutional measures to strengthen its recognition as one of Europe’s leading research institutions in this field.
Beyond academic excellence, a central objective of the new research strategy is to advance its social, political and institutional relevance, which includes fostering interdisciplinary and problem-solving research agendas, strengthening the links between research and knowledge transfer, and improving collaboration with policy-makers, international organisations, public administrations, non-profit organisations, civil society and the private sector.
With a strong international profile and a diverse academic community, IBEI seeks to deepen its integration into European and global research networks, increase its leadership in competitive research funding, and strengthen support structures for the development, dissemination and impact of research. Through these efforts, IBEI aims to enhance its capacity to generate knowledge that is academically rigorous and socially relevant, contributing to policy formulation and addressing major global challenges such as democratic governance, global inequalities, security, health, climate change, and technological transformation.
There are four strategic objectives guiding IBEI’s research focus: (2.1) further strengthening research excellence and international visibility; (2.2) consolidating a research profile and a knowledge narrative that provides better coordination between the IBEI’s multiple research initiatives; (2.3) increasing IBEI’s social relevance, grounded in methodologically rigorous research; (2.4) expanding and consolidating research training, mentoring and professional development opportunities for both early-career and established researchers; and (2.5) expand synergies between teaching and research.
Over the last five years, IBEI has continued to make progress in producing high-quality research. However, the challenge remains to maintain and enhance the Institute’s excellence. IBEI’s research could be made more visible within the academic community and also to the general public, with the aim of translating the quality of our research into institutional reputation.
a) Review and expand the existing system of incentives and rewards at IBEI to encourage high-impact publications by the research team, and continue to reward scientific impact and the visibility of research as relevant activities that deserve to be recognised.
b) Create the role of science communicator at IBEI. This person should lead the transformation of scientific output into content for diverse audiences, as well as foster contacts with national and international press, TV, radio and podcasts.
c) Introduce regular training in communication and support for faculty on how to disseminate their work within the scientific community and to the general public, and how to engage with wider audiences, as well as on how to increase the recognition of their articles and books.
d) Create externally funded thematic chairs that allow for the concentration of expertise. Through a combination of advanced research and structured outreach, training and more public-facing activities, these chairs would help to reinforce IBEI’s role as a leading institution in selected thematic areas.
e) Provide more effective support for research activities at IBEI, ensuring close alignment with the diverse needs of researchers and their career stages. This includes strengthening mechanisms to enhance and stimulate academic potential, and flexible last-resort or bridge funding instruments to sustain the continuity of research programmes.
Over the last twenty years, IBEI has established itself as a leading institution in international studies, with a broad range of research areas. This breadth has enabled it to respond flexibly to emerging fields of research, whilst preserving a high degree of intellectual freedom for the research team. However, as IBEI has expanded and diversified its activities, greater attention has been paid to consolidating a research profile for the Institute. In this context, IBEI must articulate coherent narratives that enhance the visibility and recognition of the distinctive nature of the research carried out by IBEI.
a) Identify the IBEI’s research profile, we must highlight different thematic fields that define some of the main areas of interest for IBEI researchers and produce a narrative thread that links them together. This requires providing a clearer profile, yet one that is sufficiently flexible to allow researchers to explore fundamental questions driven by their own curiosity and personal interest.
b) Attract, develop and consolidate research initiatives, infrastructures and platforms that align with IBEI’s core academic interests and strategic priorities. These may include, amongst other actions, hosting the editorial board of a prestigious academic journal, developing innovative data or research infrastructures, organising high-level annual conferences, or serving as a host institution for recognised academic associations.
The social impact of our research is not merely a matter of dissemination and communication, but is based on bringing about transformative change in society. Social relevance is difficult to define and even harder to measure. However, it is part of the DNA of IBEI’s research to aim to contribute to improving social and political realities indirectly through research, or even directly, with concrete solutions, policy proposals, practical training for policymakers or policy practitioners, or through the analysis of current political or social issues of concern. In order to develop IBEI’s social relevance through research, a distinction should be made between supporting new social impact initiatives carried out by the Institute and its team, and ensuring that IBEI’s research is effectively identified, measured and communicated.
a) Establish a set of easily measurable indicators to assess the institutional significance of what social relevance means for IBEI and promote it so that it is widely recognised and communicated.
b) Design a range of tools to facilitate the efforts and investment of the IBEI research team in research that has direct social relevance, while also involving potential partners, as well as Master’s or PhD students.
c) Support the dissemination of research that has gained significant social relevance and make this a central focus of IBEI’s communication strategy, with a prominent section on the website, tailoring communications to different target audiences via IBEI’s social media channels, policy reports or grant proposals.
IBEI has progressively established itself as an internationally attractive academic environment for the training of researchers, both predoctoral and postdoctoral, and has taken significant steps by establishing support programmes specifically designed for PhD students and postdoctoral researchers.
These programmes offer a range of activities, including informal networking meetings and community-building sessions, writing retreats, mock job interviews, and discussions of research proposals. Beyond these specific programmes, mentoring is crucial to the well-being and professional development of IBEI researchers and, by extension, necessary to maintain the quality of the research carried out at the Institute. Mentoring could be complemented by additional contributions from alumni and experts from institutions that form part of the Board of Trustees.
a) Provide ongoing support to IBEI-affiliated PhD students by strengthening the support programme, aimed at developing both their research and transferable skills, maintaining their motivation, and promoting opportunities for knowledge exchange, both within global research environments and in non-academic career paths.
b) Review and promote the mentoring and support programme for postdoctoral researchers, fostering an institutional culture that raises awareness of the importance of mentoring and its purpose, regardless of the stage of one’s professional career.
Strong synergies between research and postgraduate teaching are essential for academic quality, institutional coherence and the external standing of an institute such as IBEI. Teaching based on research ensures that postgraduate programmes are intellectually rigorous and aligned with cutting-edge debates, providing students with direct exposure to research practices, methodologies and innovation. At the same time, the integration of research and teaching strengthens IBEI’s academic profile, enhances its international appeal and amplifies the social and political impact of its research activities.
a) Involve Master’s students interested in research in activities and support programmes for pre-doctoral researchers, as well as organising sessions for Master’s students on how to apply for places on PhD programmes, with current PhD students providing advice.
b) Actively involve postgraduate students in IBEI’s day-to-day research activities by creating multiple and regular channels of interaction between students and researchers. This may include inviting postgraduate students to research seminars, workshops and internal academic events, or fostering informal spaces for intellectual exchange, mentoring and collaborative discussion.
c) Establish the Policy Lab as a driver of research with social impact, identifying project-based research environments in which students, faculty and external partners collaborate on real-world policy challenges. Aligned with IBEI’s areas of research expertise, the Policy Lab could offer project-based learning for Master’s students through Master’s dissertations.
OBJETIVO: investigación
3
Strengthen institutional
capacity and long-term
sustainability
During the period 2026–2031, a key objective for IBEI will be to consolidate and strengthen the organisational and institutional capacities developed in recent years, in line with recognised best practices in academic governance and institutional management. Building on the institutional consolidation achieved under the 2021–2025 Strategic Plan, the Institute is now entering a phase focused on strengthening strategic leadership, governance structures and coordination mechanisms to support sustained growth and effective decision-making. These efforts are aimed at ensuring that IBEI is fully prepared to implement the strategic initiatives outlined in this Plan in a coherent and efficient manner.
At the same time, this period represents an ideal opportunity to address the Institute’s long-term sustainability. In an increasingly uncertain academic and funding environment, particular attention should be paid to initiatives that strengthen the Institute’s stability, resilience and mission, ensuring that IBEI is well positioned to fulfil its academic and social role in the coming years and to enhance its ability to adapt to a constantly evolving higher education and research system. To advance these objectives, initiatives in this area are structured around four interrelated strategic directions:
(3.1) institutional culture and governance; (3.2) diversity, equity and inclusion; (3.3) internal coordination and human resources; and (3.4) external relations, communication and outreach.
With regard to its academic life and institutional identity, IBEI’s research and teaching activities are guided by the key values of democratic resilience, critical reflection and academic excellence, underpinned by a strong commitment to individual development and to generating social and global impact. In pursuing these values, IBEI must continue to strengthen mutually beneficial collaborations, promote an institutional environment based on trust, and reinforce its commitment to the public sphere. Furthermore, fostering a genuinely multilingual environment is a strategic priority, as it helps to integrate IBEI even further into Catalan society whilst strengthening its links with local institutions and stakeholders.
In parallel, work must continue to consolidate a culture of sustainability as a founding principle guiding decision-making, resource management and institutional links. IBEI is committed to minimising its environmental footprint and promoting responsible and sustainable practices in all areas of its activity. This commitment should be consistently reflected in the Institute’s actions, governance practices and day-to-day activities.
a) Further develop and strengthen IBEI’s institutional governance by implementing the provisions set out in the Foundation’s founding statutes, such as reinforcing the role of the Board of Trustees’ Standing Committee or establishing specialized committees as appropriate.
b) Establish an initiative designed to provide IBEI with financial flexibility and strategic room for manoeuvre in the face of potential future scenarios of instability or uncertainty. This initiative would serve to strengthen institutional resilience and long-term soundness, enabling the Institute to absorb external shocks and maintain the continuity of its activities.
c) Activate fundraising through a structured multi-year action plan, which would include collaboration with alumni, partnerships with companies, and collaboration with international donors and foundations, with the dual aim of expanding scholarships for students and providing sustained support for research topics aligned with the Institute’s strategic objectives.
d) Address infrastructure and space requirements within the framework of a specific plan for buildings and facilities that meets IBEI’s growing needs, for example, as part of the Ciutadella del Coneixement initiative, promoted by Barcelona City Council, the public universities and other institutions linked to the city. This includes assessing the need for new or expanded spaces, exploring viable short- and medium-term options, and making progress in the search for new facilities that meet the Institute’s future needs.
e) Strengthen existing links with the universities participating in the IBEI as an inter-university research institute, recognized by the Catalan Government, improving the exchange of information, identifying and proposing new collaborative initiatives, and actively cooperating in their internationalisation strategies and activities.
f) Promote awareness of Catalan heritage, language and culture and ensure their dissemination and accessibility in formats suited to the IBEI’s global community.
g) Develop a comprehensive sustainability plan for the Institute, identifying key areas for improvement, such as energy use, waste management, travel policies and procurement practices.
h) Develop an internal travel policy, promoting sustainable alternatives to air travel wherever feasible, and prioritising suppliers that demonstrate environmental responsibility and ethical practices.
i) Review and expand the comprehensive system of Key Performance Indicators (KPIs) as an institutional scorecard to support IBEI’s strategic decision-making.
In line with the IBEI Equality Plan and the LGBTIQ+ Plan currently in force, IBEI is committed to fostering a culture of respect in all forms of communication and cooperation, both internally and externally. This commitment is based on the principles of tolerance, respect for diversity and the promotion of equity and inclusion, with the aim of maintaining an open, free and inclusive academic community. To reinforce these values, IBEI will continue to review, update and strengthen its institutional protocols, ensuring that they are clearly communicated to the entire community, are easily accessible and are effectively implemented.
IBEI currently exhibits limited diversity in certain dimensions, such as geographical origin and academic background—specifically, with a predominance of profiles from the Global North—despite its commitment to ensuring equal opportunities, diversity and non-discrimination in all recruitment, promotion and professional development processes. For this reason, IBEI must proactively address the risk of unconscious bias by introducing clear and positive commitments to inclusion and diversity, alongside awareness-raising measures and good practice guidelines. These efforts aim to ensure fair treatment, broaden participation and strengthen the richness and quality of IBEI’s academic community.
a) Develop the second Equality Plan for IBEI, based on a review of the implementation of the first, which also includes the dissemination of the LGBTIQ+ Plan and the appointment of contact points responsible for initiating the processes arising
from it.
b) Review, update and, above all, disseminate the protocol for preventing, identifying and addressing situations of sexual harassment on the grounds of sex, sexual orientation, gender identity, gender expression and sexual characteristics.
c) Review, update and, above all, disseminate the protocol for preventing, identifying and addressing situations of sexual harassment on the grounds of sex, sexual orientation, gender identity, gender expression and sexual characteristics.
d) Encourage diversity in terms of gender and geographical origin among the authors cited in course syllabuses and academic publications, whilst always respecting academic freedom.
e) Incorporate an intersectional perspective into the content of master’s programmes, so that interested students acquire the necessary skills to develop final master’s dissertations using these approaches.
Due to the growth in IBEI staff and projects in recent years, the Institute is now undergoing a transition from a start-up phase to a scale-up phase. It therefore needs to ensure that it has designed and communicated transparent rules, procedures and job descriptions, and that it manages internal coordination. Transparency and efficiency are two key values for the institutional and communicational management that IBEI aims to implement during this Strategic Plan. A clearer definition of the IBEI’s internal responsibilities, including the Institute’s procedures and dynamics (such as research clusters, committees and meetings, but also breakfasts or faculty meetings) should be provided. Process efficiency must be enhanced through the digitalisation of workflows and the adoption of tools for coordination, documentation and knowledge management.
Furthermore, it is important to promote a healthy work-life balance, an essential element in fostering a sustainable, productive and inclusive working environment, as it helps reduce work-related burnout, improves the team’s well-being, contributes to long-term motivation and creativity, and enables people to fulfil both their professional responsibilities and personal commitments with greater satisfaction and resilience.
a) Establish protocols for both the onboarding and offboarding of academic and non-academic staff to ensure open, supportive and transparent communication regarding existing services, institutional conditions and values.
b) Consolidate and improve workplace protection mechanisms by reviewing the existing complaints protocol and establishing a clear and robust protocol against workplace harassment, as well as implementing a whistle-blower protection system, to prevent any conduct that breaches the law or our values and that may threaten the reputation of IBEI.
c) Implement a training programme for all staff—both management and teaching staff—aligned with institutional needs and individual professional development objectives. Priority areas will include digital skills, project management, communication, intercultural competence, research support, data protection and wellbeing.
d) Strengthen the Institute’s organisational coherence, establishing coordination mechanisms to ensure the smooth and efficient delivery of services and a satisfying and pleasant working environment, and finalising protocols and procedures, without compromising effectiveness and the culture of service.
e) Establish systematic evaluation processes for all IBEI activities to gather lessons learnt, identify areas for improvement, plan better for future iterations, and ensure transparent and consistent support for all staff.
f) Introduce a clear, competency-based professional development framework for administrative staff, linked to their training, with transparent criteria for progression, annual performance reviews and tailored training.
g) Improve staff wellbeing by promoting a healthy work-life balance, increasing flexibility and supporting sustainable workload management through flexible working arrangements. To this end, the Institute should review and update policies on remote working and time recording to ensure efficiency, accountability and flexibility.
h) Adopt structured workload assessments, identify gaps in workforce capacity, and review the distribution of tasks, with the aim of aligning staffing levels with operational needs and implementing strategies to provide additional support during peaks in demand.
The communication plan developed at IBEI in 2025 has established clear guidelines and a structured framework to guide the Institute’s communication strategies. The implementation of the plan will facilitate clear progress towards more ambitious and proactive communication initiatives aimed at enhancing the Institute’s visibility and strengthening its academic profile among various key audiences. Furthermore, it will promote interactive and participatory communication activities that foster engagement with the academic community, public institutions, social and knowledge-based organisations, the private sector and the general public.
a) Improve the visibility and accessibility of research through the systematic dissemination of research results via specific channels, such as policy briefs, digital platforms and formats tailored to non-academic audiences.
b) Increase IBEI’s digital and media presence and visibility through digital platforms and media outlets, both national and international, thereby raising the profile of the IBEI’s research activities.
c) Develop tailored communication initiatives to reach policy-makers, public institutions and civil society actors, with the aim of reinforcing IBEI’s role as a point of reference in key areas of its expertise.
d) Promote the organisation of public events, debates and dialogue-oriented activities that foster two-way exchange between the research community and external audiences, in conjunction with associations such as Amics de l’IBEI or the Alumni Association, ALIBEI.