Actions Speak Louder ThanWords: OperationalizingStrategic Plans for Internationalization

Presenters:Dr. David L. Di Maria, Associate Provost for International Programs

Montana State University

George F. Kacenga, Director of International Enrollment ManagementUniversity of Colorado Denver

David Woodward, President & CEOAssociates in Cultural Exchange

Outline Introductions and Context

Key Concepts and Considerations for Strategic Planning

Internationalization Models

Operationalizing Strategic Plans for Internationalization University

IEM

IEP

“…we are going to relentlessly chase perfection, knowing full well we will notcatch it, because nothing is perfect. But we are going to relentlessly chase it,because in the process we will catch excellence.”

– Vince Lombardi

Montana State University

University of Colorado at Denver

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Associates in Cultural Exchange

Audience

What are the burning issues impacting strategic planning at your institution/organization?

Key Concepts and Considerationsfor Strategic Planning

Dr. David L. Di MariaAssociate Provost for International Programs Montana State University

Strategic Planning• “It is the continuous process of making

present risk-taking decisions systematically withthe greatest knowledge of their futurity;organizing systematically the efforts [think resources] needed to carry out these decisions;and measuring the results of these decisionsagainst the expectations through organized,systematic feedback” (Drucker, 2008, p.125).

“A vision without resources is hallucination“- Jeffrey Garten, Author of The Mind of the CEO

Process to DeveloPia

, p e - ent, and Rev ewn ng rocess

Planning Cyo1e Begins• "'i . 'il Mi'csson/Vision'E'nvironmen·al Sc• S\'VOT and ap Analy is• Develop . oansJObjectives

eve op lmpleme ion Pian

Annual ReviP e-Piann1ng ro ·ew Pant DeveliOp pre iminary fi dings• Ev I ate s ccess of he proce

Re11iiew Planni g Cnmmittee/Charge

E d of PI n Revl'ew•Goal Completion•Additronal Adhievsments•Co tfnuedAppllcabilltv ofGoa s/ Objedives

Hinton, 2012, p. 21

v of Progre,ss

Systems

Second Edition ©2014, 2010 Systems Thinking in Schools, Waters Foundation, www.watersfoundation.org

Seek to Understand the Big Picture See Patterns and Trends Over Time

Adapted from Second Edition ©2014, 2010 Systems Thinking in Schools, Waters Foundation,www.watersfoundation.org

Recognize How a Systems Structure Affects Its Behavior

Identify Circular Nature of Cause and Effect Relationships

Adapted from Second Edition ©2014, 2010 Systems Thinking in Schools, Waters Foundation,www.watersfoundation.org

Make Connections Within and Among Systems

Change Perspectives to Increase Understanding

Consider How Mental Models Affect Reality

Adapted from Second Edition ©2014, 2010 Systems Thinking in Schools, Waters Foundation,www.watersfoundation.org

Identify Possible Leverage ActionsConsider Short-term, Long-term and Unintended Consequences of Actions

Pay Attention to Accumulations and Rates of Change

Adapted from Second Edition ©2014, 2010 Systems Thinking in Schools, Waters Foundation,www.watersfoundation.org

Recognize the Impact of Time Delays Check Results and Change Actions Accordingly

Change

(Kotter, 1996, 2008)

Internationalization Cycle

(Knight, 1994)

Wilkinson et al., 2007, p. 52; Hinton, 2012, p. 9

Structure

Strategic Planning by the Numbers

(Olson, 2012, p.11)

95% of typical workforce doesn’t understand its organization’s strategy

90% of organizations fail to execute strategies successfully

86% of executive teams spend less than one hour per month discussing strategy

60% of organizations don’t link strategy with budgeting

Survey of Student Affairs Administrators

(Di Maria, 2012)

84.8 % (n=56) would like to know more about the internationalization strategy at their institution

51.3% (n=34) desire for their unit to have more involvement in efforts to internationalize the campus

47.1% (n=32) were unaware of the internationalization strategy at their institution

43.4% (n=30) indicated that their unit is not included in efforts to internationalize the campus

Internationalization Plans

(Childress, 2009, p. 294 & 297)

Survey of Senior International Officers

61% stated planning/visioning skills were valued within SIOs

53% indicated internationalization was given high priority within institutional strategic plans

31% indicated that international goals and activities were mentioned in institutional mission statements

(Kwai, 2015)

Strategic Action Plan for International Programs at Montana State University

International Programs

Key Features

- Supports University’s Goals

- Maintains Buy-in

- Institutionalizes International Actions, Processes and Competencies at Systems Level

International Students and

Scholars

Study Abroad and Exchanges

Curriculum and

Research

International Partnerships and Protocol

Global Operations

and Systems

Childress, L. (2009). Internationalization Plans for Higher Education Institutions. Journal of Studies in InternationalEducation, 13(3), 289-309.

Di Maria, D. (2012). Factors affecting views of campus services for international students among student affairs administrators at five public universities in Ohio (Doctoral Dissertation). The University of Minnesota, Minneapolis, MN. Retrieved from http://conservancy.umn.edu/handle/11299/141666

Drucker, P. (2008). Management. New York: HarperCollins

Hinton, K. (2012). A practical guide to strategic planning in higher education. Society for College and University Planning. Retrieved from http://oira.cortland.edu/webpage/planningandassessmentresources/planningresources/SCPGuideonPlanning.pdf

Knight, J. (1994). Internationalization: Elements and checkpoints. Canadian Bureau of International Education Research, 7, 1-15.

Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.

Kotter, J. (2008). A Sense of Urgency. Boston: Harvard Business School Press.

Kwai, C.K. (2015). A survey of senior international education officers, their institutions and offices. Association of International Education Administrators. Retrieved from http://www.aieaworld.org/assets/docs/Surveys/sio%20survey%20summary.pdf

Olsen, E. (2012). Strategic planning kit for dummies. Hoboken: John Wiley & Sons, Inc.

Wilkinson, R.B., Taylor, J.S., Peterson, A. & de Lourdes Machado-Taylor, M. (2007). A practical guide to strategic enrollment management planning in higher education. Educational Policy Institute. Retrieved from http://www.educationalpolicy.org/pdf/SEM%20Guide.pdf

References

Strategic Planning for InternationalEnrollment ManagementGeorge F. KacengaDirector of International Enrollment Management University of Colorado Denver

International Enrollment Management Planning includes: Current Enrollment Metrics

Understanding university history and context

Significant Influences on the Enrollment Planning Process Enrollment Goals

Target Markets Geographic

Academic

Enrollment Plan Revenue Assumptions Necessary Conditions to Meet Enrollment Goals Key Enrollment Strategies to Meet Enrollment Goals

Marketing Modalities Cost Sharing and Economies of Scale

ROI

Current Enrollment Metrics

Current Enrollments

Student Retention

New Student Academic Preparedness

Significant Influences on theEnrollment Planning Process Instruction and Enrollment Tuition Revenue

Future Demographic and Secondary Graduation Projections

Pathways and Pipeline Programs

Recruitment with the campus IEP

Sponsored Students

Conditional Admission

Price Sensitivity and Student Affordability

Enrollment Goals

New Freshman Enrollment Goals

New Transfer Enrollment Goals

Graduate Student Enrollment Goals

Special Cohort Enrollment Goals

Distance Learning Enrollment Goals

Target Market Student Enrollment Goals

Retention Goals

Student Academic Quality Indicator Goals

Target Market

Geographic Academic

Enrollment Plan Revenue Assumptions

A revenue projection model has been established for your campus based on the Enrollment Goal. You need to learn the pivotal assumptions about that model so your team can best prioritize actions and expenditures. Examples of these assumptions could include: Growth in graduate students will be primarily in on‐campus graduate programs

where the revenue flows directly to the academic unit involved and thereforewould not be available for expenditure in the main campus budget.

Growth in graduate students will be primarily in on‐campus graduate programswhere the revenue flows directly to the main campus budget and thereforewould not be available for expenditure in the academic department creatingstress when enrollment grows and resources do not.

To meet strategic funding reinvestments goals and build a pool for future scholarprogramming and effective recruiting, a 6% pool is shown as a “strategic fundingreinvestment”.

Necessary Conditions to Meet Enrollment Goals

Top Level Administrative Support

Academic and Curricular Conditions Required to Meet Enrollment Goals Ex., use of the International Student Barometer (ISB) Tool

Co‐Curricular and Academic Support Conditions to Meet Enrollment Goals

Key Enrollment Strategies to Meet Enrollment Goals New Freshmen Students

New Freshman Students with Sponsorship

New Transfer Students

New Students from area Intensive English Programs

Graduate Student Enrollments

Distance Learning Enrollments

Freshman to Sophomore Retention

Staff Performance Appraisal and Key Priorities

Strategies

Marketing Modalities ROI

New Freshmen Students

Current and short‐term strategies in place: Implementation of data management software

Marketing and Communications

Personalized student recruitment

Scholarship/Financial Awards

Engagement with campus IEP

Data Imaging Software Implementation | Going Paperless

Data reporting tools

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University of Colorado Denver2015-16 ESL Academy & International Admission Integrated Marketing Activities

Top ‐Level Strategies to Enhance Student Recruitment (12‐36 months) .April 2015-Augst 2016

( ■ - IA Recruitment, ▲- ESL Recruitment, ● - Global Reach)

Special InitiativesCCD to CUDenver PathwayCreation of Service Indicators (R12, R13, R16, R17) (allows for targeted reporting) Engagement with Sponsors; at least once per yearLeveraging the Presidential Scholar AwardPursuing CEA Accreditation; separate line item in budget Recruitment premiumsSurveys (Discover CU, Quality of Service, end of term, admit not enrolled, etc.) International Alumni RecruitmentUse of Agents (excluding ENGRG from India) Taylor's Wall MuralArmchair Recruitment & Mass MailingsSemi-Annual mass mailings to key stakeholders to maintain relationships and update informationForeign HS Mass MailingSponsor/Agent Mass MailingEducationUSA Mass MailingsBrazil University Mailing - BSMP OutreachLead GenerationPurchase GRE/GMAT names for GradPurchase of lead names through TOEFL (Hobsons)Purchase of names through SAT (ETS)EnvisageCarnegie CommunicationOnline Activity

New Freshmen Students

New long‐term strategies to implement: Strategic International Enrollment Management Plan

Annual Plan

Tactical Briefs

Increasing inquiry pool

Improving applicant conversion rates

Developing pipeline initiatives

Coordinating yield/conversion communications

Assessment and Key Performance Indicators (KPI)

Yield

New Freshmen Students

Campus Wide Coordination Increase involvement of international faculty, staff and alumni Student Intake/enrollment process Social Media EducationUSA Scholarship Leveraging Implementation of a Constituent Relationship Management (CRM) system Purchase prospect names from SAT and TOEFL Alumni Recruitment Program

Additional Resources

Heaney, Linda (2009). NAFSA’s Guide to International Student Recruitment,2nd Ed. NAFSA: Association of International Educators. Washington, DC.

Williams, D., Baxton, M., & Watkins, R. (2010). The AACRAO International Guide: A Resource for International Education Professionals. The AmericanAssociation of Collegiate Registrars and Admissions Officers. Washington,DC.

World Education Services, Inc. (2004). Workshop: Recruiting InternationalStudents. World Education Services. New York, NY.

Strategic Planningfor Intensive EnglishPrograms:

The role of intensive English programs in support of campus internationalization

David B. Woodward, President & CEO Associates in Cultural Exchange

A.C.E. Supports Internationalizationof Host Institutions and Communities

Mission Fit & AlignmentPlanning Cycle (Meetings & Reviews):Board (Quarterly/ Annual Goal Setting/3-

Year Strategic Planning Cycle)Executives (Monthly/Annual Goal Setting) Senior Staff (Monthly/Annual Goal Setting) IEP Staff (Monthly/Annual Program Reviews/5-Year Accreditation Review) GrowthSpringGroup.com

Strategic Planning Considerations for U.S. Universitiesand Colleges for Establishment or Further Development of an IEP on Campus

Program Design, Linkage & Scale Program Design – multiple models are used including IEPs based in

academic unit, university extension, office of international programs, executive office, or third party provider (local independent, non-profit or for-profit chains) integrated with campus offices or non-integrated, on or off campus provider.

Linkage – most effective models are highly linked to provide student clients with maximum efficiency of learning progress and transition from entry to IEP to matriculation into academic programs and/or practical experiences.

Scale – vast differences in capacity and strategic intent of program scale exist from IEPs and institutions which prefer a minimal IEP capacity handling 10 – 50 students per year in a supplementary manner to those which handle thousands of students in a sophisticated program structure.

Realistic Timelines in Competitive Global Environment

IEP Start Up – 12 to 24 months Accreditation – 6 to 36 months I-17 for IEP Approval* – 3 to 12 months Sponsoring Agency Approval – 3 to 24

months Impacting Student Flow – 6 to 24 months Alumni Development – 2 to 4 years

TomMcMahon.Typepad.com

*Following Accreditation

Developing a Sustainable Financial Model

Key drivers for sustainability include: Dedicated and competent leadership Culture of teamwork Managing up-front investment Scalability of facilities and staffing Fully leveraging relational equities of the university and surrounding

region Responsiveness to clients and global trends Self reliance – IEPs are essentially entrepreneurial in nature

Institutional Leadership

The critical factor for IEP successis leadership at all levels

Kprschools.ca

Organizational Readiness & Responsiveness

Ability to respond & adapt to rapidly changing global pressures Cultural sensitivity and skill in managing complex relationships Rapid response to client needs, including extremely high demand

agencies & individuals Seizing opportunities when presented Creating new solutions

Continuity of Relationships

Alumni – developing word of mouth remains top recruitment/retention factor

Institutions – with time old relationships can become increasingly fruitful as trust is developed. This is especially true with international ties. The more personal and transparent the better.

Sponsoring Agencies – many key academic advisors remain in positions for as much as 30 years and remember reliable partners

Visa Offices & Government Advisors – positive relationships can make a big difference in facilitating good service and referrals.

Agents – very sensitive to changes in programs, conditions and staffing

The Role of the IEP/Partner Agency in Student Recruitment, Retention and Matriculation

The quality IEP is increasingly a key component of a streamlined process of entry to academic, certificate & internship programs, not a remedial function or barrier.

The highly functioning IEP is often the most accessible place on campus of international visitors as well as students.

IEPs provide important services to sponsoring agencies and agents that the university may not be able to provide otherwise.

The best recruitment is a team effort with host university.

Consolidation, price pressure: new hallmarks of study travel businessPosted on May 18, 2015 by Beckie Smith

Research commissioned by International Association of Language Centers

Global Trends Impacting IEPs

• US has overtaken the UK as top receiving country for “English language travel”• Industry entering period of consolidation of operators and products• Market is experiencing price pressures• More pressure on schools to increase commissions to agents• Estimate that over 200 mergers & acquisitions will occur in next 5 years• 16,000 agents worldwide, each serving 45 schools with 11 students/school• Growing preference for boutique language schools, especially chains

Continued from The PIE News

Critical Issues Impacting IEP Industry in U.S.

ESL Accreditation Act of 2010 SEVP Draft Reinterpretation (initiated in Spring 2012) Sponsoring Agencies Efforts to Control Costs Falling Oil Prices Global Instability

Talk Back – what would you do if…1. Your branch regional campus learned that your main campus was moving in a

new direction and you have no seat at the table?

2. Your small private university has declining domestic enrollments and needs tooffset this loss by internationalizing enrollments?

3. You learn that the SEVP reinterpretation of regulations is issued & calls intoquestion a bridge or pathway project you’re managing?

4. Your university and IEP partner face the loss of a major sponsoring agency andyou will need to source students from elsewhere – who takes the lead?

5. Your major state university once had a very large IEP with 600 students yearround, and has declined to an average enrollment of 25?

Additional Resources

Leveraging the IEP to Boost Campus Internationalization (AIEA 2015 presentation)http://www.aieaworld.org/assets/docs/Conference_Materials/2015/SessionDocs/leverageieptoboostinternationalization.pdfIntegrated within international student services • Free-standing (as auxiliaryor corporate) • Reporting to a college or department • Connected toadmissions or student services

The Critical Role of IEPs in the USA (EUSA for ICEF)http://www.slideshare.net/ICEFmonitor/the-critical-role-of-intensive-english-programs-in-the-usaOver 10% of F-1 students are in IEPs

Internationalization in Action (by the “other” ACE)https://www.acenet.edu/news-room/Pages/Internationalization-in-Action.aspxMultiple IEP models

Kennesaw State University Strategic Plan for Internationalization 2014-2017(by KSU’s Institute for Global Initiatives)http://www.english.hss.kennesaw.edu/docs/sigi_appendix-a.pdf