1. Strategically Internationalizing Your Campus Using Trends and Data Jim Crawley, Director University Recruitment and Advising Services – ELS Educational Services Dr. Harold Hellenbrand, Provost and Vice-President for Academic Affairs – California State University Northridge

2. SESSION TOPICS Mission Strategic Objectives and Challenges Traditional and Strategic Alignment of SIEM University Commitment of Internationalization Strategic International Enrollment Management Know your institutional Strengths and Weaknesses Know Your Competition Gathering Supporting Data – Institutional and Global Resources and Data Research and Planning Staff Development Engaging the Campus Recruitment Alumni Creating an International Recruitment, Enrollment and Retention Strategy

3. SESSION TOPICS Using Technology Communication Plan Admission Policies and Practices ESL Policy Strategic Use of Scholarship and Grants Orientation and Retention Strategies Executing Your Plan Evaluating Effectiveness of Recruiting Efforts Student Retention Statistics Success of Student Programming Academic Success Parameters and Initiatives Measuring Success

4. Integrated Strategic International Enrollment Management Develop SIEM Plan that supports the mission, strategic objectives, and the annual priorities of your university –Determine how international students relate to the institution’s mission Academic quality and diversity in the classroom International diversity on campus International recognition/profile for university New revenue streams –Identify challenges –Ensure university commitment to internationalization by including faculty and other pertinent administrators in the planning, discussions and execution of the plan

5. ANNUAL PRIORITIES for Internationalizing your campus –Annual Priorities – Must be in alignment Revenue Goals, Decreasing Expenditures, Enrollment Goals based on various factors, etc. EXAMPLES Continue and expand, as resources permit, successful international outreach efforts in China, Turkey, Vietnam and Korea with an emphasis on graduate degree candidates Develop “university brand” in specific overseas markets with existing staff and resources

6. GOALS Establish goals for developing a cohesive International Strategic Enrollment Management Plan –Determine specific International student enrollment goals in conjunction with domestic student enrollment mandates Establish enrollment goals by: –Market (Specific Countries) –Degree Level and program –Determine revenue goals (ROI) Factors to Consider: –Cost of acquisition »Discount percentage (Scholarships or Institutional Grants) »Cost of increasing staff to manage recruitment initiatives and enrollment growth »Marketing and Recruitment Costs »Additional student services costs/programs –Yield on prospects to enrolled student

7. STRATEGIC INITIATIVES Strategic Initiatives must support the annual goals of the university: –Examples of potential Strategic Initiatives Strengthen pathways for conditional and regular admission programs, undergraduate enrollment, and establish competitive master level graduate programs that capitalize on the academic strengths of the university –Develop and implement a marketing campaign to promote the university as a value added competitive university with a national and international reputation and institutional leader in “professional preparation” Develop an international classroom experience that incorporates an international curriculum and teaching opportunities –Create overseas university liaisons and specific graduate level joint degree programs that allow for joint teaching of courses and joint student research projects as well as the opportunity for student exchange and study both in US and overseas –Further promotion and emphasis placed on importance of study abroad across the curriculum…its not just for language majors. Develop marketing strategies with the assistance of US Government resources, overseas university partners and other for profit entities that specifically promote US higher education. –Create recruitment opportunities and direct in country marketing with the U.S. Commercial Service or the Department of State - EducationUSA –Participate in sponsored recruitment tours that specifically target your market

8. RESOURCES AND DATA Identify your competition for international student growth – consider domestic and international arena Gather supporting data to ensure your success Examine Why You Want to Increase Your International Student Population What Services do you have or Need to Support your International Population. Where are students coming from and what are they studying? What programs can you successfully recruit for that are appropriate for international students? How many international students do you need to meet enrollment and revenue goals? Are you offering a discount rate through Scholarships and/or Grants?

9. EXECUTING YOUR PLAN Use institutional data in plan development Who, What, When, Where, Why, and How Create plan for staffing and student service needs Is your campus ready for more international students? Using Technology Communication Plan Customer Relationship Management (CRM) Timely Follow-up is essential Institutional Web site Admission Policies and Practices Procedural Policies ESL Policy Use of current students, study abroad students, and alumni

10. EXECUTING YOUR PLAN (Cont’d) Financial Aid Policy Establishing true annual cost. Be accurate and be inclusive. Scholarship Getting the word out Dissemination of Awards Orientation and Retention Retention starts during Recruitment International Programs and Services are an important part of student recruitment, retention, and campus internationalization

11. MEASURING YOUR SUCCESS What processes are in place to measure success? –How affective is the direct recruitment? –How affective are advertising efforts? –Is there a communication plan in place? –What efforts are being made for conversion of admitted students? –Are desired enrollment goals being met? –What is the graduation rate for international students?

12. Questions To Be Asked/Answered -Are new international initiatives being developed and implemented that align with university goals -Are revenue goals being met? -Is campus-wide international student programming a priority? -Are students are being served by knowledgeable, trained professionals? -What constitutes “academic success”? -Evaluate the graduation rate of international students? -Is there a commitment to the proactive engagement of international alumni and US alumni living abroad?

13. CCC GF 2,400 GF 2,400 OVERS EA LC EXL 200 LC EXL 200 PRT L 2X IN 6 YRS 2,400 GF 200 LC EXL $28,000,000 GF $4,000,000 LC EXL 80% 15% PREDICT DIAGNOSE ASSESS

14. Presenters Jim Crawley, Director, University Partner Relations ELS Educational Services 11037 Skyway Lane Allendale, MI 49401 609-356-6586 jcrawley@els.edu Dr. Harold Hellenbrand, Provost and Vice-President for Academic Affairs California State University, Northridge 18111 Nordhoff Street Northridge, CA 91330-8200 818-677-2957 Harry.hellendbrand@csun.edu