International Student Plan
Academic Years 2011-2015
Prepared for: Chancellor Bernie Patterson
Prepared by: Brad Van Den Elzen
International Student Plan 2011-2015
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Executive Summary
Objective
Position UWSP for substantial and sustainable increases in international student enrollees and graduates.
Goals
•
Enhance international recruitment and admissions via a coordinated, full-spectrum team approach.
•
Strengthen programming in support of international student: (1) retention; (2) utilization of visa benefits; and (3)
engagement with and contributions to campus & community.
•
Graduate international students whose UWSP experience has: (1) offered a solid foundation for further study; (2)
equipped them to be competitive job candidates globally; and (3) encouraged them to become fierce and lifelong
advocates for UWSP.
Solution
Initiate a limited-term revenue-sharing agreement whereby a portion of international students’ non-resident fees are allocated
to the ISSO in support of the above-mentioned goals and objective.
Give us the tools we need and prepare to be impressed
International undergraduate FTE has increased 40% over the last five years despite the fact that the institution has contributed
a mere $20,000 to the cause. The ISSO is the leanest of organizations with remarkable ROI. Given current staffing and funding,
maintenance of the status quo is problematic; growth is untenable. Any reasonably conceived growth initiative must
incorporate preparation, execution, evaluation, and refinement. These efforts will be enhanced by the existence of an
appropriately-resourced team working together to support our international students before and during their sojourns.
Share the fruit of our labor and bank seed for the long-term
From day one every dollar invested in this revenue-sharing approach will yield a four-fold return. Even the most modest of
enrollment growth or increased retention will amplify this yield. What’s more, the ISSO will have breathing room to move from
a reactive to a proactive stance.
A defined period of regular investment--tied directly to results--will put UWSP on the road to
responsible and sustainable growth in international student enrollment.
International Student Plan 2011-2015
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The fine print...
External Review
The ISSO’s fall 2010 external review indicates that UWSP enjoys numerous advantages vis-à-vis the recruitment of international
undergraduates. These include: attractive program offerings; reasonable study costs; conditional admission via the ESL
Program; and the personal attention international students receive from the campus and ISSO alike. Alternatively, a lack of staff
and resources were identified as our most significant weaknesses. The reviewer concluded that UWSP has the potential to
increase international enrollment provided the decision is taken to invest in this growth. She likewise asserted that growing our
international enrollment without investing in human resources is untenable.
Build the ISSO Team
Add 2.0 FTE:
(1) The International Admissions Specialist (IAS) will collaborate with the ISSO Director on recruitment and admissions
processing. Ideally, the IAS will bring experience in a cultural/linguistic/geographic area outside Asia, allowing UWSP to
broaden its recruitment initiatives, diversify our international student population, and reduce time away from campus for
individual staff. The IAS and ISSO Director will share responsibility for international student admissions, thereby lessening
processing delays which currently result from recruitment travel absences. The ideal candidate for this position would hold a
bachelor’s degree with prior international recruitment and admissions experience.
(2) The SEVIS & Student Affairs Specialist (SSAS) and the ISSO Director will collaborate on Department of Homeland Security
(DHS)- and State Department-mandated compliance requirements. The SSAS will serve as a DHS Designated School Official.
The SSAS will take lead responsibility for new, retention-oriented programming as well as providing on-going group training
and individual advising on visa-related matters. S/he will lead student staff & interns on campus- and community-outreach
initiatives. Finally, the SSAS will have lead responsibility for the development and maintenance of a UWSP international
alumni database. The ideal candidate for this position would hold a master’s degree in Student Affairs, be a U.S. citizen or
Permanent Resident (per DHS requirements), and have prior experience with SEVIS and student programming.
Timeline:
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Summer 2011: prepare position descriptions/convene search committees;
•
Fall 2011: search & screen;
•
early January 2012: appointments begin.
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Share revenue for sustainable growth
Earmark a portion of international students’ non-resident tuition for the ISSO as follows:
Fiscal Year 2012 allocation: $111,450
 International Admissions Specialist @ $35k annual plus overhead: $25,725 ($51,450 prorated to January 2012 start)
 SEVIS & Student Affairs Specialist @ $35k annual plus overhead: $25,725 ($51,450 prorated to January 2012 start)
 Annual recruitment budget: $60,000
Fiscal Year 2013 allocation: $202,900
 International Admissions Specialist @ $35k annual plus overhead: $51,450
 SEVIS & Student Affairs Specialist @ $35k annual plus overhead: $51,450
 Annual recruitment budget: $60,000
 Forty $1000 direct to undergraduate agent commissions: $40,000
Fiscal Years 2014, 2015, and 2016 akin to FY 2013 budget with allowances for increases to personnel costs based upon pay plan
& changes to overhead costs.
ISSO allocation is stable for four years—enrollment increases and retention benefits during this period accrue to institution
while recruitment support provides for targeted activities to tend current markets and develop new initiatives farther afield.
Timeline:
•
spring 2011: secure approval for revenue-sharing plan, establish accounts, tease-out logistics;
•
summer 2011: ISSO provided first $60,000 recruitment allotment;
•
January 2012: new staffing costs begin.
Affirm commitment to current ISSO “team”
Adjust ISSO Director’s salary to reflect additional supervisory and budgetary responsibilities.
Timeline:
•
July 1, 2011: increase Director’s salary to $80,000 annual
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Goals for the period 2011-2015
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International undergraduate FTE ≥ 300 by fall 2015;
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Have identified and begun collaboration with education agents in the following target markets: Brazil, India, Turkey &
Vietnam;
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Have incorporated ISSO and ESL Program into a UWSP “Center for Global Education” alongside International
Programs (study abroad) and curriculum internationalization efforts;
•
Conduct review of ISSO operations during academic year 2015 to assess: accomplishments to date; sustainability;
resource allocation; and goal-setting for next 5-year period.
International Student Plan 2011-2015
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