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
SESSION TOPICS
Strategic International
Enrollment Management
• Mission
• Strategic Objectives and Challenges
• Traditional and Strategic Alignment of SIEM
• University Commitment of Internationalization
Resources and Data
• Know your institutional Strengths and
Weaknesses
• Know Your Competition
• Gathering Supporting Data – Institutional and
Global
Creating an International
Recruitment, Enrollment
and Retention Strategy
• Research and Planning
• Staff Development
• Engaging the Campus
• Recruitment
• Alumni
SESSION TOPICS
Executing Your
Plan
Measuring
Success
• Using Technology
• Communication Plan
• Admission Policies and Practices
• ESL Policy
• Strategic Use of Scholarship and Grants
• Orientation and Retention Strategies
•
•
•
•
Evaluating Effectiveness of Recruiting Efforts
Student Retention Statistics
Success of Student Programming
Academic Success Parameters and Initiatives
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
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
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
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
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?
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
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
MEASURING YOUR SUCCESS
What processes are in place to measure
success?
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–
–
–
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?
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?
•PREDICT
•DIAGNOSE
•ASSESS
OVERS
EA
CCC
PRT
L
80%
•2X IN 6 YRS
•2,400 GF
•200 LC EXL
•$28,000,000 GF
•$4,000,000 LC
EXL
PRT
L
LC
EXL
200
15%
GF
2,400
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