Growth in Study Abroad Capacity at the University of Georgia

1. Growth in Study Abroad Capacity at the University of Georgia NASULGC Chicago, Illinois - November 2008 Updated November 2009 Dr. Judith Shaw, Associate Provost for International Education Dr. Kasee Laster, Director of Study Abroad

2. UGA – the institution: • America’s first state-chartered university (1785) • Georgia’s flagship institution • Three-part mission: “to teach, to serve and to inquire into the nature of things" • Carnegie Classification: Research Universities (very high research activity)  • 16 schools & colleges

3. UGA – the students: Enrollment: • Fall 08: 34,180 • Graduate: 8,713 • Undergraduate: 25,467 • In-state: 79%; international 6.3%; out-of-state 14.7%

4. UGA – study abroad numbers, 2007-08: • 2,000+ UGA students participate for credit each year. • 100 faculty-led programs (75-80% of participants). • Three international residential centers (UK, Italy, Costa Rica). • 47 exchange partners (4% of participants). • Ranked 9th in Open Doors for number of participants. • 30% of students study abroad by graduation. • Location statistics match national trends: approximately half to Western Europe, 15% to Latin America; Asia is fastest-growing region. • Three-quarters study abroad in the summer, rest a semester or full year.

5. UGA – history of expansion: The number of students studying abroad has tripled over a dozen years.

6. UGA – history of expansion, cont. Much growth has come in summer and short programs.

7. UGA – role of leadership: Three institutional strategic goals: • Building the new learning environment • Investing in research • Competing in a global economy “I am convinced that no single experience has a greater impact on a student than long-term residential study abroad.” – President Michael F. Adams, May 20th, 2008 Dr. Adams’ initiative led to the establishment of three residential centers abroad, which now host one-quarter of participants in UGA programs.

8. UGA – administrative model: Faculty: • Initiate new program proposals. • Make all logistical arrangements, hire, and pay faculty. • Recruit & select students. • Create a budget; programs must break even financially. • File enrollment lists & itineraries with OIE. Office of International Education: • Strategic Planning Committee assesses 6-15 new proposals each year for a). strategic fit with existing offerings, b). risk management, c). budgetary viability, and d). academic rigor. • Provides risk management & budgetary training; reviews budgets. • Provides opportunities for recruitment. • Conducts student advising and outreach. • Coordinates several scholarships, serves as central information clearinghouse for others.

9. UGA – entrepreneurial financial model: Two Types of Revenue: • Tuition return – students pay tuition to the Bursar’s Office, which is returned to the programs. Tuition return must cover instructional expenses –summer salaries; foreign speakers; faculty airfare, room, and board; facilities & equipment costs abroad; course-related entrance fees. • Program fee – charged directly to students by the program and covers everything else: student travel and room and board; insurance; sometimes visas, student air travel, and/or ground transportation; cultural and recreational entrance fees. Until recent budget difficulties in Georgia, OIE had a $100,000 fund to seed new programs.

10. UGA - financial model, cont. Role of HOPE(Helping Outstanding Pupils Educationally): • Lottery-funded scholarship for in-state students with a B average or better. • Almost every in-state freshman at UGA is on HOPE; most keep it until graduation. • HOPE covers all tuition at public universities and a portion at in-state private institutions. • Covers the tuition portion for UGA study abroad programs; students going on external programs receive an amount based on credit hours. • Due to HOPE, many families do not pay tuition for any part of college; thus additional resources are freed up for study abroad. Out-of-state students do not receive HOPE, but pay in-state tuition rates for study abroad.

11. UGA – types of study abroad programs: • Faculty-led (short-term, Maymester, summer, and semester) • Non-traditional (individual internships & research placements) • Exchange • External

12. UGA –recent program models contributing to expansion: • Cambodia – gerontology and intergenerational studies summer • Vietnam – public health Maymester • Antarctica – natural resources, winter break • Athletic Training - Taiwan • IT/MIS – Dalian, China • Conflict Resolution – Ireland (Social Work) and Ecuador (Public and International Affairs) • Reacting Abroad (historical re-enactment pedagogy) – Classics, Greece • Genetics of Invasive Species (NSF grant) – Nanjing, China • Viticulture – Italy, College of Agriculture • Avian Biology – Costa Rica, College of Agriculture

13. UGA – advantages of the entrepreneurial, faculty-driven model: • Strong faculty buy-in. • Allows for expansion even in tough budget times. • Critical mass of students studying abroad fuels growth via word of mouth. • Expanded marketing base (over 200 faculty and staff on campus work with study abroad in some aspect) • Faculty reach students directly. • Diversity of programs & disciplines. • Quick response to disciplinary needs & trends, underserved student populations and disciplines.

14. UGA – future directions: • Task Force for International Education (2006-07) goal: 40% participation in study abroad by graduation. • Residential centers in Africa, Asia, a German-speaking location, and a French-speaking location. • More students studying abroad for a semester or longer. • Increased diversity in locations, student demographics, and disciplines.