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International Student Recruitment and Enrollment

International Student Recruitment and Enrollment. Presentation for IUPUI Enrollment Management Council IUPUI Office of International Affairs 28 January 2005 . Susan Buck Sutton Associate Dean of International Programs Chancellor’s Professor of Anthropology ssutton@iupui.edu

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International Student Recruitment and Enrollment

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  1. International Student Recruitment and Enrollment Presentation for IUPUI Enrollment Management Council IUPUI Office of International Affairs 28 January 2005

  2. Susan Buck Sutton Associate Dean of International Programs Chancellor’s Professor of Anthropology ssutton@iupui.edu Sara Kurtz Allaei Assistant Dean of International Programs Director for International Services sallaei@iupui.edu Patricia Biddinger Director, International Recruitment and Retention pbiddin@iupui.edu

  3. Why recruit and retain international students? • Recent trends in international student enrollments • Where should IUPUI be headed? • Recruitment and retention: what we are doing now • Possible new recruitment strategies

  4. I.Why recruit & retain international students? The presence of international students on campus 1) enhances the education of domestic students: • contributes to diversity in the classroom (which enriches discussion, improves critical thinking) • fosters international friendships and networks that remain important – both personally and professionally – long after graduation • enhances skills of cross-cultural and global competence

  5. Why (continued) The presence of international students on campus 2. adds a talented, high-achieving group to the student body: • international undergraduate applicants must meet higher admissions standards than domestic applicants • international graduate students are vital to many of our science and medical labs • international undergraduates are retained at a higher rate and have higher graduation rates than domestic students

  6. Why (continued) The presence of international students on campus 3. adds tuition and other income to the university • even when the costs of the OIA are subtracted, the average international student annually yields $7000. more in tuition than an in-state student • international students constitute a disproportionate percentage of students in campus housing, adding to the vitality and sustainability of that housing

  7. Why (continued) The presence of international students on campus 4. contributes to the economy and attractiveness of Indiana • in 2003, international students contributed $265 million in living expenses to Indiana’s economy ($200 million in tuition) • international students add to the kind of cosmopolitan environment that attracts businesses and retains college graduates

  8. Why (continued) The presence of international students on campus 5. contributes to cooperative international relations • a key part of American “public diplomacy” • creates a cohort of public officials and professionals in other nations, who understand and value the U.S. • fosters international research and professional collaborations • shares American educational resources with the rest of the world

  9. There are investment costs, of course Attracting and retaining international students requires investments in: • Overseas recruitment • International credentials analysis and admission processing • Visa and related services • Programs to greet, orient, and integrate the students • Programs to test and teach English as a Second Language

  10. II. Recent National Trends in International Student Enrollments • Through 2001, steady increases in international enrollments throughout the US--6.4% increases in 2000 and 2001 • 2002-2003: International enrollments in the US level off in the post 9/11 environment • 2004: First decline in national numbers since 1971

  11. Significant Variables, recently affecting international enrollments in the U.S. • Ongoing visa restrictions/new requirements • SEVIS Tracking system implementation-2003 • SEVIS Fee implementation-2004 • SSN restrictions • US economy & perceived accessibility to US job market for foreign graduate students • Ongoing active recruitment by Australia, UK, EU countries

  12. The current situation is fluid and uncertain. • Much depends on factors beyond any one institution’s control. (The professional associations connected to international education are collectively lobbying for policy and procedural changes with respect to international students.) • Individual American universities, however, are engaging in renewed international recruiting (and some are undertaking such activities for the first time).

  13. III. Where should IUPUI be headed? What should our international enrollment goals be – particularly given the current climate?

  14. Peer institution international enrollment* *Source: Institute for International Education’s Annual Open Doors Survey: includes recently graduated students approved for post-completion optional practical training work authorization

  15. Peer institutions: international enrollment as %age of total (2003) INSTITUTION TOTAL INTERNATIONAL %AGE INTERNATIONAL PU-WL 38,564 5,015 13.0% IU-B 38,903 3,495 9.0 Houston 34,000 3,358 9.9% Wayne State 31,000 3,224 10.4 UI-Chicago 25,000 2,950 11.8 Cincinnati 33,000 2,030 6.2 Alabama-Birm. 16,000 971 6.1 IUPUI 29,000 869 3.0 UW-Milwaukee 25,000 669 2.7 Among the Urban 13, the average percentage is 4.4%, and there are only three institutions with percentages lower than IUPUI.

  16. Setting international enrollment goals for IUPUI • The doubling initiative sets the goal of doubling international enrollments, to move us to the middle range of our peer group, rather than the bottom. • This goal will be refined through campus-wide discussions, and the definition of international enrollment goals and capacities for each IUPUI school. • It also requires the expansion of international recruitment strategies – especially given the factors mentioned in Part II.

  17. IV. Recruitment & Retention Strategies: what we are doing now Streamlined admissions processing to move more quickly and increase “yield” • Re-engineered international processing through recent external evaluation and consultation • Adopted new technologies: PS, OnBase, iOffice Increased contact and collaboration between OIA and schools • Consulted schools via campus wide workshops 2001 & 2002 • Developed Recruitment Referral list (School/Department contacts)

  18. Current Strategies (continued) Electronic communications with prospective students • GoalQuest New Marketing materials • Revised website • Developed international viewbook, 3rd edition now

  19. Current strategies (continued) International education fairs • Southeast Asia – annually since 1998 • Hong Kong, Taipei, Bangkok, Chiang Mai, Jakarta, Kuala Lumpur, Singapore, HoChiMinh City, Hanoi • Middle East – annually since 2001 • Dubai, Abu Dhabi, Doha, Kuwait City, Bahrain, Istanbul, Ankara, Izmir • Latin America – annually since 2002 • Monterey, Guadalajara, Mexico City, Sao Paolo, Buenos Aires, Santiago, Lima, Bogota

  20. Current strategies (continued) Fairs (continued) • East Asia – beginning in 2004 • Tokyo, Fukuoka, Osaka, Shanghai, Seoul • Eastern Europe – 2003 • Moscow, St. Petersburg, Grodno

  21. Current strategies (continued) Fairs (continued) • Contact with U.S. Consular officials • Contact with Fulbright and other overseas educational advising offices • 4 – 6 high school visits in each city • Visit two-year institutions as potential feeder schools • Meet selected agents.

  22. Current strategies (continued) Overseas Educational Advisors • Excellent resources for students who want to study in the U.S. • Display IUPUI materials for student use • Facilitate visa applications in some countries • Thru Destination:Indiana we have hosted 16 OSEAS at IUPUI • Other OSEAS visit, 3 – 5 each year

  23. Current strategies (continued) ELS-IUPUI: A mutually beneficial partnership • A mutually beneficial relationship • Share prospective student information • Professional development for ELS agents • Smooth transition from home country, through ELS and to IUPUI • Co-chaired recruitment workshop at NAFSA Region VI Conference • Participate in ELS Asian Fair next month • More than 70 students transferred from ELS to IUPUI in 2003-2004

  24. Current strategies (continued) Incentives and scholarships • Admission based scholarships made available to eligible international students beginning Fall 2002 • Incentive scholarships approved this year • $1,000/year for first year beginners • $2,000 one time for transfer • $200 SEVIS & visa application fee voucher for all international students beginning Fall 2005

  25. Current strategies (continued) On-campus retention strategies • International House: new location, negotiated rent discounts • Weekly culture hours • Undergraduate arrivals program • Week-long orientation for new students • Peer mentoring program • Three forms of ESL available

  26. V. Possible New Recruitment & Retention Strategies Research to guide actions and decisions • More detailed tracking of IUPUI students • Focused analysis of general trends, opportunities, and threats • Communication of these data and conclusions widely across campus Greater involvement of faculty/staff who travel abroad for their work/research • Incentives to visit advising centers, partner universities

  27. New strategies (continued) Continue to streamline admission processing through • Expansion of credit transfer tables and articulation agreements • Increased automation of responses to students • Setting benchmark goals for processing • Increased collaboration between OIA and schools Coordinate international enrollment goals and strategies across IUPUI’s schools

  28. New strategies (continued) Development and marketing of degrees/programs that meet international student interests and needs • Based on analysis of how general trends fit IUPUI strengths • Hybrid and on-line programs • Semester-long study abroad programs for international students to come to IUPUI • One-year transitional programs for international students who hold 3-year Bachelor’s degrees (to prepare them for admission to American graduate programs)

  29. New strategies (continued) Continued development of marketing materials • Including some with some of the text in target languages (Mandarin, Hindi, Japanese, Spanish, Russian, Bahasa) • Possibly a promotional CD • Periodic e-letters to overseas advisors • Insure that all IUPUI promotional materials read well to international audiences as well as domestic ones

  30. New strategies (continued) Identify and move into promising student markets • American two-year/community colleges • Countries where we have done little recruiting, such as India, Mexico, Brazil Expansion of on-campus programming to integrate international students • Continued administration of periodic international student satisfaction surveys

  31. New strategies (continued) Discussion of whether or not to used independent recruiting agents in certain countries Pursuit of external funding for international students • especially from multinational businesses, local immigrant groups

  32. New strategies (continued) Development of stronger international alumni networks to assist in publicizing IUPUI, recruiting and interviewing applicants Partner with others in some recruiting initiatives • The IU system as a whole • Destination Indiana • CIC

  33. What else should we be thinking about?

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