Read Me First . . .

1. Read Me First . . . • This presentation is intended as a sample—adapt it for your needs. • The PowerPoint is intended as a complement to, not a replacement for, the actual report. The report is relatively short; be sure to present viewers with copies. (Download copies from www.nafsa.org/imsa.) • Slides 2-14 are the overview, and you could stop there. Slides 15-29 form a step-by-step discussion guide for a working group. • Most of the slides have hints and talking points on the “Notes” pages. To view these, select “View>Notes Page.” To print these, select “File>Print” and use the dropdown under “Print What” on that menu to highlight “Notes Pages.” • Comments/Feedback? Send us a note at MOnetwork@nafsa.org. A Campus Conversation

2. INSTITUTIONAL MANAGEMENT OF STUDY ABROAD A Campus Conversation

3. Why Discuss This Topic? • Recently in the press—increasing scrutiny of study abroad • Study abroad has grown dramatically over the past decade at a pace of nearly 10 percent each year • With increasing popularity of study abroad comes increasing risk exposure • Being proactive is good for our institution and our students A Campus Conversation

4. NAFSA’s Report • Press reports were the immediate impetus, but the issues relate to growth in study abroad • Recognized the larger institutional context in which study abroad offices operate • Took the approach of presidents and senior administrators speaking to their colleagues • Currently being circulated by associations— AASCU, NASULGC, AACC—to presidents A Campus Conversation

5. What is the Report? • Highlights four areas of management that institutional leaders must address • Recommends 14 principles to follow • Is not a prescription for a school • Is a comprehensive list to guide our review of our own policies and practices A Campus Conversation

6. Four Areas to Review • Institutional Commitment • Study Abroad Infrastructure • Adequate Resources • Clarity and Accountability A Campus Conversation

7. 1. Institutional Commitment • Institutional planning has established and embedded study abroad as an integral element in the academic offerings of the institution. • A financially sustainable plan is in place to support the study abroad office. • Study abroad is integrated into the academic life of the institution. • Systems and processes are in place to provide institutional oversight. A Campus Conversation

8. 2. Study Abroad Infrastructure (1) • There is a structured approach to program planning and a faculty-driven process for course approval and credit transfer. • Study abroad options are regularly updated to respond to academic opportunity and student need. • Clear institutional policies guide study abroad credit transfer. more… A Campus Conversation

9. 2. Study Abroad Infrastructure (2) • Programs promote the health and safety of students studying abroad, and manage institutional risk. • Programs are regularly evaluated, and evaluation leads to improvements. A Campus Conversation

10. 3. Adequate Resources • The institution actively seeks and retains knowledgeable and experienced personnel to lead and operate the study abroad office. • Financial aid policies and fundraising practices encourage student participation in study abroad. • Policies and practices are in place that control the costs associated with study abroad programs. A Campus Conversation

11. 4. Clarity and Accountability • Critical information related to study abroad is communicated to all stakeholders. • Clear contracting and auditing procedures exist, including conflict-of-interest policies. A Campus Conversation

12. Who has Endorsed the Report? • American Association of Community Colleges (AACC) • American Association of State Colleges and Universities (AASCU) • American Council on Education (ACE) • Association of American Universities (AAU) • National Association of Independent Colleges and Universities (NAICU) • National Association of State Universities and Land-Grant Colleges (NASULGC) A Campus Conversation

13. Implications for Our Institution • While not setting a standard directly, the report frames issues for us to discuss. • Due to its widespread endorsement, we will be expected to have answers about our work. • The report emphasizes that we need to bring together the major stakeholders on campus—study abroad, financial aid, registrar, legal, student services, etc. • The report is not a menu to choose from; we need to review all 14 areas. A Campus Conversation

14. Where to go from here? • [TAILOR THIS SLIDE TO YOUR INSTITUTION] A Campus Conversation

15. Step-by-Step Review • Each of the following slides presents one of the 14 recommendations, along with key concepts related to each. • Suggested approach: For each area, decide if our institution is: • Fully compliant? • Needs some work? • Critical issue—needs immediate work! • When finished, create a work plan. A Campus Conversation

16. Institutional Commitment (1 of 4) • Institutional planning has established and embedded study abroad as an integral element in the academic offerings of the institution. • Study abroad is reflected in our mission. • We have a coordinated vision of study abroad that involves a wide array of academic and non-academic offices. • Leadership at top levels cultivates support for study abroad from academic leaders and faculty. A Campus Conversation

17. Institutional Commitment (2 of 4) • A financially sustainable plan is in place to support the study abroad office. • We have a clear, transparent funding model we use for study abroad. • Our funding for study abroad is sustainable over time. • Our study abroad office is viewed as any other campus office or academic department, and receives sufficient direct support. • Any additional fees we charge can be justified. A Campus Conversation

18. Institutional Commitment (3 of 4) • Study abroad is integrated into the academic life of the institution. • Study abroad is integrated into curricula. • Barriers to participation are reduced. • Our commitment to diversity and inclusion extends to study abroad. • We strive to bring the profile of study abroad students to match our overall student profile. A Campus Conversation

19. Institutional Commitment (4 of 4) • Systems and processes are in place to provide institutional oversight. • Accountability for study abroad is clear—not only in the study abroad office, but in other offices as well. • Transparent policies and processes for approving programs are in place. • The study abroad function reports to an academic office and further to a senior campus administrator (varies by size of institution). A Campus Conversation

20. Study Abroad Infrastructure (1 of 5) • There is a structured approach to program planning and a faculty-driven process for course approval and credit transfer. • There is a strong sense of ownership of study abroad programs among the faculty. • Our program approval process is well-informed and takes into account various perspectives. A Campus Conversation

21. Study Abroad Infrastructure (2 of 5) • Study abroad options are regularly updated to respond to academic opportunity and student need. • We regularly review/update the program portfolio to meet student/academic needs. • Academic advisers are well-acquainted with study abroad programs and how they fit into various curricula. A Campus Conversation

22. Study Abroad Infrastructure (3 of 5) • Clear institutional policies guide study abroad credit transfer. • We have policies and procedures that emphasize program quality and “fit” of the program with our institution. • Prospective students receive clear and complete information about credit transfer early in the process. • We ensure every student understands credit transfer fully at the time of enrollment in a program. • Academic advisers understand the implications of direct enrollment at foreign universities. A Campus Conversation

23. Study Abroad Infrastructure (4 of 5) • Programs promote the health and safety of students studying abroad, and manage institutional risk. • Our risk management policies for study abroad are consistent with our overall risk management plan. • At the program level, we ensure health and safety policy implementation, maintain ongoing monitoring systems to anticipate problems, and have assessment and response mechanisms in place. • We have comprehensive crisis management protocols with well-defined roles. A Campus Conversation

24. Study Abroad Infrastructure (5 of 5) • Programs are regularly evaluated, and evaluation leads to improvements. • We have a robust evaluation system in place for our programs and require the same of program providers. • There is evidence that program evaluation leads to change; evaluation results are reported beyond the study abroad office itself. A Campus Conversation

25. Adequate Resources (1 of 3) • The institution actively seeks and retains knowledgeable and experienced personnel to lead and operate the study abroad office. • Key study abroad staff has experience across the range of issues identified in this report. • Study abroad has a productive working relationship with other functions across the campus. • Given the many changes in study abroad, we invest in our staff’s training and development to stay abreast of trends and emerging issues. A Campus Conversation

26. Adequate Resources (2 of 3) • Financial aid policies and fundraising practices encourage student participation in study abroad. • Study abroad is available to a broad range of students, not just those who can easily afford it. • Our financial policies promote, rather than discourage, participation in study abroad. • We make institutional aid portable to the greatest extent possible. • We consider innovative approaches to keep study abroad affordable. A Campus Conversation

27. Adequate Resources (3 of 3) • Policies and practices are in place that control the costs associated with study abroad programs. • Operational costs are kept low. • Our selection of program sites is cost-sensitive. • We use a variety of program types to be cost-effective: exchanges, institutional partnerships, program providers. • We present our students with a range of acceptable choices for study abroad. A Campus Conversation

28. Clarity and Accountability (1 of 2) • Critical information related to study abroad is communicated to all stakeholders. • Information about campus policies affecting study abroad is part of the advising and enrollment process. • Our policies and procedures are easily available (e.g., on the Web site). • Predeparture orientation reiterates these policies and procedures. A Campus Conversation

29. Clarity and Accountability (2 of 2) • Clear contracting and auditing procedures exist, including conflict-of-interest policies. • We have a study-abroad-specific conflict of interest policy that is consistent with our institutional policy. • The same audit rigor is applied to study abroad provider contracts as to other campus contracting. • We train all of our study abroad staff in conflict-of-interest and how to report potential problems. A Campus Conversation

30. Action Planning • Our strengths—where are doing well? • Where is improvement/immediate action needed? For each: • What is the next step(s) we need to take? • Who is responsible for leading the next step? • Who else needs to be involved? • By when does this step need to be accomplished? • When do we meet next? • Who needs to know about our strengths and plans for improvement? A Campus Conversation