Office of International Affairs Study Abroad Office of International Affairs Presentation to Senate Fiscal Committee Grace Johnson, Director of Study Abroad.

Office of International AffairsStudy Abroad

Study AbroadOffice of International Affairs

Presentation to Senate Fiscal Committee

Grace Johnson, Director of Study AbroadLinda Montaño, Director of Business Operations

Dieter Wanner, Associate Provost for Global Strategies and International Affairs


Presentation Outline

I. Mission & Objectives of Study AbroadII. Program Overview

i. Programs and Participationii. Servicesiii. Operations

III. CIC Benchmark InformationIV. ModelsV. Needs and IssuesVI. ExchangesVII. Conclusion

2


Vision

An International Educational Experience (“Study Abroad”) is academically meaningful, financially accessible, and integrated into a standard time-to-degree framework for all Ohio State students.

Foundations • President’s goal of a globally engaged institution

– Passport initiative, 50% participation target for study abroad• President’s and Provost’s Council on Strategic Internationalization

– Goals of June 2009 Report• Vice Provost for Global Strategies and International Affairs

– Internationalization Strategies• Ohio Board of Regents’ and national priorities

Ohio State’s Vision and Goals

3


• Two dimensions of institutional global engagement– Internationalizing the learning experience– Global Gateways strategy

• Internationalizing the learning experience – Education Abroad– Study Abroad, Student Exchanges, Internships, Service Learning,

Individual Research Projects, and collaborative degree opportunities

• Making education abroad possible– Academic integration in curriculum– Structures to carry it out– Resources to sustain efforts– Requires constructive and forward-looking cooperation

Ohio State International Strategy

4


Study Abroad Unit MissionThe Study Abroad Unit in the Office of International Affairs provides access for all Ohio State students to high quality international learning experiences of academic relevance.

The Study Abroad Unit accomplishes this mission by providing

University-wide – Access– Efficient and compliant administration– Program quality and sustainability– Risk oversight

5


Number and Type of Programs Managed/Coordinated by Study Abroad(Summer 2011 – May 2013)

Ohio State sponsored (institutional) programs 134+

Third-Party Provider/Direct Enroll/and Individualized study abroad in locations worldwide

70+

Active Student Exchange Agreements 50+

Total programs 254+

6


Student Participation by Program Type

1,775

170

Ohio State Sponsored/Institutional Programs and Ex-changes_x000d_Third Party Provider/Direct Enroll/Individual-ized Study Abroad

7

Institute for International Education2009-10 Open Doors Report

Total: 1,945 Students


Planned Ohio State Sponsored (Institutional) Programs by College (Summer 2011 – May 2013)

82

2

10

7

22113

24

Arts and Sciences

Fisher College of Business

Engineering

Education and Human Ecology

Nursing

Law

Pharmacy

Public Health

Medicine

Food, Agricultural, and Environmental Sciences

8Total: 134+ Programs


Historical Student Participation by Major/College

834

112

201164

369

158

53 12 42Arts and Sciences


Engineering

FAES

Fisher College of Business

Health Sciences

Law

Veterinary Medicine

OtherInstitute for International Education2009-10 Open Doors Report

Total: 1,945 Students9


Participation by Class Rank

199

204

308

753

333

44104

FreshmanSophomoreJuniorSeniorMastersDoctorateProfessional

Institute for International Education2009-10 Open Doors Report

Total: 1,945 Students10


Office of International Affairs

Director Study Abroad

(1 FTE)

Business Services

(2.8FTE)

Coordinator and Advising Services

(9.6 FTE)

Administrative Services

(3.5 FTE)

Study Abroad Organizational Chart

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Staffing and Core Functions

Coordinating and Advising Services Managerial budgets

Source and coordinate program travel arrangements/ in-country services

Third Party Provider Programs

Direct Enroll Programs

Individualized Study Abroad Programs

Student Exchange Programs

Independent student travel programs

Program recruitment and promotion

Study Abroad Expo

Health and safety pre-departure orientation

Risk management training

Advising services for students

Budgets for Student Financial Aid

Final grades processing

Consulting services/ best practices for academic units

Risk assessment

Emergency response

Administrative Services Manage and maintain study abroad

application on SIS

Study abroad registration in placeholder course

Batch file program fees

Supplemental insurance registration

Disciplinary clearance with Office of Student Conduct

Emergency data base

Statistics and reporting

Business Services Travel and cash advance processing; provide

financial orientation to resident directors

Travel expense reconciliation and reimbursement processing

Program purchasing and payments

Managerial Accounting

Financial Accounting

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Study Abroad Funding

Sources* AmountPBA 4,019,107Application Fees 220,787Program Fees 3,150,787Total 7,390,681

Uses AmountSalaries 728,698Benefits 237,462Operating 96,510Exchange Tuition 555,756Emergency/Contingency/Reserve 691,260Programs * 5,080,995Total 7,390,681

* Does not include restricted funds, cash carryforward, or encumbrances. Revenues and expenses for programs may cross up to three fiscal years.

13


PBA54%

Application Fees3%

Program Fees43%

Sources

Salaries10%

Benefits3%

Operating1%

Exchange Tuition8%

Emergency/Contingency/

Reserve9%

Programs *69%

Uses

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CIC Benchmark Survey(7 of 11 responded)

Services• Most universities provide central consulting, risk

management and reporting• Most universities provide both central and local

administration of scholarships and subsidies• There is no clear majority for advising or program

management

Funding• Only Ohio State using credit hours as a distribution

mechanism• Most universities are breaking even overall, but not

necessarily on any one type of program; same for Ohio State16


Study Abroad Services

Study Abroad Unit (Service provided

Centrally)

Advising and Outreach

Consulting on Industry Best Practices

Risk Management

Reporting and Statistics

Program Management (most programs managed

centrally)

Academic College/Department (Service provided

Locally)Academic Advising

Scholarships and

Subsidies

17The major contribution provided by the

colleges/departments to study abroad is academic content


Funding Models

Model Revenues Expenses

Centralized Centralized Centralized

Mixed Decentralized Centralized

Decentralized Decentralized Decentralized


Revenue-Expenditure Flow Model 1

19

Model 1 Flows Pro Con

Centralized

Revenues centralized Revenues flow directly to Study Abroad Office Expenditures centralized Services and payments provided by Study Abroad Office

Sustainability Cost efficiency Processing efficiency Economy of scale Flexibility Academic unit control

of curriculum Quality program

management and compliance

Safety and risk management

Requires diligence in costing instruction

Exception to the flow of credit hour generated revenues to colleges


Salaries Benefits Operating

Exchange Tuition Emergency/Contingency/Reserve Programs

PBA .54 .

Fees.46

Sources

$1

0

The Study Abroad Dollar -- Source & Uses

1Uses

1

Model 1: Centralized Revenues & Expenditures

20



21


Salaries Benefits Operating

Exchange Tuition Emergency/Contingency/Reserve Programs

PBA Fees

Sources

$1

0

1Uses

1

Business MedicineOptometryLaw

Pharmacy

Mansfield

LimaEngineering

Dentistry

FAES Social Work Public Health

Nursing

Newark

Veterinary Medicine

Arts and Sci-ences

Marion


John Glenn School

MODEL 2: Decentralized PBA, Centralized Fees and Expenses

22



23


Arts and Sci-encesMODEL 3: DECENTRALIZED Rev-

enues & Expenses

FAES

Law

MODEL 3: DECENTRALIZED Rev-enues & Expenses

Veterinary Medicine

Optometry

Business

Pharmacy

DentistryEducation and Human Ecology

Mansfield LimaJohn Glenn School

Medicine

Nursing

Engineering

Newark

Social Work

Marion

Public Health


PBA54%

Application Fees3%

Program Fees43%

Sources

Salaries10%

Benefits3%

Operating1%

Exchange Tuition8%

Emergency/Contingency/

Reserve9%

Programs *69%

Uses

25


Addressing Issues

• Program design, curriculum oversight, outsourcing decisions

– By faculty in academic departments

• Program Revenue Sharing

– All funds support creation, delivery and administration of programs

– No excess revenues available to share

• Instructional and development costs

– May be included in budget worksheet (variably used by units)

– Will increase cost of the program to students (shared expenses)

– Full cost recovery mandatory at institutional level

26


Student Exchanges


Student Exchanges• Calibrated exchanges provide few students with a

long-term, deep international learning experience • Reciprocal, one-on-one balancing, program specific,

contractually regulated• Students pay tuition at their respective home

institution only• Instructional effort at each institution is covered by

standard tuition payment by outbound student• No funds transferred between institutions

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Current Model• Funds use

– OIA is charged in-state tuition for all inbound exchange students

• Source of funding (in theory)– IS 697 (NMR – Tax) from outbound exchange students

• Exchanges deplete PBA funds used for study abroad but affect only a small number of students– 7% participation for 14% of PBA use

• Exchanges are cumbersome for departments, onerous to administer and fund for OIA

29


Proposed Modified Model

• Eliminate tuition charge to OIA for inbound exchange students

• All outbound exchange students pay in-state tuition (Board of Regents authority)

Issues• OIA and academic unit budgets are intact• Exchanges can freely be started and expanded• Central funds forgo internal revenue from outbound

students (approx. $150,000)30


In Summary


OIA Central Study Abroad Unit

Services currently in place:• Expertise and experience available to all units• Full-range operational management of programs• Professional education abroad services for all

students• Risk management within institutional parameters• Support of academic mission through

internationalization• Cooperation with academic units and faculty

Efficient – Effective – Secure

32


Revenue-Expenditure FlowModel Options

Model Revenues Expenses

Centralized Centralized Centralized

Mixed Decentralized Centralized

Decentralized Decentralized Decentralized


Going Forward

Necessary Dimensions

• Commitment by all programs to integrate Education Abroad into their curricula

• Cost containment to assure student economic access

• Deliberate integration of Education Abroad services between colleges and OIA

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How can we approach this goal with combined efforts?

Office of International Affairs Study Abroad Office of International Affairs Presentation to Senate Fiscal Committee Grace Johnson, Director of Study Abroad.

Documents

international affairs

fte study

director of study

promotion study

sis study

programs individualized

mission objectives of

ohio state students