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Town Hall

Town Hall. February 2019. International Strategic Refresh. Ernest Mulvey. Background. Time to Refresh our International Strategy. 2014. 2019. >. Advisory Committee. Ernest Mulvey, Director, IEC, Advisory Committee Chair

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Town Hall

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  1. Town Hall • February 2019

  2. International Strategic Refresh Ernest Mulvey

  3. Background

  4. Time to Refresh our International Strategy 2014 2019 >

  5. Advisory Committee Ernest Mulvey, Director, IEC, Advisory Committee Chair Nadia Ramseier, Manager, Marketing and Recruitment, International Anna Choudhury, Manager, International Student Integration Christine Peachey, Manager, Projects and Partnerships • Sherry Poirier, faculty • Kerry Surman, faculty • Sean Howe, faculty • Chris Melmoth, faculty • Brenda Brouwer, Support Staff • Mark Moses, Support Staff • HimalayKeekani, Students’ Association • Nikita Persaud, Students’ Association • Silvia Garcia, Language Institute • Dave Donaldson, School of Business • Robyn Heaton, School of Media • and Design • Altaf Sovani, School of Tourism and Hospitality • Krista Pearson, Registrar’s Office • Ben Bridgstock, Student Services • Brent Brownlee, Campus Services

  6. Next Steps • Jan-Feb – Gather feedback at town halls in Perth, Pembroke and Ottawa • Jan-Mar – Run tests • Apr – Board of Governors presentation

  7. Board of Governors Direction • Consider the broader purpose of international education. • Engage stakeholders across the College and within the international community. • Gather additional data on international education, including best practices and competitive analysis. • Consider the capabilities of the entire College instead of only those currently delivered through the International Education Centre. • Consider congruencies between international education and indigenous learners, refugees and other non-traditional groups.

  8. Stats and Figures

  9. Fast Facts • Canada is now the 4th most popular destination, up from 7th in 2015 • From 2010-2017, Canada's international student population grew 119%, at Algonquin we grew 192% • By 2022, 25% of Algonquin’s total student population will be international, up from 18% this year • India has surpassed China as our top source country, with Vietnam the fastest growing country • 85% of international students are satisfied or very satisfied, yet more can be done • Students, Faculty, Support Staff, Administrators and the Community need support to manage the growth – no longer just an International Education Centre issue • 2.3% of Canadian university students study abroad, compared to 30% of German and 50% of Australian students. At Algonquin, that number is 0.55%

  10. Other Colleges International OCAS Data 2018 – September First year to Fourth year


  12. International Students at Algonquin: north vs rest of India

  13. Algonquin College Programs - 50% International

  14. INTERNATIONAL STUDENTS ARE HAPPY WITH OUR COLLEGE • 85% of international students said they were satisfied or very satisfied with their experience at Algonquin College overall. • International Student Barometer, Fall 2017 International Student Barometer (% satisfied and very satisfied)

  15. INTERNATIONAL STUDENTS ARE SUCESSFUL • The term-to-term retention for 2018F to 2019W • international 92.7% • domestic 84.0% • Fall 2018 Grade Point Average • international 2.52 • domestic 2.47

  16. International Units


  18. Non-recruitment (BD) International Activities


  20. The Strategy

  21. PROBLEM WE ARE TRYING TO SOLVE • How do we embed internationalization into Algonquin College’s culture and processes?

  22. SOLVING THE PROBLEM HAS IMPLICATIONS FOR OUR ... • Business model • Culture • Risk appetite • Resources and capacity • Processes and procedures • Approach to mobility and internationalization

  23. OPTIONS CONSIDERED • Focus primarily onshore • Grow international student population (to 15%, 20%, 30%, 40%?) • Focus on both onshore and offshore • In all markets or select markets or markets aligned with program excellence? • Endorsing an offshore franchising model (requires brand risk assessment) • Focus on transnational education opportunities • Grow offshore partnerships, branch campuses, franchises (e.g., increasing international development projects) • Focus on mobility (sending students and faculty abroad) • Grow study and work abroad (to 2.5%, 5%, 10%, 20%?) • Focus on profitable lines of business only • Onshore, offshore or both (e.g., short-term programming, training of faculty and staff from other institutions)

  24. THE GOAL WE HAVE SETTLED ON To empower globally minded learners with the skills and experience to build sustainable, diverse communities.

  25. Draft Direction • Our guiding aspiration • To empower globally minded learners with the skills and experience to build sustainable, diverse communities. • Three Goals: • Exceptional personalized, digitally-connected, experiential experience • Sustainable growth • Global citizenship • Where we will play • Onshore and Offshore – aligned with Canada and the Capital Regions strengths • Aligned with the College’s academic and research • Focus on mobility • How we will win • Innovative and entrepreneurial Canadian approach to post-secondary education • Exceptional cross-college international learner experience • Use of digital technologies and pedagogy • Breadth of international Co-op, study and work abroad opportunities • Experience supporting indigenous and under-represented communities • Centres of Academic and Research Excellence with a global perspective • Partnership approach that delivers rapid results for all parties • Diversity of our employees

  26. DRAFT DIRECTION • CAPABILITIES • Mindset & Culture • Innovation and entrepreneurial mindset that includes; • Cross-college appreciation for the value of diversity and global perspectives • Openness to change, agility • Academic Alignment • Mentoring, orientation, and on-going training for faculty, Program Coordinators, Chairs and Deans, including; • Someone to call when looking for help • Cultural awareness • Pedagogy and data that advances learning • Capacity to support the rapid expansion of international partnerships, curriculum, and pathways • Ability to predict program space (seats) for international students over multiple years • Capacity to mobilize technical and academic expertise within the College community for business development (offshore/transnational education) activities

  27. DRAFT DIRECTION • CAPABILITIES (Continued) • Cross-College Support System • Mentoring, orientation, and on-going training for Support Staff and Administrators • Someone to call when looking for help • Cultural awareness • Data that identifies international challenges and opportunities • Shift from siloed support for international students to the internationalization of all College services and departments (admissions, counselling, social events, athletics, food, student housing, etc.) • Arrival and Departure Services that exceed expectations • Internationalized technology platform with capacity to scale • Partnership/Business Development & Product Development • Integration of college business development efforts • Partnership offices in emerging markets • Co-op, work and study opportunities for both learners and employees • International communication, marketing and external relations skills • Product development and management

  28. DRAFT DIRECTION • MANAGEMENT SYSTEMS • Leadership • Strategic Enrollment Plan and reporting that clarifies international targets and activities • Board of Governors review of the College’s offshore franchising model, including its risk management framework • Creation of a Chair’s position to support Academic work • Establishment of an Algonquin College International Advisory Committee • International Annual Report, which includes reporting on best practices piloted at Algonquin and across the world • Policies and Procedures • Improvement in policies and processes that; • Guide associated program/activity postponement or cancellation • Advance prior learning assessment and permit advanced standing • Quantify international demand for programs of study, in support of quality assurance work and new program development • Internationalized curriculum and College-wide adherence to official curricular templates • Expedite articulation agreements, pathways, and institutional partnerships • Flexible electives and credit transfer policies that facilitate study abroad, with a focus on the learner experience (and including “international at home” initiatives for local students) • Adoption of The AC Way, Algonquin’s unique adoption of lean management

  29. DRAFT DIRECTION • MANAGEMENT SYSTEMS (Continued) • Data, Business Intelligence and Technology Systems • Use of Net Promoter Score (Willingness to Recommend) to track daily client satisfaction • International Department participation on the College’s Data Governance Committee • Consistent use of the College’s enterprise resource planning systems • Learning Management System (Brightspace) • Customer Relationship Management system (Salesforce) • Financial and Human Resources system (Workday) • Risk Management • Mechanisms for monitoring and responding to safety and security situations abroad in real time, including a system for communicating with students and staff • Robust, but not complex, mechanisms for risk mitigation

  30. MEASURES OF SUCCESS • Exceptional personalized, digitally-connected, experiential experience • International students’ willingness to recommend Algonquin College moves from 45% to 57%, as measured by the International Student Barometer • International Student Central Net Promoter score maintained in the +60 to +70% • International co-op opportunities grows from 0.7% to 2.5% • Sustainable growth • Grow onshore enrolment in post-secondary programs of study from 18% to 25% • Adjust the international net contribution in the following manner: • Net contribution before revenue sharing from $24.2M to $47.5M • Net contribution from offshore/transnational education from $458K to $1.1M • International revenue sharing model updated to include both academic and other impacted areas • Employees’ willingness to recommend the international support and training available to them • Global citizens • The number of domestic students who participate in a College-sanctioned international experience from 0.55% to 2.5% • The number of employees who participate in a College-sanctioned international experience from 0.1% to 1.5%

  31. DISCUSSION • Are you comfortable with the guiding aspiration and the general direction of the International Education Strategic Plan? • What is the right percentage of international students? • Are you comfortable with us presenting options on new financial models?

  32. Appendices

  33. BACKGROUND MATERIAL • Committee meeting PowerPoints • Essential readings, including Findings Report • http://www.algonquincollege.com/international/plan/



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