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

1. Study Abroad Office of International Affairs Presentation to Senate Fiscal Committee Grace Johnson, Director of Study Abroad Linda Montaño, Director of Business Operations Dieter Wanner, Associate Provost for Global Strategies and International Affairs

2. Presentation Outline • Mission & Objectives of Study Abroad • Program Overview • Programs and Participation • Services • Operations • CIC Benchmark Information • Models • Needs and Issues • Exchanges • Conclusion

3. Ohio State’s Vision and Goals 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

4. Ohio State International Strategy • 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

5. Study Abroad Unit Mission The 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

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

7. Student Participation by Program Type Institute for International Education 2009-10 Open Doors Report Total: 1,945 Students

8. Planned Ohio State Sponsored (Institutional) Programs by College (Summer 2011 – May 2013) Total: 134+ Programs

9. Historical Student Participation by Major/College Institute for International Education 2009-10 Open Doors Report Total: 1,945 Students

10. Participation by Class Rank Institute for International Education 2009-10 Open Doors Report Total: 1,945 Students

11. Study Abroad Organizational Chart

12. Staffing and Core Functions

13. Study Abroad Funding

16. 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 State

17. Study Abroad Services Scholarships and Subsidies The major contribution provided by the colleges/departments to study abroad is academic content

18. Funding Models

19. Revenue-Expenditure Flow Model 1

21. Revenue-Expenditure Flow Model 2

23. Revenue-Expenditure Flow Model 3

26. Addressing Issues • Program design, curriculum oversight, outsourcing decisions • Byfaculty 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

27. Student Exchanges

28. 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

29. 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

30. 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)

31. In Summary

32. OIA Central Study Abroad Unit Efficient – Effective – Secure 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

33. Revenue-Expenditure FlowModel Options

34. 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

35. How can we approach this goal with combined efforts?