Town Hall February 2019 International Strategic Refresh Ernest
Town Hall February 2019 International Strategic Refresh Ernest Mulvey 2 Background 3 Time to Refresh our International Strategy 2014 2019 > 4 Advisory Committee
5 Sherry Poirier, faculty Kerry Surman, faculty Sean Howe, faculty Chris Melmoth, faculty Brenda Brouwer, Support Staff Mark Moses, Support Staff Himalay Keekani, 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, Registrars Office Ben Bridgstock, Student Services Brent Brownlee, Campus Services 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 Next Steps Startup Fall 2017
Resumption Mar. 2018 Consultation May-Oct 2018 ACET Presentation Consultation Jan-Feb 2019 Board of Governors Apr 2019 Jan-Feb Gather feedback at town halls in Perth, Pembroke and Ottawa Jan-Mar Run tests Apr Board of Governors presentation 6 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. 7 Stats and Figures 8 Fast Facts 9 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 Algonquins 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 30,000
2018F Intl 2018F Dom 60% % of Int'l 25,000 50% 20,000 40% 15,000 30% 10,000 20% 5,000 10%
0 B M CA 11 AN RI CE E NT N AL NI ST IR LA .C N
CA E OR D A A NI RA GA RT NO HE RN CO S NE TO GA
SE N A EC ER SH AN ID OR GE AN GI FA W HA S N E FL
G IN EM BT M LA ON YA LO T LIS OR GE GE BR OW N
AW OH M K ST AW .L E NC E R R BE M HU NF CO ER ED A
ON TI AL IN QU N GO DU AM RH SA T UL LA T CI G L
L CO LE IA L CO L GE BO R L A 0% OCAS Data 2018 September First year to Fourth year INDIA HAS OUTPACED CHINA AS OUR TOP SOURCE COUNTRY
3000 2500 2000 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 1500 1000 500 0 12 INDIA CHINA
SAUDI ARABIA VIET NAM KOREA, SOUTH BRAZIL International Students at Algonquin: north vs rest of India 0.81% 0.59% 9.37% 32.28% 56.95% 13 North India West India South India Central India East india 14
300 250 100 0 15 Int students Total >50% INT students 350 % Hospitality - Hotel & Rest. Ops. Mgmt. Mkting Research & Business Intelligence Culinary Management Retirement Communities Management EME Technician
BHTM (Honours) - Bridging Interactive Media Management Project Management Manufacturing Engineering Technician Environmental Management & Assessment Digital Health Brand Management International Business Management Energy Management BIM - LM Green Architecture Algonquin College Programs - 50% International 100%
90% 80% 70% 200 60% 50% 150 40% 30% 20% 50 10% 0% INTERNATIONAL STUDENTS ARE HAPPY WITH OUR COLLEGE 2014
90% 92% 91% 89% International Education Centre 93% 91% 91% 89% International student activities 95% 96% 96%
95% Support overall 92% 91% 91% 91% Willingness to recommend 45% 48% 53% 45% International Student Barometer (% satisfied and very satisfied) 16 85% of international
students said they were satisfied or very satisfied with their experience at Algonquin College overall. International Student Barometer, Fall 2017 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 17 International Units 18 WE DELIVER IT TWO WAYS Onshore
ESL/EAP PSE Contract Training Exchanges Contract Training Exchanges Offshore Campuses and Partnerships 19 Licensed PSE Program Non-recruitment (BD) International Activities 20 INTERNATIONAL FINANCES
Revenue Expenditures Net contribution before revenue sharing Revenue share to academic schools Government of Ontario international fee Net contribution 21 18/19 Approved ESA $36,310,611 $12,024,882 $43,939,043 $14,667,866 $53,306,259 $16,535,360 $60,493,072 $17,992,970 $66,737,898 $19,212,863
$3,304,500 $3,637,500 $11,241,150 $13,885,493 $16,719,604 $19,716,834 $22,272,639 18/19 Q2 19/20 Pro Forma 20/21 Pro Forma 21/22 Pro Forma The Strategy 22 PROBLEM WE ARE TRYING TO SOLVE How do we embed internationalization into Algonquin Colleges culture and processes? 23
SOLVING THE PROBLEM HAS IMPLICATIONS FOR OUR ... Business model Culture Risk appetite Resources and capacity Processes and procedures Approach to mobility and internationalization 24 OPTIONS CONSIDERED 1. Focus primarily onshore Grow international student population (to 15%, 20%, 30%, 40%?) 2. 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)
3. Focus on transnational education opportunities Grow offshore partnerships, branch campuses, franchises (e.g., increasing international development projects) 4. Focus on mobility (sending students and faculty abroad) Grow study and work abroad (to 2.5%, 5%, 10%, 20%?) 5. Focus on profitable lines of business only 25 Onshore, offshore or both (e.g., short-term programming, training of faculty and staff from other institutions) THE GOAL WE HAVE SETTLED ON To empower globally minded learners with the skills and experience to build sustainable, diverse communities.
Draft Direction Our guiding aspiration To empower globally minded learners with the skills and experience to build sustainable, diverse communities. Three Goals: 1. Exceptional personalized, digitally-connected, experiential experience 2. Sustainable growth 3. Global citizenship Where we will play Onshore and Offshore aligned with Canada and the Capital Regions strengths Aligned with the Colleges 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 27 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 28 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 29 DRAFT DIRECTION MANAGEMENT SYSTEMS Leadership Strategic Enrollment Plan and reporting that clarifies international targets and activities Board of Governors review of the Colleges offshore franchising model, including its risk management framework Creation of a Chairs 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, Algonquins unique adoption of lean management 30 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 Colleges Data Governance Committee Consistent use of the Colleges 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 31 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% 32 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? Appendices 34
BACKGROUND MATERIAL Committee meeting PowerPoints Essential readings, including Findings Report http://www.algonquincollege.com/international/plan/ 35 CURRENT STATE STRATEGY CASCADE 36 Where we play To achieve our aspirations, we focus on: Onshore and offshore products and partnerships Onshore: PSE programs, English as a Second Language, Exchanges Primarily India and China with offices in both countries, Vietnam as a result of changes in Canadian visa processes Offshore: Campuses and Partnerships, Licensed PSE Programs, Corporate Training and Development Assistance Primarily Mexico, Kuwait, China, India, Brazil, South Korea, Montenegro, Kenya & the Caribbean (through CICan) How we win To achieve our aspirations, we succeed as a result of:
1. Location: Canada (with proximity to Toronto and Montreal) 2. Programs of study 3. Service delivered by International Education Centre and the Language Institute 4. Easy to work with Online environment (for agents through our admissions portal, for students through our CRM-backed online services) Strengthened student preparedness and support processes CURRENT STATE STRATEGY CASCADE The capabilities we have To achieve our aspirations, we have invested in: The International Education Centre comprised of three units Recruitment, Business Development, Student Services and the Language Institute Digital Strategy team that continuously improves our client facing technology Direct and indirect marketing capabilities Product development and quality assurance services Framework for a franchise model The management systems we have The following systems and mechanisms help us achieve our goals: Use of Annual Student Barometer Survey Use of Net Promoter Score (Willingness to Recommend) to track daily client satisfaction Adoption of lean management
Use of customer relationship management tools and software 37
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