The global campus network

W hether an institution is seeking to expand its curricular reach, establish new sources for tuition revenue, offer new experiences for its students or opportunitie[r]

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International Conference Internationalization o f H igher Education: North-South Perspectives

THE GLOBAL CAMPUS NETWORK

Jorge Diaz-Herrera, Prof., Gary M Smith, Dr., Keith LaSota, Prof.,

Wendy Gaylor, Dr., William Myers, Dr.

K e u k a C ollege, USA

Abstract

How often you hear this terminology today - going global, internationalization, world-wide campus? From professional conferences to the International Business classroom on the campus, there’s no way of escaping it; the next educational frontier is here - the global campus Perhaps one of the most important strategic trends for colleges and universities today is international education and the creation of multifaceted partnerships W hether an institution is seeking to expand its curricular reach, establish new sources for tuition revenue, offer new experiences for its students or opportunities for their faculty, it is important to begin exploring the strategy of joining an international higher education consortia or IHEC, because IHEC s are already a force in international education in the United States and throughout the world

BACKGROUND

In 2002, Keuka College took a bold step and entered into their first international partnership This resulted in the delivery of a portion o f the College’s business curriculum to students in China leading to a Keuka degree That first step in China quickly grew to, at its peak, five partner universities and over forty five hundred students were working towards earning a Keuka degree The success of this initiative eventually led to the expansion to Vietnam with a similar program; which has grown to over five hundred students at two locations by the fall of 2011 Additionally, the main campus o f the College has benefitted from an influx of almost one hundredinternational students from China, Vietnam, South Africa, Lebanon, Brazil, Japan and Malaysia, in ju st two yearssince 2009

Although most of the China enrollm ent growth was planned, the accelerated pace and increased inquiry from new international partners was not This is indicative of the globalization trend that has taken hold in higher education institutions today And it's not confinedto simply faculty and student exchange or degree completion programs As described by the Institute of International Education, T o remain competitive, our nation's higher education m ust keep pace with the rapid globalization o f o u r society over the last few decades, made possible by ever more rapid flows o f ideas, technology, people, and information Leading higher education institutions have recognized this by "going global" and internationalizing their campuses”(Institute of Internal Education, 2011).

THE GLOBAL TREND

Perhaps one of the most important strategic trends for colleges and universities today is an international approach to education and the creation of multifaceted partnerships W hether the institution is seeking to

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expand its curricular reach, establish new sources for tuition revenue, offer new experiences for students or opportunities for faculty, it is important to note the global trend of higher education’s expansion Colleges and Universities around the world are discovering that “going international” is no longer a far off dream, but a strategic reality Surprisingly, colleges and universities are still reluctant to include "international" as a part o f what they believe is relevant education

The giobai expansion o f new technologies, the growth of a giobai mobile society, and the idea of knowledge as a commodity in Thomas Friedman’s (2007) flat, globalized world have only served to increase the demand fo r global higher education According to Stewart and Kagan (2005), the size of student demand for global education will increase from 97 million in 2000 to 263 million by 2025, and seven million of those students will gain an education through online means, with students often taking these online courses from providers in other countries

A more recent trend is linked with what is now being called the Great Recession of 2008 As external funding sources, such as federal and state aid programs becomes less viable, higher education institutions must look to alternative pathways to generate tuition revenue, expanding well beyond their borders to so (Hodson and Thomas, 2001; Labi, 2009; Schugurensky, 2003; Zahn, Sandell, and Lindsay, 2007).Additionally, as the demographic trends in the United States suggest, growing overcapacity for domestic higher education consumption, the importation o f foreign students offers a way to fill seats (Commission on Independent Colleges and Universities, 2007)

Beyond the economic and demographic driver(s) lie other motivations that make international ventures attractive, inclusive of expanding access to higher education, increasing promotional visibility and competitiveness in the global arena, and preparing and providing the next generation with skills and knowledge needed to participate in a global community and workforce (Chapman and Austin, 2002; Heffernan and Poole, 2005)

THE BUSINESS CASE FOR GOING GLOBAL

As Keuka College has discovered firsthand, international students bring economic, academic, and cultural ■benefits^o^hB~cam pus^W hiile^hB's^stadents_m a k e ^ _d e fin ite ^ a n 'c ia l_ccnitributro'nrthBy_als'crsewe_to'

enrich the institution’s classroom dialogue With their own expertise and perspectives on academic content, they help provide global insights for U.S.students who would not otherwise have the opportunity to study abroad, but whose careerpreparation may demandglobal skills and literacy, such as being able to communicate and work effectively with people from different cultures thus contributing to the acquisition of cultural competencies

Consider the following statistics regarding the impact of international students

* International students contribute more than $21 billion to the U.S economy annually,through their expenditures on tuition and living expenses, according to the U.S Departmentof Commerce ® Total enrollment of non-U.S students in undergraduate education at U.S colleges and

universities has already reached one million in 2011

® The majority of undergraduate international students (70%) rely primarily uponpersonal and fam ily funds to pay for their studies

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International Conference Internationalization o f Higher Education: North-South Perspectives

Just as interesting are the sources for these international students coming to the United States Table lists the top ten countries that international students are traveling from

The top host states (California, New York, Texas) hosted 33% of international students in 2010/11 They spent nearly $3 billion in California alone, and more than $2.4 billion in New York (Institute of International Education, 2011)

Rank Place of Oriqin

1 China

2 India

3 South Korea

4 Canada

5 Taiwan

6 Saudi Arabia

7 • Japan

8 Vietnam

9 Mexico

10 Turkey

KEUKA COLLEGE’S INTERNATIONAL PROFILE TODAY

On-campus International Enrollment

Fall 2011 international enrollment on campus was 10% students with seven more new students projected for the spring Projections for the fall of 2012 are 110 new and 15 returning international students A recent relationship developed with Humber College in Toronto, Canada suggests that opportunities for rapid expansion exist close as well as far from our main campus in Keuka Park, New York This relationship could result in an additional students transferring to the home Keuka campus for a three semester degree completion program for fall 2012 This initial student intake is expected to double and remain steadyfor future years

For the fall 2011 international students averaged a tuition discount rate only 4% higher than incoming domestic freshman students This discounting approach does accomplish some strategic goals in terms of recruiting quality students, increasing diversity, and- internationalizing the campus The majority of international students are currently one year exchange students thus allowing us to only commit to this strategy for one year versus a four year com m itm ent forincoming freshmen This strategy also allows us to build market share and brand awareness in various countries In the future, this will be supplemented bya range of well qualified, international student applicants willing to pay com petitively as we build demand and awareness in select markets

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China Enrollment offshore campus

After ten successful years in China the overall enrollment in China will continue to decline in the near term due to various internal and external forces The College has made the decision to cease enrollment for the fall 2012 classes at one o f the sites due to quality issues The long term financial impact from these enrollment declineswill be offset by the development of new programs in new countries Prospects for new sites in China are very limited as are increases in enrollment at the remaining sites This decline in enrollment also shrinks the applicant pool of students to attend the exchange program on our home campus in Keuka Park, New York The China market has changed and we are seeing the impact of increased competition and reduced governm ent enrollment quotas The recalibration of strategyhere will be to continue to develop markets in other countries to diversify the College’s international partner portfolio

Vietnam Enrollment off-shore campus

Vietnam program enrollment continues to meet or exceed expectations Due to greater than expected enrollment at the new site in Ho Chi Minh City (HCMC), total enrollment is projected to be 536 students between Hanoi and HCMC by the fall of 2012 The College originally expected that it would take three to four years to reach 500 students in Vietnam, but has realized that goal two years early Undergraduate enrollment between 500 and 600 students should remain steady over the next two years as large classes graduate from our Hanoi site and are replaced by slightly smaller classes Additional student growth will result from the expected launch o f the Master of Science in Management program in Hanoi for the fall 2013 semester While this will not have a large impact on overall enrollment in Vietnam, this will be our first master's program overseas and an opportunity for additional faculty and student exchange Our Vietnamese partners continue to an excellent job of recruiting high quality students into the programs

Other International initiatives

Most recently the College has signed a memorandum of understanding (MOU) with Southern Cross University in Australia Initially the two schools will be exploring possible pathways for Keuka students completing their Master of Science in Management (MSM) at Keuka to progress on into the Southern Cross D.B.A program This could be available for Keuka international Master’s students as well The advantages for each institution could be fo r Keuka, an attractive differentiating factor fo r recruitment of future MSM students; for Southern Cross, the development of a strong "feeder" partnership for their advanced-degree program(s) Additional discussions have moved toward exploring how to also facilitate the following:

e Student exchange program(s), both undergraduate and graduate a Faculty exchange and co-teaching collaboration initiatives o Collaborative joint research projects

9 Development o f dual degree programs, both face-to-face and online

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International Conference Internationalization o f Higher Education: North-South Perspectives

New York The college continues to work its relationship with the Association of South East Asian Institutions o f Higher Learning (ASAIHL) to network and develop new international relationships Senior Keuka adm inistrators plan to attend the ASAIHL conference in the Philippines in April, and our president is a m ember o f the board

Connecting the Dots - The Global Campus

Perhaps one of the most important trends in higher education today is the creation o f formal multilateral relationships among colleges and universities around the world These entrepreneurial, forward-thinking schools are now being described as IHEC— International Higher Education Consortia, (Sternberger, 2005) and are transforming the nature and scope of international educationin the United States and around the world

Initially, IHEC started with a basic set o f goals, including joint mission statements, strategic plans, and rules for international collaboration Thusproviding the following:

o International opportunities fo r faculty (e.g., collaborative research projects), e Promoting the shared use o f scare resources and research technologies a Greater mobility for students at all levels of study

® Development of new technologies and online courses ° Designing mechanisms for networking and communication

The increase in the number of IHECs has led to the growing recognition o f the impact of globalization on higher education and the urgency for “internationalized” institutions to better integrate curriculum, delivery methods, accessibilityfor a wider range o f students, sharing of scare resources, and even the delivery of joint degree programs

According to sternberger (2005, p 14) IHEC originally developed activities and initiatives principally focused on the creation of student exchange opportunities, with the goal of providing students a range of courses and language training unavailable at any one institution Today’s IHECs have expanded to includenot only student and faculty exchange programs but also internationalization of curricula, joint courses, sum m er school, and joint-degree programs

Given the aforementioned global educational trends, rapid expansion o f the IHEC model and Keuka’s growing network of international partners, the College will be exploring teaming up with their business program accreditor, IACBE (International Assem bly fo r Collegiate Business Education) to form the Global Network Consortium The College will be presenting their IHEC proposal to the IACBE general membership at the 2012 IACBE national conference in Kansas City The focus at the national conference will be canvassing for potential partners to begin to explore the following anticipated benefits of establishment o f a global network consortium:

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• Develop a new internationalization strategy or expand an existing one a Opportunity to benchmark with other international business programs ® Overcome educational challenges and help identify opportunities ® Develop and encourage innovative teaching and learning

o Share educational materials (syllabi, cases, texts, readings experiential exercises)

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o Collaboration for curricular and operational integration, i.e the ability fo r students to complete an uninterrupted program of study while being able (©participate at multiple partner campuses around the world

o Exchange faculty and students in mutually beneficial ways ® Lever scarce resources in support of internationalization goals

Depending upon the level of interest generated at the conference, tentative plans are being made to conduct organizational planning sessions at the IACBE University in June of 2012 (also located in Kansas City) that could include, but are not limited to, the following;

® Credit transfer

* Tuition and academic calendar issues

e Language challenge(s) both for U.S students and international students Student recruitment

» Faculty recruitment ã Curriculum issues e Risk management

đ Host administrator (for the consortium) O Role of Provider members

8 Role of User members

* Sponsors

• Administrative framework, i.e., mission/vision and goals e Agreement frameworks

SUMMARY

The oft-used phrase "the world is getting smaller” certainly applies to the institutions of higher education today The current econom ic climate dictates that schools look beyond their borders to maintain fiscal and curricular viability in an increasingly competitive, yet still collaborative world, and the best approach

-may-lie-in-intemational-edueatioFial-partnershipS; -Internationalization of education is today an in s titu tio n a l im p e tiv e — no longer about mobility of students and MOUs but much, much more.The business o f universities is ideas, i.e., creation of new knowledge through research and the dissemination of this knowledge through education Global circulation o f /'cfeasrequires a global flow o f students and scholars, going from “brain drain” to “brain exchange” and the internationalization of research

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International Conference Internationalization o f H igher Education: North-South Perspectives

W e need a Global Higher Education(GHE) ecosystem As such, global campus networks (GCN), or IHECs are timely, innovative entities that can embrace these ideas and trends to help meet the potential and demand for international education around the world The basic components are illustrated below

T h e

GHE

E c o s y s t e m

A ■ N jj,

/ ỵ G d u a te s w h o ^ are p re p a re d fo r success

in a g lo b a l s o c ie ty

!_l EKpenệỉỊÉẾ (Study p Work Ab a Ei'changa'* -M«aggc|g

Keuka College Keuka Park, New York

Globalization used to go one way, now it goes every way, so we touch on building bridges and breaking down of barriers between countries through education Our global educational objectives cover multiple fronts, delivering education and providing experiences to non-U.S students, enabling global experiences for U.S faculty and students, and fostering global intelligence for all

REFERENCES

1 Chapman, D., and Austin, A Higher Education in the Developing World: Changing Contexts and Institutional Responses Chestnut Hill, Mass.: Center for International Higher Education and the Program in Higher Education, Boston College, 2002

2 Commission on Independent Colleges and Universities.(2007, October) Solutions for New York’s future: Independent sector demographic density Albany, NY: Commission on Independent Colleges and Universities

3 Hodson, p., and Thomas, H “Higher Education as an Internătional Commodity: Ensuring Quality in Partnerships." Assessm ent & Evaluation in Higher Education, 2001, 26(2),101-112

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4 Labi, A “ European Universities Look Overseas for New Partnerships." Chronicle of Higher Education, 2009, 56(4/5), A 1-A 27

5 Schugurensky, D “Higher Education Restructuring in the Era of Globalization.” In R Amove and

c

6 sternberger, Lee, 2005 “Partnering fo r Success.” , International Educator, Jul./Aug., 12-21

7 Stewart, V., and Kagan,

s

8 Western Interstate Commission for Higher Education (2008, March) Knocking at the college door: Projections of high school graduates and race/ethnicity 1992-2022 Boulder, CO: Western Interstate Commission for Higher Education

9 Zahn, G., Sandell, E., and Lindsay,

c

Web Resources

10 Institute of International Education at http://www.iie.ora/Research-andPublications/Publications-and- Reports/IIE-Bookstore/lntemational-Education-as-an-lnstitutional-Priority