Trusteeship - January/February 2023 - 37

discussions were taking place, and since they were not receiving
regular updates on international strategy, they had no context for
evaluating the agreement. The result was an awkward meeting and
a delay in approving the contract. A written international plan with
clear goals and resource commitments would have provided the
proper framework for making such an important decision.
International students strengthen the
learning environment for all students, providing
different experiences and perspectives in and
out of the classroom. And by admitting only the
best students, regardless of nationality,
the institution improves the learning
environment for everyone.
■ Does our international plan make a resource commitment to
marketing our institution? Who is accountable, and are they
getting the resources they need? Do we understand that some
marketing efforts could take years to pay off?
■ How do we prioritize national markets?
■ Do we need help? Where are internal resources lacking, and do
we hire more staff or purchase services from an outside vendor?
The last bullet is worth exploring, especially if your institution
has a policy that requires large vendor contracts to be approved by
the board. International education is replete with firms that can
help you design and execute a marketing plan, recruit students, and
even deliver instruction. It is a very different world from domestic
marketing. Just to take one example, recruiting agents in foreign
countries are allowed to charge a commission to the U.S. institution,
while other agents may charge fees to the student and their families.
Another model, known as a pathway program, focuses on
recruiting students who would not otherwise meet the admissions
criteria set by the institution. Instead, the pathway provider offers
special classes during the first year that focus on improving language
and academic skills. The student is then mainstreamed in
their second year. Contracts with pathway providers are complex
and they can be controversial since they outsource one of the core
functions of the institution. When I gave a presentation at the
AGB annual meeting a few years ago, a board member told me
that a pathways agreement was placed on their agenda because of
the size of the contract. The board was not even aware that these
SHUTTERSTOCK/ QVASIMODO ART
Supporting International Students
With revenue generation a top priority for many institutions, it
is easy to overlook the fact that international students also have
special needs that use resources. In many cases they can use the
same services that are offered to domestic students, but as international
enrollments grow, you can expect to see budget requests
that create tailored services. One emerging issue is mental health:
While incidents of mental illness are rising rapidly among all students,
the problem is especially acute for international students.
They are often under tremendous pressure from their families to
excel academically, they are living in a foreign country and culture,
and their own cultural norms can make it difficult to seek help.
Another area is career advising: International students are unable
to take advantage of the employment opportunities that are open
to domestic students because of legal restrictions on their visas.
There are exceptions that allow firms to employ international
students for limited periods immediately after graduation but
finding and attracting those firms requires a special effort. If you
see growth in international enrollments without a parallel commitment
of resources to serve those students, then you should be
raising the alarm during budget meetings. A useful number for
your dashboard is the ratio of international student tuition revenue
to dedicated expenses for student support.
The classroom is faculty turf, but I will argue for one exception
here. Many faculty do a poor job of involving international
students in the classroom, especially when it comes to highly
interactive work such as case analyses, oral presentations, and the
discussion of readings. International students may highly value
these experiences but lack the language skills and cultural cues that
are essential for being active participants. A modest investment in
faculty development can deliver outsized returns in international
student satisfaction. Remember that the value proposition for your
institution may be based on the quality of classroom instruction or
the development of communication skills. Investments in improving
classroom dynamics can also deliver benefits to domestic
students. An international perspective can contribute to a deeper
understanding of many subjects, including those that appear to
have no international content. My spouse teaches a course on the
use of color to students who are studying industrial design, and
many of her students are from outside the United States. Multiple
student perspectives, driven by different cultural assumptions and
values, contribute to deeper learning for everyone.
JAN.FEB.2023 TRUSTEESHIP 37
Trusteeship - January/February 2023

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