International Educator - November/December 2017 - 42

INTERNATIONAL ENROLLMENT

Structure

Advantages

Disadvantages

Domestic and International Admissions Model:

* One chain of command

Domestic and international student
recruitment, admissions, and marketing
functions are shared within the same office.

* Shared staff and marketing resources

* Susceptible to one-size-fits-all application
model

* Streamlined data processing and student
information system processes

* Promotional material may not be culturally
appropriate for international students

International Admission and Services Model:

* Accountability over all aspects of IEM

* Separate administrative reporting lines

International admissions and service
operations are housed within the institution's
Office of International Affairs.

* Greater institutional consistency when
interpreting immigration regulations

* May cause confusion among prospective
applicants and visitors

* Specialized focus toward international
admissions and student services

* Requires additional resources to unify
institutional brand, marketing material, and
reports

* Synthesized enrollment reports

* Fosters immediate integration of new
students with current international
programs and services
Decentralized International Admissions Model:
International recruitment and admission
operations are housed within individual
departments or graduate programs.

* Allows schools and departments to
customize recruitment and admissions
efforts
* Reduces bureaucratic layers

* Often heavily focused on domestic students

* Requires additional resources and training
* Duplication of efforts and resources
* Difficult to manage changes to admission
policies and standards
* May cause confusion among applicants

Third-Party Partnership Model:
International recruitment and admissions
procedures are managed exclusively by a
private, third-party provider.

various units to neatly track individual
applicant behavior, and capture correspondences as well as the completion of standard
business operations in a user-friendly
fashion. Simultaneously, it would relay clear,
concise, and relevant information to appropriate students and stakeholders in a timely
manner. In reality, not every office is able to
afford or harness the power of cutting-edge
technologies-nor should they. The key
is to find an adaptable yet affordable suite
of processing and communication technologies that interface with your campus's
student information system efficiently while
meeting the majority of your students'
expectations.
Whichever technologies, social media
platforms, and information systems your
institution chooses, it is strongly recommended that admissions offices maintain
a student-centered approach. This involves
seeking feedback about the admissions
42  

INTERNATIONAL EDUCATOR N O V.+ D E C .17

* High level of international education
expertise

* Costly

* Increased levels of efficiency

* Possible conflict of institutional vision

* Enhanced access to new student markets

experience from current students. Ask them
questions about their interactions with
the program's application. Conduct focus
groups to learn more about their preferred
communications methods. Ultimately, the
more information you have about the student experience and related expectations,
the more informed you will be while considering future systems and technologies.

Data
At the foundation of a highly effective
international admissions office rests
empirical data. Until recently, international admissions offices have struggled
to present empirical and outcome-based
data. Thankfully, as White alluded to, new
advancements in student information
systems have allowed admissions offices to
more carefully track student behavior and
international application workflows. As
an increasing number of U.S. institutions

* Limited institutional control

are investing more heavily in IEM, their
leadership has demanded corporate-like
justification for the money spent to attract,
admit, and retain new students. This means
accountability throughout the international admissions process is paramount.
As noted in "Measuring Results," Cheryl
Darrup Boychuck's chapter in the second
edition of NAFSA's Guide to International
Student Recruitment, not only do recruiters need to develop a solid sense for what's
working and what's not, but managers
must also be able to measure staff performances and identify bottlenecks within the
admissions process.
As a best practice, it is recommended
that managers track processing times to
complete core functions within the admissions workflow. This includes determining
how long it takes to review an application, render an admission decision, and
create an admission packet including



Table of Contents for the Digital Edition of International Educator - November/December 2017

From the Desk of
Frontlines
In Brief
Global Spotlight: Iran
Quick Questions
Feature: The New Why of Partnering: International Partnerships Are Expanding Their Reach and Goals
Feature: Partnering Case Studies: Leveraging Unconventionality
Feature: Doing Well by Doing Good: Social Entrepreneurship is Evolving to Meet New Realities
Education Abroad
International Student Affairs
International Enrollment
International Education Leadership
Forum
In Focus
Feature: A Healthy Balance
Feature: Mental Health: Leveraging Resources
International Educator - November/December 2017 - Cover1
International Educator - November/December 2017 - Cover2
International Educator - November/December 2017 - 1
International Educator - November/December 2017 - 2
International Educator - November/December 2017 - 3
International Educator - November/December 2017 - From the Desk of
International Educator - November/December 2017 - 5
International Educator - November/December 2017 - Frontlines
International Educator - November/December 2017 - 7
International Educator - November/December 2017 - In Brief
International Educator - November/December 2017 - 9
International Educator - November/December 2017 - 10
International Educator - November/December 2017 - 11
International Educator - November/December 2017 - Global Spotlight: Iran
International Educator - November/December 2017 - 13
International Educator - November/December 2017 - Quick Questions
International Educator - November/December 2017 - 15
International Educator - November/December 2017 - Feature: The New Why of Partnering: International Partnerships Are Expanding Their Reach and Goals
International Educator - November/December 2017 - 17
International Educator - November/December 2017 - 18
International Educator - November/December 2017 - 19
International Educator - November/December 2017 - 20
International Educator - November/December 2017 - 21
International Educator - November/December 2017 - Feature: Partnering Case Studies: Leveraging Unconventionality
International Educator - November/December 2017 - 23
International Educator - November/December 2017 - 24
International Educator - November/December 2017 - 25
International Educator - November/December 2017 - 26
International Educator - November/December 2017 - 27
International Educator - November/December 2017 - Feature: Doing Well by Doing Good: Social Entrepreneurship is Evolving to Meet New Realities
International Educator - November/December 2017 - 29
International Educator - November/December 2017 - 30
International Educator - November/December 2017 - 31
International Educator - November/December 2017 - 32
International Educator - November/December 2017 - 33
International Educator - November/December 2017 - Education Abroad
International Educator - November/December 2017 - 35
International Educator - November/December 2017 - 36
International Educator - November/December 2017 - 37
International Educator - November/December 2017 - International Student Affairs
International Educator - November/December 2017 - 39
International Educator - November/December 2017 - International Enrollment
International Educator - November/December 2017 - 41
International Educator - November/December 2017 - 42
International Educator - November/December 2017 - 43
International Educator - November/December 2017 - International Education Leadership
International Educator - November/December 2017 - 45
International Educator - November/December 2017 - Forum
International Educator - November/December 2017 - 47
International Educator - November/December 2017 - In Focus
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