presentation for weifang china october 2016

U.S. public university leadership and internationalization: How university leadership influences internationalization efforts

October 2016

Martin TadlockRegional Vice Chancellor

University of Southern Florida St Petersburg

Universities in the U.S.

• Public/State Supported• Private

– Religious based– Non-profit independent

• Proprietary– For profit

Carnegie Classifications

Doctoral Universities• Includes institutions that awarded at least 20

research/scholarship doctoral degrees during the update year (this does not include professional practice doctoral-level degrees, such as the JD, MD, PharmD, DPT, etc.). Excludes Special Focus Institutions and Tribal Colleges. – R1: Doctoral Universities – Highest research activity– R2: Doctoral Universities – Higher research activity– R3: Doctoral Universities – Moderate research activity

Carnegie Classifications

Master's Colleges and Universities• Generally includes institutions that awarded at least 50

master's degrees and fewer than 20 doctoral degrees during the update year. Excludes Special Focus Institutions and Tribal Colleges. – M1: Master's Colleges and Universities – Larger programs– M2: Master's Colleges and Universities – Medium programs– M3: Master's Colleges and Universities – Smaller programs

Other Carnegie Classifications

• Baccalaureate Colleges• Baccalaureate/Associate's Colleges• Associate's Colleges• Special Focus Institutions

Accreditation• Council for Higher Education Accreditation (CHEA); U.S. Dept. of Education

– Accrediting Commission for Community and Junior Colleges Western Association of Schools and Colleges (ACCJC)

– Higher Learning Commission (HLC)– Middle States Commission on Higher Education (MSCHE)– New England Association of Schools and Colleges Commission on

Institutions of Higher Education (NEASC-CIHE)– Southern Association of Colleges and Schools Commission on Colleges

(SACSCOC)– WASC Senior College and University Commission (WSCUC)

• If no accreditation, no federal or state funds• If no accreditation, no acceptance of transfer credits

Public university leadership and organizational structures in the U.S.

Philosophies of faculty governance: academic freedom

Statement on Academic Freedom

In 1940, representatives of the American Association of University Professors and of the Association of American Colleges agreed upon principles set forth in the 1925 Statement on Academic Freedom and Tenure.

This restatement is known to the profession as the 1940 Statement of Principles on Academic Freedom and Tenure.

Statement on Academic Freedom

Teachers are entitled to full freedom in research and in the publication of the results, subject to the adequate performance of their other academic duties; but research for financial return should be based upon an understanding with the authorities of the institution.

Statement on Academic Freedom

Teachers are entitled to freedom in the classroom in discussing their subject, but they should be careful not to introduce into their teaching controversial matter which has no relation to their subject.

Statement on Academic Freedom

College and university teachers are citizens, members of a learned profession, and officers of an educational institution. When they speak or write as citizens, they should be free from institutional censorship or discipline, but their special position in the community imposes special obligations. As scholars and educational officers, they should remember that the public may judge their profession and their institution by their speech. Hence they should at all times be accurate, should exercise appropriate restraint, should show respect for the opinions of others, and should make every effort to indicate that they are not speaking for the institution

PHILOSOPHIES OF FACULTY GOVERNANCE: SHARED

GOVERNANCE

Shared GovernanceThe faculty has primary responsibility for such areas as curriculum, subject matter and methods of instruction, research, faculty status, and those aspects of student life which relate to the educational process. On these matters the power of review and final decision of the governing board or president should be exercised adversely only in exceptional circumstances and for reasons communicated to the faculty.

It is desirable that the faculty should, following such communication, have opportunity for further consideration and further transmittal of its views to the president or board.

Budgets, personnel limitations, the time element, and the policies of other groups, bodies, and agencies having jurisdiction over the institution may set limits to realization of faculty advice.

Shared Governance

The faculty sets the requirements for the degrees, determines when the requirements have been met, and authorizes the president and board to grant the degrees thus achieved.

Shared GovernanceFaculty status and related matters are primarily a faculty responsibility; this area includes appointments, reappointments, decisions not to reappoint, promotions, the granting of tenure, and dismissal. The primary responsibility of the faculty for such matters is based upon the fact that its judgment is central to general educational policy. Furthermore, scholars in a particular field or activity judge the work of their colleagues; responsibility exists for both adverse and favorable judgments.

Determinations in these matters should first be by faculty action through established procedures, reviewed by the chief academic officers with the concurrence of the board. The governing board and president should, on questions of faculty status, as in other matters where the faculty has primary responsibility, concur with the faculty judgment except in rare instances and for compelling reasons which should be stated in detail.

Shared GovernanceThe faculty should actively participate in the determination of policies and procedures governing salary increases.

The chair of a department serves as the chief representative of the department and should be selected either by departmental election or by appointment following consultation with members of the department. Appointments should normally be in conformity with department members’ judgment.

Faculty participation in the government of the college or university should be established at each level. An process should exist for the presentation of the views of the whole faculty. The structure and procedures for faculty participation should be designed, approved, and established coopertively. Faculty representatives should be selected by the faculty according to procedures determined by the faculty.

Leadership Style in Shared Governance

• Collaborative and collegial• Facilitative listener• Problem solver and mediator• A master of influence and persuasion• Belief in serve and support• Transparent and candid• Super communicator

A process used by university leaders to promote international efforts at one U.S.

public university over a four year period of time.

1. Create need 2. Establish priorities 3. Secure resources 4. Create flow

Create Need and Establish PrioritiesA new Master Academic Plan for USF St Petersburg will include internationalization as a major goal area:

• Provide 120 USF students affordable education abroad and work abroad opportunities each semester.

• Start student exchange and transfer programs.• Engage faculty in research abroad.• Start a visiting scholars program.• Open an English Language Center.• Increase international enrollment to 10% of

headcount.

First year

Fall 2016

• Signed 2+2 transfer agreement with Taylors University in Kuala Lumpur.

• Signed recruitment agreement with agency in Nepal and China.

• Signing general agreements to work with Jiaotong University in Beijing, Weifang University and Behai College in Weifang, Northwestern Polytechnic in Xi’an, and Huaihua University.

Fall 2016• Meeting with INTO about opening an English

Language Center.• Located 4 opportunities for USFSP faculty to teach

and conduct research each year in China while on sabbatical.

• Developing 12 opportunities for USFSP students to spend a semester abroad and work abroad in China.

Second year plans

Plans for 2017-2018• Organize an USFSP Internationalization Council.• Hire an international recruiter.• Appoint faculty member as Director of International

Relations to:o Create semester abroad and work abroad

opportunities for students.o Create a visiting scholars program.o Create exchange and transfer programs.

Plans for 2017-2018• Sign exchange and 2+2 agreements with universities

in Kuala Lumpur, Xi’an, Weifang, Beijing, and Huaihua.

• Open an English Language Center on the USF St Petersburg campus.

• Implement a pre-semester abroad course for students.

• Start new semester abroad opportunities:o Reduce cost to students.o Include work abroad opportunities.

Coming to the University of South Florida St Petersburg

Undergraduates: 3,961Graduates: 540Non-Degree Seeking: 224Avg High School GPA: 3.79Avg SAT: 1142Avg ACT: 26

University of South Florida St Petersburg

• USFSP ranked #24 in the nation among Southern Regional Public Universities by U.S. News & World Report.

• Yahoo Finance.com ranks USFSP among “Top 105 Smartest Colleges” in the country.

• Affordable Schools.net ranks USFSP #23 in the 25 Most Exclusive Public Bachelor’s Colleges.

• EnvironmentalScience.org ranks USFSP #14 among Top Environmental Science Schools in the nation.

• The USFSP College of Business is accredited by AACSB International for both business and accounting, a double distinction held by only 1% of business schools globally.

• The Kate Teideman College of Business ranked 36th among the global top 100 schools for integrating issues of social and environmental stewardship into the MBA program.

• In 2011, USFSP earned the university-wide classification for Community Engagement by the Carnegie Foundation for the Advancement of Teaching.

Admissions• Students from non-U.S. colleges or universities must

have an evaluation and a course-by-course assessment completed by a NACES member evaluation service. The assessment must equate grades or marks, and credits or hours to the U.S. system.

Admissions

• International applicants from non-English speaking countries must provide a minimum IELTS score of 6.5 taken within 2 years of the desired term of entry

• Or a TOEFL score of 79 (internet-based test) or 550 (written test) or PTEA of 53.

Admissions

12-59 transferable credits:• Cumulative college GPA of 2.0/4.0 or higher• Competitive freshman credentials (high school transcripts,

ACT or SAT scores)• English proficiency

60 or more transferable credits, or an Associates degree:• GPA of 2.0/4.0 or higher, except for selective admissions

majors• English proficiency

Admissions

Selective admissions majors• All College of Business majors – GPA of 2.5 or higher• Education – GPA of 2.5 or higher• Graphic Design – GPA of 2.5 or higher• Mass Communications-Journalism – GPA of 2.75 or

higher

Scholarships

• $2,000 first year scholarship for:o 24 ACT or comparable SAT scoresoMust meet English proficiency requirements

• $2,000 transfer scholarshipo 60 credits or more completedo 3.5/4.0 transfer GPAo Must meet English proficiency requirements

Costs

Tuition and Fees (based on 30 credits – 15 credits per semester) $17,324

Books and Supplies $1,000Housing and Meals $9,400Other personal expenses (general living expenses) $4,100

Health Insurance $2,016TOTAL $33,840

Estimated Costs for International Undergraduates (Bachelor) 2016-2017

This is the amount for exchange students (J-1):2016-2017 Exchange Student (Cost listed per Semester)

Level Undergraduate  Masters Graduate 

Tuition and Fees (waived/free) (waived/free)

Room & Board $4600.00 $5350.00

Books/supplies $800.00 $800.00Medical Care and Insurance $1050.00 $1050.00

Personal Expenses (including Transportation)

$2100.00 $2100.00

Total $8,550.00 $9,300.00

Questions?