【Terra_Dotta】2024年高等教育国际化战略预算报告_15页_1mb

Strategic Budgeting in Internationalization

Core Content

This document provides a comprehensive overview of strategic budgeting in the context of internationalization in higher education. It is aimed at Senior International Officers (SIOs) who need to understand how funding models and budgeting strategies impact the development and sustainability of global programs. The authors, Jill Blondin and Paulo Zagalo-Melo, are experienced leaders in global education, and the series editor, Nick Gozik, brings additional expertise in international education.

Main Funding Models

There are three primary funding models that SIOs should consider:

1. Exclusively Public Funding

• Funding comes solely from government sources (federal, state, and local).
• Typically supports tuition-free education.
• Government control over program offerings, research, and admissions is high.
• Examples: Some European and South American countries.

2. Primarily Public Funding

• Funding comes mainly from public sources, but private funding is also possible.
• HEIs can use tuition, grants, and donations.
• Offers more autonomy to institutions compared to exclusively public funding.
• Examples: U.S. public and land-grant universities.

3. Mixed (Public/Private) Funding

• Combines public and private funding sources.
• Involves joint or separate allocation by public and private entities.
• May require shared governance structures.
• International offices must align their programming with the institution’s PBF (Performance-Based Funding) expected outputs.

Strategic Budgeting Models

1. Incremental Funding Model

• Funding is based on previous year's allocation plus inflation adjustments.
• Budget cuts affect internationalization proportionally unless leadership intervenes.
• SIOs should work with institutional leadership to justify exceptions.

2. Formula Funding Model

• Funding is determined by a formula based on specific input variables.
• May include enrollment of minority or low-income students, or academic performance.
• Incentives can be given for international student participation or enrollment.

3. Performance-Based Funding Model (PBF)

• Focuses on output goals such as graduation rates, employment rates, and academic achievement.
• Encourages entrepreneurial behavior through goal-oriented funding.
• Requires international offices to demonstrate the value of internationalization in terms of these outcomes.

Strategic Planning and Communication

Strategic budgeting is not just about numbers—it is a leadership opportunity. SIOs should align their budgets with institutional strategic goals and consider both existing and new revenue streams. This includes:

• Internal stakeholders: Senior leadership, admissions, HR, research, student affairs, marketing, and faculty.
• External stakeholders: Donors, alumni, government agencies, and international partners.
• Fiscal administrators: Engage in transparent dialogue to ensure budget alignment and support.

Goal Alignment

Aligning the budget with strategic goals is essential for internationalization success. Key considerations include:

• Does the institution have a strategic plan?
• Are internationalization goals included in the strategic plan?
• Does the international office have its own strategic plan?
• Are the international office’s goals aligned with institutional goals?
• Is the budget aligned with the international office’s goals?

Denison University’s approach to strategic budgeting includes:

• Seeding new positions with grant money aligned with internationalization objectives.
• Establishing shared positions to enhance global learning outcomes.
• Developing a multi-year staffing infrastructure to support long-term goals.

Communication Strategies

Communication is a critical component of strategic budgeting. SIOs should:

• Engage fiscal administrators: Keep them informed and involved in budgeting decisions.
• Collaborate with internal stakeholders: Use financial leadership to advocate for internationalization.
• Engage external stakeholders: Share success stories and outcomes through various channels, including social media and newsletters.

Florida Atlantic University (FAU) exemplifies effective communication by:

• Partnering with a third-party recruitment agency.
• Implementing a revenue-share model to support international student admissions.
• Hiring new staff and providing compensation increases to international student services.

Final Thoughts

• Ensuring budgetary alignment with strategic initiatives is vital for fostering internationalization.
• International offices must understand the institutional budgeting context and identify potential funding sources.
• Strategic planning and communication are essential to securing resources and promoting financial sustainability in international programs.
• In a resource-constrained environment, SIOs must prioritize resources, demonstrate value, and advocate effectively for their programs.