Staff will explore setting a cap on the number of faculty-led group programs, and requiring strategic curriculum integration discussions with the faculty member’s department head before moving forward with any new program proposal. The SAO will collaborate more extensively with well-matched program providers, with the goal of making non-NCSU programs more attractive by having transfer credit pre-approved, and also developing a select number of “NC State in…” programs. Additional detailed brochure pages in the database will be set up for provider programs to ensure that students give them full consideration. •
Changes to processes for hiring and documenting the credentials of instructors will have a major impact on study abroad programs using overseas instructors. In preparation for the upcoming SACS visit, definitions for Instructor of Record, Classroom Instructor, and Instructional Support were clarified, so that many who have been listed as IOR are no longer eligible. The SAO will work closely with HR and the Office of Faculty Development to create processes for reviewing and approving alternative forms of credential documentation. This will need to be in place before “NC State in…” programs can be developed. Hiring processes and document collection will be carried out for all programs offering NC State credit, potentially involving over 100 instructors on more than 50 programs.
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The preliminary work of the Non-Traditional Programs Task Force (which included the SAO director) will lead to a major overhaul of the SAO’s accounting structure, and how faculty-led group programs are budgeted and managed. The SAO will continue working with the Budget Office and other units to establish a structure and minimize negative impacts on students, faculty, and programs.
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In the previous year, discussions began with Admissions, Registration and Records, and Coordinators of Advising to improve the current Course Equivalency Database. SIS programmers selected other priorities and were unable to honor their projected start date of October 2012 to begin implementing changes. CI staff has therefore formed a task force of undergraduate program directors and other administrators from CALS, Management, CHASS, and the College of Science to provide a more comprehensive set of recommendations. They will highlight the significant and wide ranging impact of the database improvements for all students receiving both domestic and international transfer credit, in order to ensure that the project becomes a higher priority for SIS.
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Changes in the interpretation of federal financial aid regulations have led to challenging new requirements. Students’ advisors are now asked to verify not only that students complete a full-time load of transferable courses while abroad, but that every course fulfills a remaining empty slot in the student’s electronic degree audit. Communication from OSFA regarding these changes had resulted in a high degree of confusion and anxiety among students, with the result that many have chosen to cancel their plans to study abroad. While the communication issues on campus have been successfully addressed with the new information sessions, lengthier follow up will be required, involving collaboration with leaders in NAFSA for advocacy with the US Department of Education to adjust policy interpretations.
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Technology goals include significantly expanding the use of YouTube videos for both marketing and student support, as well as integrating response card technology in a reorganization of pre-departure orientation programming. The internal office procedures and guidelines manual will be transferred to a web-based wiki format for more efficient review and revision, and the monthly newsletter for faculty program directors will be transferred to a more aesthetically appealing on-line format. These technology goals were postponed from the previous year, due to the personnel transitions. 14