The landscape of higher education is undergoing significant transformation. As executive orders and policy shifts have created new challenges for institutions, implications are emerging for international education student mobility.
Federal funding cuts and associated budget reallocations have had a ripple effect for international offices, study abroad initiatives, and global partnerships, even as international study remains a key driver of student success, retention, and institutional growth.
Policy changes affecting visa processing and international travel, such as executive orders to reinstate heightened vetting of travelers and recent student visa revocations, introduce additional complexities. With global visa denials at a 10-year high, and additional threats to limit colleges’ abilities to authorize federal student visas, students face longer visa approval and processing if they are even candidates. Stricter immigration regulations also mean decreased enrollment of international students, who contribute significantly to campus diversity, research innovation, and economic vitality.
In addition, reductions in research and science funding have significant implications for international education. Many research institutions’ projects involve international collaboration, visiting scholars, and global partnerships. Reduced funding can lead to fewer research assistant positions (which often support international graduate students) and a decline in joint research initiatives with universities abroad.
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Similarly, many Diversity, Equity, and Inclusion (DEI) initiatives provide crucial support for international students, offering resources that help them integrate into campus life, access financial aid, and navigate cultural differences. Eliminating these programs may reduce institutional capacity to foster inclusive environments, making it harder for international students to succeed academically and socially.
Despite these challenges, the case for international education remains strong.
The return on investment for global engagement is well-documented: students who participate in international experiences gain critical skills, enhance their career prospects, and contribute to a globally competent workforce. And there are financial benefits. The latest IIE Open Doors report on the 2022-23 academic year estimates that international students’ tuition and spending contributed $40.1 billion to the economy.
As institutions evaluate competing financial and strategic priorities, the question is not whether international education remains valuable, but how it can be sustained amid shifting policies and fiscal realities.
This moment calls for collective engagement. Institutions and their partners must work together to ensure that international education remains a priority.
Identify partners for success
Partnerships with for-profit partners can create or expedite paths to global education sustainability and opportunities for innovation. In addition to program providers, international recruiters can help U.S. institutions extend their reach to attract students from across the globe. On-campus recruitment arms have long partnered with institutions to help promote the brand abroad and diversify their student population.
The expansion and deepening of Global Institutional Partnerships is critical. Creating meaningful, productive partnerships with colleagues in other parts of the world helps collaboratively meet academic and strategic goals that might not be possible alone. Taking stock of current partnerships first can help identify gaps and highlight opportunities that can produce benefits for both institutions. Simultaneously, existing agreements may have potential for new areas of partnership, such as collaborative research, or dual degree programs that have a net positive impact on student retention and employment potential.
Exploring research possibilities alongside a partner institution is another pathway. Revisiting and reinvigorating what may be stagnant memos of understanding and re-considering the partnership from a broader scope can provide an invaluable refresh.
As the burden of proving degree ROI has long existed, University-Industry Demonstration Partnership (UIDP) is an organization that enhances the value of collaborative partnerships between academia and industry. Going deeper with both international and domestic partnerships can have a direct impact on both the opportunities and outcomes offered across the student body.
Northeastern University’s involvement in UIDP has led to a study abroad program that offers work placement, providing students with critical intercultural skills and a tangible application to a potential future career.
Leverage global program data
In facing budget and resource limitations, access to accurate and meaningful data has become a priority. It drives critical decision-making. However, it can be challenging to understand where data exists, what data exists, who “owns” it, and how to use it. Identifying what data will support global education goals is key. Whether related to the impact of study abroad on graduation rates, retention of international students, career outcomes or other metrics, the importance lies in alignment with the broader institutional goals and strategies.
The Oklahoma State Regents have launched interactive data dashboards focusing on areas such as enrollment, student success, degrees conferred, critical occupations, and employment outcomes. These tools provide a comprehensive understanding of key performance indicators across state system institutions, aiding in strategic planning and resource allocation- and become critical in shifting political climates. The visual resource also helps demonstrate the impact of international experiences and education state-wide.
The University of Florida’s Global Engagement and Expertise Dashboard provides a visual story to internal stakeholders, illustrating and demonstrating the value of global programming. Additionally, it facilitates data-driven decision-making, allowing the institution to monitor and adjust its strategies to improve student outcomes and institutional effectiveness.
Data is powerful. In times of unease, access to historical and current data can shape strategy, and inform intentional, thoughtful decisions about how best to serve students and institutions. In aggregate, it can shape how we advocate for the tenants of our community.
As the landscape continues to evolve, collaboration and adaptability will be essential in safeguarding the future of global learning.
