Presentation to the APLU Capacity Session Development of a Capacity Efficient and Financially Sufficient Business Model: Reversing a Debt. Gordon Schaeffer, UCEAP Sr. Research Analyst University-wide Office of the Education Abroad Program

Presentation Overview EAP Characteristics: Capacity, Access & Affordability –Market & Participant Demographics/Attributes Programmatic Designs –Institutional Strategy/Strategies –Programs & Intended Cohorts/Purposes Pricing –Fees –Student Budgets Other Resources –Business Intelligence –Market Intelligence Business Models –Recent Past Revenue (Appropriations/Fees) Expenses (Staff, Instruction, Physical Infrastructure, etc) Deficit –Present Working: Revenue (Fees/Appropriations) Expenses (Staff, Instruction, Physical Infrastructure, etc)

EAP Characteristics: UC Systemwide Origin as single campus: 1962 Participants remain UC students when abroad All course credits & grades assigned to transcript as UC courses Full Funding Financial Aid on EAP Student Budget Nine campuses with considerable differences – population size, academic interest, financials, # Transfer students, etc. Attributes of EAP Programs Academic Year Total Number of Distinct Programs by Partner & Option Total Number of Programs by Partner Total Number of Programs Total Number of Partners Total Number of Study Centers 5048 Total Number of Countries 3233

Participation: GPA, Partner & Length EAP Enrollment (Headcount & Full Time Equivalency). Academic Year of Participation. Measure Headcount 2,8554,2414,1474,5294,337 FTE 1,9842,5452,4832,6482,526 Headcount: FTE

Type & Focus: Expenses or Costs Contractual relationship as foundation of capacity and student opportunity. Location: Language Length Academics/ Discipline Price Personal Network: Friends, Family, past participants

Exchange & Capacity: Fees

Transition: Mixed Revenue Revenue is mixed New fee was introduced for Marine Biol., revenue/participant increased (67%): $2,531 –Retained length as 15 week program; cost to student increased 6.2%

Self Sustaining Entity Within a Public University: Non-Exchange Budget Return to Aid (RTA) Component UPF is a “benchmark” EAP must build up a contingency/emergency reserve

Self Sustaining Entity Within a Public University: Non-Exchange Budget Exchange (not “private provider” model for alien Americans) No Fee, Non-Degree Balance/Parity – Capacity/Recruitment – year-to-year. –Contract specifics about $ for “over/under” balance: as a state entity we should never be under Credits/Grades - Workload Registration Fee, Campus Miscellaneous Fees

Business Models: Telling Truths or Lies?

Last Attempts Better use of Database (Business/Transaction) Intelligence –Retention: Payment strategies –Contracts: Negotiations, program line-up adjustments (E.g., Spring UK/I: Argentina) –Direct recruitment (20%) Construct a Network between the Campuses & Campus Recruiters –Improved use of reports (trade allocated capacity between campuses, or partners beyond UO) –Employ Market Intelligence Surveys Data Analyses –Underserved Markets (students who commute (25% of UCI campus) –Males & Sciences (45% of EAP was male in mid-1970s) »Identifying the Hubs of influence in their small scaled networks Two UC campuses have a target of 50% of all students abroad during campus career Strategic Initiatives –Alumni, NGO, Think Tanks, etc., as resources for students abroad, as voices of value, of the UC & Study Abroad (which is otherwise difficult to measure)