1. 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

2. 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)

3. 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 2008-092009-10 Total Number of Distinct Programs by Partner & Option 355311 Total Number of Programs by Partner 172162 Total Number of Programs 119121 Total Number of Partners 124119 Total Number of Study Centers 5048 Total Number of Countries 3233

4. Participation: GPA, Partner & Length EAP Enrollment (Headcount & Full Time Equivalency). Academic Year of Participation. Measure 2001-022003-042005-062007-082008-09 Headcount 2,8554,2414,1474,5294,337 FTE 1,9842,5452,4832,6482,526 Headcount: FTE 1.441.67 1.711.72

5. 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

6. Exchange & Capacity: Fees

7. Transition: Mixed Revenue Revenue is mixed New fee was introduced for 2009-10 --Marine Biol., revenue/participant increased (67%): $2,531 –Retained length as 15 week program; cost to student increased 6.2%

8. 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

9. 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

10. Business Models: Telling Truths or Lies?

11. 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)