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.
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
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%
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
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)