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proposal below suggests that about 22% of total NRT be dedicated to specific priorities for the recruitment andsupport of international non-resident students, and to the support of campus globalization. The remainder ofthese funds would be expected to support general campus priorities.Non-resident undergraduates are similar to resident “over-enrollment” undergraduates, in that they do not generatestate support beyond tuition and student fees ( 13,398, minus 30% return-to-aid). But, the non-resident studentsdo additionally pay non-resident tuition ( 22,878, with about 20% return-to-aid to the Undergraduate Dean’sAward). Over-enrollment comes with certain costs, especially instructional. The campus distributes some of theover-enrollment resident tuition as Temporary Academic Staff (TAS) funds to cover instructional costs within thedivisions ( 1700 per student above baseline, 2.2M for 2014–15), while the remaining student fees support theireducation in the same way as state-funded enrollments. Teaching Assistant (TA) needs are similarly dependent onenrollment. The incremental costs of TA and TAS funding are not included below, as there are existing campusprocesses for funding distribution and because costs are independent of student residency.In summary, significant expenditure will be required to ensure direct support and continued attendance of thesestudents and achieve campus aspirations to become a truly globalized and internationally-recognized researchuniversity.This ProposalThis proposal represents an initial plan to enroll and support increasing numbers of fee-paying non-residents, andto support campus efforts to become a globalized research university. The largest focus is on inbound, matriculatedundergraduate students, but we also discuss ways to support broader internationalization efforts in programs andincrease numbers of inbound graduate students and scholars, outbound students (studying abroad), and institutionalcollaborations in research and education.Specifically, we propose strategies and resource needs to: Expand capacity to fulfill campus enrollment goals Determine and meet student needs Assist faculty and campus in becoming a globalized research university.Shaping the ProposalAs a proposal for comment, we are seeking input, including improvements to these ideas and areas of concern thatare not addressed. The various components have been developed as a result of extensive consultation with thesenate and individual senators during the past year, much of which is available on the Undergraduate Education(UE) website, ue.ucsc.edu. Most recently, this includes the Senate’s extensive analysis of the consultant report UEcommissioned last spring.The proposal is also informed by the many units and staff who are working to successfully achieve campus goalswith respect to non-resident students and, more broadly, internationalization, as well as comparisons with otherUCs and best practices.Although items are extensively interrelated, we have divided approaches into 5 groupings: Globalization Leadershipand Engagement; Recruitment and Branding; Transitions to UC Santa Cruz; Student Success; and StudentsAbroad, International Scholars & Immigration Compliance. In each category, we provide a brief review ofaccomplishments, list of next steps, and information in resources, priorities, and timelines to 2020.Proposal for Support of International Student Growth and Campus Globalization5

In the summary table of next steps (Appendix 4), we identify items as being either related to campus undergraduatenon-resident enrollment goals or to the broad issue of campus globalization. While the items and phasing of thefirst group are vital to successful achievement of the campus enrollment plan, the timeframes of implementingcampus globalization initiatives depend on how soon the campus wishes to achieve the stated goals. These effortsare interrelated; a strong effort in globalization will significantly and positively affect attainment of non-residentenrollment plans.6Proposal for Support of International Student Growth and Campus Globalization

Globalization Leadership and EngagementVisionUC Santa Cruz faculty, staff, and students are fully engaged in our campus as an international research university.UC Santa Cruz has established an organizational and leadership structure that continues to propel our campusforward internationally in research, service, teaching, students, and employees. All members of the campuscommunity see the advantages of efforts to broadly diversify the study body, as well as the resulting diversificationof the campus funding base.Accomplishments EVC Galloway’s 2011 allocation of funding, approval of Undergraduate Dean’s Award, and campusreorganization enables intentional recruitment of the Fall 2013 international class. Committee on International Education’s (CIE’s) January 2013 report catalyzes broad, campus-wide focus oninternational education and non-resident recruitment and enrollment. Committee on Admissions and Financial Aid (CAFA) approves separate admissions pools for domestic andinternational non-resident students, enabling achievement of specific targets within each category. Undergraduate Education (UE) engages consultant to review and analyze possibilities related tointernational student recruitment and yield, student success, and globalization, with senate engagement andextensive analysis of the resulting report. Chancellor appoints Special Advisor for International Initiatives. Foci include enhancing the university’sglobal visibility, helping to establish strategic international partnerships, guiding and supporting facultyengagement in our internationalization efforts, supporting campus fundraising activities, and collaboratingwith campus leaders for undergraduate education and graduate studies and research. The appointment iscongruent to the Strategic Partnerships recommendation of the CDB report, but at a structurally higherlevel. UE appoints Interim Associate Dean of International Education (50%) with focus on inbound andoutbound students. Chancellor and Special Advisor to visit India in December with Dean of Humanities, Associate Chancellor,and Director of Admissions.Campus Globalization is a joint effort among Senate, Faculty, Staff, and Administration.Proposal for Support of International Student Growth and Campus Globalization7

Next StepsA1 & A2. LeadershipGlobalization is a full-campus endeavor, requiring leadership within and from all divisions, units, faculty, staff, andadministrators. Most important is a full-time, dedicated faculty administrator serving as Chief International Officer.A1.Associate Vice Provost of International Education (100%). With the geometric growth of theinternational undergraduate population, increase this position to 100% time. Focus on inbound and outboundstudents; programmatic partnerships such as dual-degree; realization of opportunities, such as governmentprograms; and leadership and support of campus globalization. Secondary focus on recruitment and (with theSpecial Advisor) institutional partnerships. Leadership in communication regarding globalization and internationalstudent support. Faculty leadership of the the International Education Office (IEO). Initially reports to VPDUE,working as needed with EVC, Chancellor, Special Advisor, Deans, Academic Leadership Team (ALT), Senate, andothers.A2.International Initiatives. The Special Advisor is working to jump-start “UCSC’s presence and engagementon the global stage,” building international relationships to the benefit of research, scholarly engagement, students,and non-resident enrollment. As the scope of these engagements grow, continue to examine the leadershipstructures and support for achievement of our campus’ place as an internationally-known, globalized researchuniversity.A3 & A4 Engagement: 2% Faculty and ProgramsFaculty and programs are the heart of innovation at UC Santa Cruz. Thus, it is crucial that globalization initiativeslarge and small be supported through a competitive innovation fund and direct incentive funding based on majorenrollment.A3.Globalization Innovation Fund. We propose establishment of a Globalization Innovation Fund, indexedto non-resident tuition revenue. Appropriate projects could include new degree programs, revisions to coursesor curriculum, new support programs to address the needs of international students, new opportunities for allundergraduates, engagement with student recruitment, development of new outbound programs, program materialtranslation, joint degree initiatives and startup, and other items. A possible process would be a call for proposals inFall, followed by review of proposals by the Committee on International Education or a new Joint Subcommittee,with final award decisions made by the Vice Provosts (Academic Affairs, Graduate Studies, and UndergraduateEducation) and Special Advisor.A4.Academic Program Incentive. A campus reflects its values in many ways, perhaps most importantlythrough its research and academic programs. A true engagement with globalization must be reflected in ourprogram offerings. The Committee on International Education’s preliminary discussions about a globalizationcertificate or minor program are an excellent start. In the future, a variety of majors may appropriately haveinternationalized concentrations or combined majors. Additionally, majors of high interest to students globallyshould be considered, with an accredited undergraduate business degree (CDB p23) being a potential target. Otherpossibilities include a broad range of Bachelor/Master programs, and particular programs that analysis shows willbe of interest to prospective students. We propose to have direct incentives to programs, much as with the master’sprogram incentives (though at a much lower per-student amount) to ensure broad campus engagement. Senate andprogram leadership are vital to ultimate success.8Proposal for Support of International Student Growth and Campus Globalization

A5 & A6 Engagement: 5% StudentsThe engagement of students, international, national, and resident, in campus globalization, both the experiencesand the financial return, is equally important. To enhance such engagement, we propose a 5% allocationto students.A5.Global Experience Fellowships. Part of globalization is a growth in undergraduate participation in theStudy Abroad programs and international field work. While UC Santa Cruz has high participation, we seek tobreak into the top 10 in multiple measures of globalization. Following a model used by some schools, we suggest afellowship fund indexed to non-resident revenue to support students studying abroad, known to increase retentionand be a transformative student experience. A portion of these funds could also be used for student outreach tohome institutions.A6.General Financial Aid. It is also appropriate to allocate a portion of undergraduate NRT to generalfinancial aid. Again, this is to provide the students and campus a clear message that the financial gain of increasingnon-resident students is one that clearly and specifically benefits resident students.A7 Engagement: 10% Student Recruitment, Yield and RetentionThe Undergraduate Dean’s Award (UGDA) has provided a clear, compelling, and simple message to prospectivestudents: we know tuition is high, we value you as a prospective student at UC Santa Cruz, and we are prepared tohelp. Careful analysis will enable a gradual reduction as we move out of our startup phase.A7.Strategically Target the Undergraduate Dean’s Award. The award currently provides all NRT frosh 4k each of the first two years, and 6k each of the second two years (transfer students receive 4k the first year and 6k the second year). The UGDA represents a 20% return-to-aid (RTA) on the NRT. With strategically-targeteduse of the UGDA, we propose reduction of the award to 10% of NRT by the year 2020, with reduction beginningwith the Fall 2016 cohort. While this may reduce yield of NRT students, it will also enable additional funds tobe used elsewhere. This is predicated on sufficient assessment to gain insight on the price elasticity for admittedstudents allowing us to systematically target the awards in consultation with CAFA.A8 Engagement: Graduate GrowthGlobalization is an issue for all students, undergraduate and graduate. Campus focus on graduate growth may makethis an opportune time to have a special focus on international graduate students.A8.PhD/MFA NRT Incentive. Committee on Planning and Budget (CPB) suggests that an incentiveprogram similar to the new Master’s incentive program might be considered. While the current proposal is mostfocused on undergraduates, the potential for significant internationalization at that graduate level is also a vitalcomponent of globalization. Such a structure may promote higher levels of program support and involvement ininternationalization.Resources & TimelineResourcesThe AVPIE (A1) will require a 100% time position; current EAP director funding will cover a portion of this. Theposition will require administrative staff support, combined with support of Fulbright growth (E4).The Special Advisor (A2) is presently a part-time 2-year position. The long-term structure to begin newinstitutional strategic initiatives, and to support existing ones, will need to be regularly examined. The campusProposal for Support of International Student Growth and Campus Globalization9

investment may continue to be at this level, with additional support through fundraising and the internationalinitiatives themselves.2% Non-Resident Tuition for Faculty and Programs. The Globalization Innovation Fund (A3) is recommended tobe launched with 200,000 annually, shifting to 1% of the total non-resident tuition when NRT exceeds 20M (or,2% of international NRT, if preferred). The Fund would be of similar size to the Committee on Research grantfund by 2020. The Academic Program Incentive (A4) could be 1% of NRT proportioned according to declaredmajors (around 500 per major, depending on the portion of declared students), with required annual report abovea specific threshold amount. Overall, faculty and programs would receive about 2% of non-resident tuition.5% Non-Resident Tuition for Students. Global Experience Fellowships (A5) suggested at 2.5% of total NRT, andGeneral Financial Aid (A6, need-based) 2.5% of total NRT. Overall, students would receive 5% of NRT in theform of direct student aid.10% Non-Resident Tuition for Student Recruitment, Yield and Retention. Following the consultant’s assessment,the Undergraduate Deans Award (A7) incentive is recommended to continue at the 20% level through the 2015-16academic year, and phasing down 2 percentage points per year to 10% by 2020-21. To aid in phase-down, beginningin 2014-15 or 2015-16, the UGDA funding pool should be converted to an explicit 20% NRT fund, with allongoing commitments to be covered by this funds (e.g., rather than calculating the size of the fund centrally basedon specific student needs) so that its use can be responsive to annual recruitment foci, such as need, merit, majorswith capacity, and/or geographic diversity, in collaboration with CAFA.The PhD/MFA NRT incentive (A8) could be considered in the context of the (non-PDST) Master’s incentive onNRT, which divides tuition into approximate thirds between return-to-aid, programs and divisions, and centralfunding.TimelineFor 2013-14: Establish structure for Global Innovation Fund (GIF) call. Recruit Associate Vice Provost for International Education (AVPIE).For 2014-15: Begin 100% AVPIE position. Solicit GIF proposals and make first awards. Global Experience Fellowships. Minor or certificate, growth in Bachelor/Grad programs in targeted areas.For 2015-17: UGDA changed to block allocation as percentage of NRT to enable reduction to 10% by 2020. Start of phase-down and targeting of UGDA (Fall 2016 cohort). PhD/MFA NRT Incentive Program phase-in.For 2017-20: Re-assess leadership structure. Establish new majors and programs of interest to non-resident students New majors and programs focussed on globalization. UGDA to 10% in 2020.10Proposal for Support of International Student Growth and Campus Globalization

Recruitment and BrandingVisionUC Santa Cruz is a well-known, international destination campus for undergraduate and graduate study, and isbroadly recognized for the impact, quality, and quantity of its research and scholarship. Our campus has a diverse,multi-country student body prepared to succeed, excel in their education, and contribute their perspectives to ourcommunity of scholars.Accomplishments Received fall 2013 froshapplications from the UnitedStates and 82 additionalcountries. Increased applications frominternational frosh for fall2013 by 67%, an increase of995 applications. Fall 2014preliminary international froshapplications are 50% higherthan last year ( 1,204). Increased the applicationsfrom international transferstudents for fall 2013 by 22%,an increase of 96 applications.Fall 2014 preliminaryinternational transfers are 20%higher than last year ( 106).Office ofAdmissions guide for prospective international frosh. Engaged with Senate’sCommittee on Admission and Financial Aid (CAFA) on major admissions policy issues to enable rapidexpansion of admit pool. Increased by 2.5 times the number of international admits, from 589 to 1,504 in Fall 2013 (UCOP). Developed and executed our first recruitment strategy for non-resident international students, resulting in103 new international NRT enrollees, an seven-fold increase.Next StepsB1.Applicant pool. Continue to expand applicant pool through a combination of broad-based and countryspecific strategies. Focus on building a broadly diverse class prepared to succeed. Recruit through staff and facultytravel, development of country-specific marketing, and focus on international students in California CommunityColleges. Work with selected vendors to expand reach. Increase marketing efforts through web and publications,including translation of key web pages for family members and other influencers. Highlight the unique aspects ofSanta Cruz and UC Santa Cruz, including values of sustainability and social justice, research impact, location, FirstYear Honors Program, Undergraduate Research, exceptional faculty, and similar items.B2.Evaluation. Moderately increase the number of admissions evaluators to ensure speedy assessment ofapplications as the pool grows. Expand Admissions Office expertise for appropriately evaluating and applyinginternational course work (both at the high school and collegiate level) for selection purposes, as well as in theawarding of transfer credit for resident students.Proposal for Support of International Student Growth and Campus Globalization11

B3.Yield and Melt. Further expand staffing dedicated to the support of prospective international students.Add dedicated admissions staff to facilitate the increased communication needs as these prospective studentsnavigate the many steps required prior to arrival on campus.B4.Undergraduate Dean’s Award. Maintain and revise the Undergraduate Dean’s Award for studentrecruitment, yield, and retention (A7).Resources & TimelineResourcesRecruitment and travel (B1) is expected to grow 10-20% annually and vendor relationships 5-10% annually.Direct marketing is expected to grow 5-10% annually. These expenses are expected to be covered by increases inapplication fee revenue, although the current incremental growth distribution of 80% to the Office of Admissionsand 20% to the central budget will need to be re-examined. These categories will require close attention to ensurethat this funding is sufficient.The Office of Admissions is increasing expertise throughout its operations, providing some redundancy to theinternational specialists. But, the complexity of analyzing international high school and college records willcontinue to climb with expanding recruitment efforts, leading to the need for an evaluation/selection/assessmentFTE (SAO II/SAO III) within the next 2 years (B2), sooner if annual application growth exceeds 50%, and laterdepending on possible systemwide infrastructure. This position would also be able to address growth in reviewinginternational collegiate records, such as transfer courses, from continuing UCSC students. Additional evaluationstaff (B2) will be needed with an expectation of about one staff member per two years of 50% growth, orequivalently, each factor of 2.25 increase in international applications. Systemwide efforts on transcript evaluationmay reduce this need, if successful.The most pressing need is a staff member (B3) dedicated to the personalized communications that internationalstudents expect, especially admitted and SIRed students. This position could also travel during peak recruitmenttimes.TimelineFor 2013-14: Hire communications staff.For 2014-15: Hire evaluator (Fall 14 if rapid growth, Spring 15 if expected growth).For 2015-17: Hire evaluator (Fall 16 expected, Fall 17 with UCOP support).)For 2017-20: Second prospect communication staff member. Also, consider overall staffing based on realized applicationan

As the Academic Senate’s Committee on International Education (CIE) stated in its January 2013 report, The Parlous State of International Education at UCSC, Increasing the number of international students on campus is an important way to embrace the first two of UCSC