LTIFS Forum on Enrollment Management as a Fiscal Strategy.

Roy Koch, ProvostJackie Balzer, Vice Provost for Student AffairsSukhwant Jhaj, Director, University Studies

Long Term Institutional Fiscal Strategies Committee (LTIFS)

,

Steve Reder,Professor, Linguistics

Academic Department Chair

Kevin Reynolds,Professor, Chemistry

Academic Department Chair

Melody RoseAssociate Professor, Political Science

Political ScienceFaculty Representative

Jonathan Uto,Educational EquityPrograms and Services

AAUP representative,academic professional

Dee Wendler,Associate Vice President,Finance and Administration

Finance and Administration

Jennifer Williamson,Assistant Vice President,University Communications

University Relations

Mark Wubbold,Special Assistant to the Vice PresidentFinance & Administration

Finance and Administration

Angela Wykoff Alumni representative

Committee Membership:Marvin Kaiser (Chair), Jackie Balzer, Alan Cabelly, Doug Crow, Hannah Fisher,Sukhwant Jhaj, Michael McCarthy, Marc Niesenfeld, Steve Reder, Kevin Reynolds,Melody Rose, Jonathan Uto Dee Wendler, Jennifer Williamson, Mark Wubbold,Angela Wykoff.

Consultants and Staff:David Burgess, Michael Fung, Cathy LaTourette, Mark Wubbold, Nancy Goldman

Committee ChargeConsider - organizational or structural issues that impact our

efficiency and/or effectiveness.

Consider - operational approaches that could lead to more efficient and effective use of institutional resources.

Identify -alternatives for revenue enhancement that provide a more robust and financially sustainable base of funding

Consider - University-wide approaches, in addition to incremental reductions within the academic and administrative units, which could be used in dealing with the budget deficits for the 2009-11 biennium.

Suggest - approaches and criteria to be used in academic and administrative program consolidation or reorganization.

Committee Process

,

Steve Reder,Professor, Linguistics

Academic Department Chair

Kevin Reynolds,Professor, Chemistry

Academic Department Chair

Melody RoseAssociate Professor, Political Science

Political ScienceFaculty Representative

Jonathan Uto,Educational EquityPrograms and Services

AAUP representative,academic professional

Dee Wendler,Associate Vice President,Finance and Administration

Finance and Administration

Jennifer Williamson,Assistant Vice President,University Communications

University Relations

Mark Wubbold,Special Assistant to the Vice PresidentFinance & Administration

Finance and Administration

Angela Wykoff Alumni representative

Committee gathered and reviewed numerous internal and external reports.

Conducted independent and comparative analyses of PSU funding using data from OIRP and The Delta Project on Postsecondary Education Costs, Productivity, and Accountability.

Collected feedback from campus community.

Revenue per student FTE- Oregon is almost at the bottom of 50 states

Oregon $10,891 (74% 26%)

Average $14,058 (51%)

Minnesota $21,426 (44%)

Tuition

State Support

Source: The Delta Project on Postsecondary Education Costs, Productivity, and Accountability. www.deltacostproject.org

Nationwide Observations • Shift from public funding to tuition and fees. • Students have an increasing financial responsibility for their

education (market-based approaches to delivering education). • These shifts in the funding of higher education have been

compounded by rapid growth, especially in institutions that are chronically under-funded.

Source: The Delta Project on Postsecondary Education Costs, Productivity, and Accountability. www.deltacostproject.org

PSU Observations and Predictions • Mirrors nationwide trends but worse (total revenue per student

FTE decreased)• Student demand for matriculation will continue to grow • State funded portion for higher education, on a per student basis,

will not increase. • Market competition for students will continue to increase, both

from our OUS peers and others • The city and the region will look increasingly to Portland State to

support its economic, social and cultural development.

Clustered Recommendations• Curricular efficiency and effectiveness as a fiscal strategy• Enrollment management as a fiscal strategy• Research as a fiscal strategy• Administrative organization and operation as a fiscal strategy • Partnerships as a fiscal strategy• Athletics

See handout, Description of the Six Clusters of LTIFS Recommendations, for details.

Presidential Blueprint for the FutureProvide Civic Leadership Through Partnerships

Lead as a civic partner, deepen our engagement as a critical community asset, demonstrate leadership in regional innovation, and serve as an anchor institution in the Metro area.

Improve Student SuccessEnsure a student experience that results in higher satisfaction, retention,

and graduation rates.Achieve Global ExcellenceDistinguish the institution nationally and internationally through the

accomplishments of its faculty, reputation of its programs, and preparation of its students for the global economy.

Enhance Educational OpportunityEase the transition and create more effective pathways for students to move

from K-12 to higher education.Expand Resources and Improve EffectivenessExpand resources in each of the funding streams (state, private, business

partnerships, research, tuition), manage resources effectively, and match investments to strategic priorities.

Presidential Enrollment VisionUndergraduate EducationAccess: Excellence in

Transfer, Co-Admission and Quick Entry (non-degree) education. Effective programs for at-risk, underprepared and conditional admission students.

Freshmen Year Excellence: Excellence in FYE learning communities and FR undergraduate education.

Graduate EducationCredentials to Advance

Careers: Graduate programs needed by the region.

Globally Competitive Graduate Programs: Selective and Ranked Masters and Doctoral programs

Institutional Mission and University Priorities

Overall Enrollment Goals/Mix

Enrollment Projections and Targets

Retention Projections and Targets

Recruitment and Retention Plans

Recruitment and Retention Tactics

Enrollment Management principles

EM Operations: Policies, Procedures, Organizations, Technology, Facilities, Positions

Model for EM Planning

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Recruitment, Retention, and Persistence

LTIFS RecommendationPSU Office of Student Affairs

and CADS monitor, report, and make recommendations on PSU admission standards and practices in order to support student success (annually).

Action TakenThe establishment of enrollment

management principles was strongly recommended by consultants from American Association of Collegiate Registrars and Admissions Officers (AACRAO), during their recent consultation at PSU.

The EM principles were drafted at the Fall 2009 Council of Academic Deans retreat and later approved by the Provost.

Recruitment, Retention, and Persistence

LTIFS RecommendationEstablish goals and manage the mix of in-state and out-of-state students and mix of undergraduate and graduate students against strategic fiscal and operational outcomes.

Action Taken: EM Principles1. Enhance academic success, in

particular retention and program completion.

2. Supports key priorities of internationalization and diversity.

3. Responds to the Metro region needs for educated workforce and civic leadership.

4. Takes advantage of the network of higher education institutions to maximize educational opportunities and student success.

5. Builds fiscal stability and sustainability for the University.

Recruitment, Retention, and Persistence

LTIFS RecommendationEstablish goals and manage the mix of in-state and out-of-state students and mix of undergraduate and graduate students against strategic fiscal and operational outcomes.

Action Taken: Student MixUndergrad and Graduate:

(75 / 25), Current: 75/25.

Resident and Non-Resident:(70 / 30), Current: 80.9/19.1. Increase international to 10% and non-res. to 20% by 2018

Enrollment Size:

Historical trend approx. 500/yr , Projection approx. 325/yr

FR class and underprepared, conditional admits: ideal cohort sizes for success

Recruitment, Retention, and Persistence

LTIFS RecommendationPSU VP for Student Affairs ensure that cost effective, goal-driven recruitment and retention activities are developed and aligned with the overall University mission and University marketing efforts.

Action Taken: Recruitment TargetsIncrease total number of non-

resident enrollment from 19% to 21.5% by 2013

Increase % of domestic non-resident new student enrollment: 100 additional new students/year

Increase % of International new student enrollment: 100 additional new students/year

Increase minority student enrollment from 19% to 25% by 2013

Increase incoming HS GPA each year and decrease the number of underprepared/conditional admissions

Recruitment, Retention, and Persistence

LTIFS RecommendationCADS and the Office of Student Affairs be responsible for setting retention and completion targets, annually tracking and reporting progress toward them, and implementing such academic and student support services as needed.

Action Taken: Retention TargetsIncrease FT FR to SO

retention rate from 71.3% to 73.5% by 2013

Increase JR TR retention rate from 80.2% to 86% by 2013

Increase FT FR graduation rate (within OUS) from 39.3% to 42.5% by 2013

Increase TR graduation rate (within PSU) from 64.6% to 66% by 2013

TuitionLTIFS RecommendationThe President’s Office form (by

January, 2010) a campus-wide taskforce which includes students to work with Government Relations to promote legislation that would give PSU maximum tuition management flexibility in the coming biennium.

Action TakenSee Restructuring PSU’s

Relationshipwith the State: The Case for

Change.The whitepaper explores the

need for a new governance structure for PSU.

The guiding principles include the ability to manage tuition.

TuitionLTIFS RecommendationThe university establish a

permanent Tuition Management Committee consisting of representatives of all PSU stakeholders, including students, to study and make long-term tuition recommendations to the University leadership.

Action TakenPlan for establish high level

committee to determine how to:

• Increase strategic use and accountability of scholarship and remission awards

• Decrease Financial Aid and Scholarship award errors

• Decrease number of WUE scholarships

• Optimal organizational alignment for Financial Aid

Discussion Questions:• Are the EM principles the right ones? What are the possible

implications and impacts when we implement them?

• What are the likely impacts of: • Increasing non-resident + international enrollment to 30% • Greater selectivity of Freshman admission together with

proactive support for specially admitted students

• Does the "4 University" model represent a good concept for thinking about PSU’s EM strategy?

Thank you

Roy Koch, ProvostJackie Balzer, Vice Provost for Student AffairsSukhwant Jhaj, Director, University Studies