The document summarizes discussions from the LTIFS Forum on Enrollment Management as a Fiscal Strategy. It outlines recommendations to establish enrollment management principles, set targets for increasing non-resident, international, and minority student enrollment. It also recommends setting retention and graduation rate targets. The forum discussed aligning recruitment and retention activities with the university's mission and establishing a tuition management committee.

1. LTIFS Forum on Enrollment Management as a Fiscal Strategy.Roy Koch, ProvostJackie Balzer, Vice Provost for Student AffairsSukhwant Jhaj, Director, University Studies

2. Long Term Institutional Fiscal Strategies Committee (LTIFS)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 UtoDee Wendler, Jennifer Williamson, Mark Wubbold,Angela Wykoff.Consultants and Staff:David Burgess, Michael Fung, Cathy LaTourette, Mark Wubbold, Nancy Goldman

3. 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.

4. Committee ProcessCommittee 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.

5. Revenue per student FTE- Oregon is almost at the bottom of 50 states Minnesota $21,426 (44%)Average $14,058 (51%)TuitionState SupportSource: The Delta Project on Postsecondary Education Costs, Productivity, and Accountability. www.deltacostproject.orgOregon $10,891 (74%26%)

6. PSU revenue ($8,398) per student FTE is even worse. Lower than University of Oregon and OSU, and our peers. In ThousandsData taken from The Delta Project on Postsecondary Education Costs, Productivity, and Accountability. www.deltacostproject.org

7. Total dollars per FTE student at PSU have decreased ($764) and the State contribution continues to declineSource: The Delta Project on Postsecondary Education Costs, Productivity, and Accountability. www.deltacostproject.org

8. Total dollars per student FTE at U of O are higher ($11024), and have increased ($877).State support per FTE student has decreased and is less than that of PSU. Source: The Delta Project on Postsecondary Education Costs, Productivity, and Accountability. www.deltacostproject.org

9. Nationwide ObservationsShift from public funding to tuition and fees.

10. Students have an increasing financial responsibility for their education (market-based approaches to delivering education).

11. 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

12. PSU Observations and PredictionsMirrors nationwide trends but worse (total revenue per student FTE decreased)

13. Student demand for matriculation will continue to grow

14. State funded portion for higher education, on a per student basis, will not increase.

15. Market competition for students will continue to increase, both from our OUS peers and others

16. The city and the region will look increasingly to Portland State to support its economic, social and cultural development.Clustered RecommendationsCurricular efficiency and effectiveness as a fiscal strategy

17. Enrollment management as a fiscal strategy

18. Research as a fiscal strategy

19. Administrative organization and operation as a fiscal strategy

20. Partnerships as a fiscal strategy

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

22. Presidential Blueprint for the FutureProvide Civic Leadership Through PartnershipsLead 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.

23. Presidential Enrollment VisionUndergraduate EducationGraduate 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.Credentials to Advance Careers: Graduate programsneeded by the region.Globally Competitive Graduate Programs: Selective and Ranked Masters and Doctoral programs

24. Institutional Mission and University PrioritiesModel for EM PlanningEnrollment Management principles Overall Enrollment Goals/MixSenior LevelEnrollment Projections and TargetsRetention Projections and TargetsRecruitment and Retention PlansDivision/School LevelEM Operations: Policies, Procedures, Organizations, Technology, Facilities, PositionsRecruitment and Retention Tactics

25. Recruitment, Retention, and PersistenceLTIFS RecommendationAction TakenPSU Office of Student Affairs and CADS monitor, report, and make recommendations on PSU admission standards and practices in order to support student success (annually).The 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.

26. Recruitment, Retention, and PersistenceAction Taken: EM PrinciplesLTIFS 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.Enhance academic success, in particular retention and program completion.Supports key priorities of internationalization and diversity.Responds to the Metro region needs for educated workforce and civic leadership.Takes advantage of the network of higher education institutions to maximize educational opportunities and student success.Builds fiscal stability and sustainability for the University.

27. Recruitment, Retention, and PersistenceAction Taken: Student MixLTIFS 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.Undergrad 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 2018Enrollment Size: Historical trend approx. 500/yr , Projection approx. 325/yrFR class and underprepared, conditional admits: ideal cohort sizes for success

28. Recruitment, Retention, and PersistenceAction Taken: Recruitment TargetsLTIFS 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.Increase total number of non-resident enrollment from 19% to 21.5% by 2013Increase % of domestic non-resident new student enrollment: 100 additional new students/yearIncrease % of International new student enrollment: 100 additional new students/yearIncrease minority student enrollment from 19% to 25% by 2013Increase incoming HS GPA each year and decrease the number of underprepared/conditional admissions

29. Recruitment, Retention, and PersistenceAction Taken: Retention TargetsLTIFS 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.Increase FT FR to SO retention rate from 71.3% to 73.5% by 2013Increase JR TR retention rate from 80.2% to 86% by 2013Increase FT FR graduation rate (within OUS) from 39.3% to 42.5% by 2013Increase TR graduation rate (within PSU) from 64.6% to 66% by 2013

30. TuitionLTIFS RecommendationAction TakenThe 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.See 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.

31. TuitionLTIFS RecommendationAction TakenThe 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.Plan for establish high level committee to determine how to:Increase strategic use and accountability of scholarship and remission awards

32. Decrease Financial Aid and Scholarship award errors

33. Decrease number of WUE scholarships

34. Optimal organizational alignment for Financial AidDiscussion Questions:Are the EM principles the right ones? What are the possible implications and impacts when we implement them?

35. What are the likely impacts of:

36. Increasing non-resident + international enrollment to 30%

37. Greater selectivity of Freshman admission together with proactive support for specially admitted students

38. Does the "4 University" model represent a good concept for thinking about PSU’s EM strategy? Thank youRoy Koch, ProvostJackie Balzer, Vice Provost for Student AffairsSukhwant Jhaj, Director, University Studies