1. Winter Symposium January 20, 2011

2. Why are we here today? To discuss ways that we can take control of our future and make the outcomes we desire more likely

3. What do we hope to accomplish today? A common understanding of our situation, especially the external forces A sense that we can control our future Some strategies by which that can occur Specific activities that can lead to better control (and a better University) What environment is necessary so everyone can commit to the strategies and be confident of the outcomes

4. Plan for the day Brief presentations o Current and expected future conditions o Strategies and activities to change that situation Discussion of the implications of those actions Discussion of specific actions and what is required to undertake those actions Discussion of how we can articulate a collective understanding and accountability – an agreement - for the future

5. A few comments about today’s work This is a conversation about how we ACHIEVE the future vision we all share We have the 5 guiding themes Initiatives underway supporting those themes This is a discussion about how to accomplish our goals Builds on the work of LTIFS Based on preliminary meetings with faculty

6. What do we want to achieve as an institution? Some specific indicators of our success Improved student success Expanded research and scholarship Enhanced engagement with the community Improved academic reputation Greater faculty and staff satisfaction

7. What investments do we need to make? Enhance the effectiveness of academic programs Increase full time and tenure line faculty Improve faculty and staff compensation Strategically invest in selected programs Enhance students, academic and administrative support Improve student advising Strategically increase student financial support Improve research infrastructure Improve academic and administrative support

8. Current trends in public higher education Funding for public higher education is decreasing nationally Funding for higher education in Oregon has decreased significantly, is at a low level nationally and is not expected to increase Funding per student at Portland State is low, nationally and in comparison to OSU and UO Tuition is the largest (and growing) portion of funding

9. 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 www.deltacostproject.org

10. PSU Revenue ($9,591 in 2008) is more the $2,000 less per student FTE than UO Data taken from deltacostproject.org 1987-2008 database

11. Portland State University Funding Sources 2009-2010 (In Millions)

12. Summarizing our current situation ObservationsConclusion PSU’s current funding makes it difficult for us to achieve our goals We need to increase our funding per student to have an increment for investment There are significant demands on a reduced state budget No expectation for significant increases in state support in the next 5 to 10 years Tuition is the largest source of funding for core operations and is growing in importance We have to increase the tuition pool We have to use those resources wisely

13. How do we acquire the additional financial resources we need? LTIFS made recommendations that can be categorized in several fiscal strategy clusters: Enrollment Management Curricular Efficiency and Effectiveness Research and Strategic Partnerships Administrative Organization and Operation

14. How do we acquire the additional financial resources we need? LTIFS made recommendations that can be categorized in several fiscal strategy clusters: Enrollment Management Curricular Efficiency and Effectiveness Research and Strategic Partnerships Administrative Organization and Operation

15. OAA Strategies for an Academically and Fiscally Sound Organization

16. The important “take away” messages We need additional financial resources to accomplish our goals of improved student and faculty success and expanded institutional impact Tuition is the largest single source of revenue to support core activities - and it is growing We have substantial control over how much tuition we generate and how we use that revenue

17. Strategic Enrollment Management [SEM] What is it? “a crucial element of planning for new growth at a university or college as it concerns both academic program growth and facilities needs. SEM focuses on what is best for students' success while increasing enrollment numbers and stabilizing institutional revenues.” Source – Wikipedia

18. What is it not? a quick fix an organizational structure or a financial drain on the institution an enhanced admissions and marketing operation an administrative function separate from the academic plan and mission of the institution Strategic Enrollment Management [SEM]

19. Recent SEM steps in OAA Student Success Begun an analysis of fiscal impact of enrollment scenarios over a 5 year period using a tool generated in OIRP. -Overall Growth -Student Mix -Student Retention

20. Representative Examples – Orientation Presented in 2010 dollars Model shows revenue only Assumption of flat level of state appropriation

21. Metrics $/Student FTE. Historically low at PSU. Total increase in dollars per year associated with growth. Case can be made to increase both

22. Retention Target in this scenario is a 3% increase for resident students/5% for non-residents

23. Retention Target is a 3% increase for resident students/5% for non-residents

25. The scenarios all lead to an increase in Total $/Year Scenarios where we can generate $25 -50 million in yearly revenue - with associated costs Growth in resident students (strategic) Retention rates for resident and non resident students

26. We can increase $/Student FTE Increase in state appropriations Tuition increases Increase in % of non resident students. SOBERING perspective – increase < $1,000 Need to maximize benefit of overall gain in yearly revenue (examine costs and efficiencies)

27. Costs - Strategies to maximize net gain from an increase in Total $/Year University Efficiencies Space (office, research, classrooms) Structure and organization Curricular efficiencies

28. Curricular Efficiency Instructional Cost Space Cost Student Success What if we optimize space utilization?  What if we increase percentage of courses using technology mediated learning?  What if we increase capacity and enrollment in high-cost programs?  What if we increase average class size? 

29. Curricular Effectiveness Instructional Cost Space Cost Student Success What if we improve student success resulting in higher retention and graduation rates?  What if we improve student success in high DWF “killer courses”?  What if we assist students in developing a financial plan to support their academic plan ? 