1. Aligning Enrollment
Management with
Performance-Based Budget
Planning
Scott Marshall
Vice Provost for Academic & Fiscal Planning

2. What we’ll cover
• The early days
• Strategic Enrollment Management (SEM)
• Revenue and Cost Attribution Tool (RCAT)
• Performance Based Budgeting (PBB)
• Recently
• Integrated Planning of Enrollment and Budget (IPEB)
• next stepS?
• Academic and Program Assessment and Planning

3. Purposeful planning to shape and influence
enrollment to achieve student and
institutional success.
STRATEGIC
ENROLLMENT
MANAGEMENT
The Early Days

4. • FY13 Introduction
• SEM Plans
• MS Word Based
• Three Sections
I. Trends and Forecasts – quantitative and
qualitative
II. Plan Narrative – entirely qualitative
III. Future Changes – entirely qualitative
STRATEGIC
ENROLLMENT
MANAGEMENT
The Early Days

5. REVENUE AND COST
ATTRIBUTION TOOL
(RCAT)
The Early Days

6. Portland State University
Revenue and Cost Attribution Tool (RCAT) - Education and General Funds Only
Fiscal Year 2014-2015 - Fiscal Year End
REVENUE UNST HON IELP CLAS SSW
Tuition (Generated by Home College) 13,934,398$ 1,591,201$ 5,702,769$ 74,138,875$ 2,092,958$
Adjustment for Courses Instructed in University Studies (1,185,518)$ -$ -$ 935,956$ 454,630$
Subtotal: Tuition Attributed to College 12,748,880$ 1,591,201$ 5,702,769$ 75,074,831$ 2,547,587$
Unit Tuition Remissions -$ -$ -$ (26,675)$ -$
University Tuition Remissions (1,376,470)$ (139,625)$ (553,468)$ (7,695,150)$ (245,905)$
Bad Debt Related to Undergraduate Tuition Revenue (75,880)$ (7,697)$ (30,511)$ (424,204)$ (13,556)$
Net Attributable Revenue 11,296,530$ 1,443,880$ 5,118,790$ 66,928,802$ 2,288,127$
Tuition (Generated by Home College) 14,630$ -$ 136,833$ 12,234,790$ 6,324,433$
Subtotal: Tuition Attributed to College 14,630$ -$ 136,833$ 12,234,790$ 6,324,433$
Unit GA Fee Remissions (514,345)$ -$ -$ (2,866,092)$ (133,245)$
University GA Fee Remissions (228)$ -$ (3,160)$ (152,052)$ (73,393)$
Unit Tuition Remissions -$ -$ -$ (6,325)$ -$
University Tuition Remissions (428)$ -$ (5,947)$ (286,126)$ (138,109)$
Bad Debt Related to Graduate Tuition Revenue (101)$ -$ (1,405)$ (67,619)$ (32,639)$
Net Attributable Revenue (500,472)$ -$ 126,321$ 8,856,576$ 5,947,048$
UndergraduateGraduate/Professional
- Attribution, not Allocation
- Revenue – Tuition and State Funding
- Costs – Direct and Indirect
REVENUE AND COST
ATTRIBUTION TOOL
(RCAT)
Unit A Unit B Unit C Unit D Unit E

7. 2014-15 Actual Revenue to Expenditure Ratio
UNST HON IELP CLAS
Direct Expenditures per $1 of revenue $0.54 $0.50 $0.88 $0.58
Indirect Expenditures per $1 of revenue $0.16 $0.16 $0.21 $0.38
Total Expenditures per $1 of revenue $0.71 $0.67 $1.09 $0.96
FY15 Unspent Direct Expenditure Budget
per $1 of revenue
$(0.01) $(0.00) $0.04 $(0.01)
FY15 Unspent Indirect Expenditure Budget
per $1 of revenue
$0.03 $(0.00) $0.09 $0.04
FY15 Funded Expenditure Budget per $1
of revenue
$0.73 $0.66 $1.22 $0.99
REVENUE AND COST
ATTRIBUTION TOOL
(RCAT)
Unit A Unit B Unit C

8. The practice of developing budgets based on
the relationship between program funding
levels and expected results from that
program.
PERFORMANCE
BASED
BUDGETING
The Early Days

9. Authority of Academic Unit
INCREMENTAL
Coordination
Across Academic
Units Low
Low
High
High
ZERO-BASED
PERFORMANCE
BASED
RESPONSIBILITY
CENTERED
The Early Days

10. INTEGRATED
PLANNING OF
ENROLLMENT
AND BUDGET
(IPEB)
STRATEGIC
ENROLLMENT
MANAGEMENT
PERFORMANCE
BASED
BUDGETING
REVENUE AND COST
ATTRIBUTION TOOL
(RCAT)
recently
?

11. For FY16 Planning (so during FY15)
- Developed more uniform and systematic method
for understanding trends and setting forecasts.
- Directly linked SEM to PBB
- Build Structure, Process and Tools for IPEB
INTEGRATED
PLANNING OF
ENROLLMENT
AND BUDGET
(IPEB)
recently

12. Provided to Academic Units:
Five year term-by-term student credit hour trends by
department.
STRATEGIC
ENROLLMETN
MANAGEMENT
Stude
nt
Level 2010 2011 2012 2013 2014 2015 2015 Plan
2016 5 YR
Trend
2016 Unit
Forecast -
Enter either
Trend or
Adjusted
SCH 2010 2011 2012 2013 2014 2015 Plan
2016 5 YR
Trend
2016 Unit
Forecast -
Enter either
Trend or
Adjusted
SCH Forecast
I -- Institutional (PSU) Civil Engineering UG 364 334 245 342 271 362 314 335 271 1,893 1,567 1,785 1,970 2,289 2,561 2,379 2,289
I -- Institutional (PSU) Civil Engineering GR 118 100 171 143 89 107 97 102 89 686 813 706 610 725 705 658 725
I -- Institutional (PSU) Computer Science UG 1,003 995 987 1,368 1,187 1,588 1,200 1,641 1,187 4,351 4,474 4,632 5,642 4,980 5,004 5,786 4,980
I -- Institutional (PSU) Computer Science GR 237 253 229 272 334 369 232 393 334 1,011 957 800 986 1,107 1,035 1,061 1,107
I -- Institutional (PSU) Elect and Computer EngineerUG 527 544 483 315 384 425 645 329 384 2,834 2,765 2,853 3,076 2,831 3,673 2,994 2,831
I -- Institutional (PSU) Elect and Computer EngineerGR 112 258 273 303 362 338 213 382 362 1,411 1,464 1,771 2,116 2,427 1,815 2,911 2,427
I -- Institutional (PSU) Engineering ManagementUG - 4 4 - - 4 - 1 - 20 20 33 9 8 - 4 8
I -- Institutional (PSU) Engineering ManagementGR 379 292 339 269 254 372 329 328 254 883 849 911 859 930 1,168 928 930
I -- Institutional (PSU) Engr & Applied Sci UG 168 104 156 132 112 108 199 112 112 562 766 843 664 824 1,751 901 824
I -- Institutional (PSU) Engr & Applied Sci GR 4 4 - 4 4 12 - 11 4 2 16 3 8 8 - 9 8
I -- Institutional (PSU) Mechanical EngineerUG 24 156 152 185 190 72 149 112 190 2,078 2,218 2,220 3,080 2,925 2,914 3,527 2,925
I -- Institutional (PSU) Mechanical EngineerGR 35 39 37 44 24 25 27 22 24 425 330 362 404 510 419 504 510
I -- Institutional (PSU) Systems EngineeringUG - - - - - - - - - - - - - - - - -
I -- Institutional (PSU) Systems EngineeringGR - - - - - 4 - 3 - - - - - 4 18 4 -
H -- Challenge Link ProgramComputer Science UG - - - - - - - - - - 80 144 284 386 258
Q -- MCECS Restricted Diff TuitionComputer Science UG 128 - - - - - - - 293 48 - - - - -
Q -- MCECS Restricted Diff TuitionElect and Computer EngineerUG 104 - 112 - - - - - 104 88 - - - - -
Q -- MCECS Restricted Diff TuitionEngr & Applied Sci UG - 4 4 4 - - - - 136 4 - - - - -
Q -- MCECS Restricted Diff TuitionEngr & Applied Sci GR 20 8 4 8 12 - 4 - - - - - - - -
Q -- MCECS Restricted Diff TuitionMechanical EngineerUG 72 - 32 - - - - - - - - - - - -
Q -- MCECS Restricted Diff TuitionSystems EngineeringUG - - - - - - - - - 4 - - - 1,192 - -
Q -- MCECS Restricted Diff TuitionSystems EngineeringGR 45 24 19 28 4 - - - 57 101 27 18 39 1 -
Total SCH 3,340 3,119 3,247 3,417 3,227 3,786 3,405 3,775 3,211 16,746 16,484 17,026 19,586 19,891 22,255 22,053 19,822
Campus Department
Summer Fall
Actions by Academic Units:
Based on previous year’s budget, Academic Units forecast
enrollments for each term and total for next academic year.
recently

13. Student Credit Hours 2017 (Strategy based Adjustment data from above) Change in Student Credit Hours 201
FUNDABLE NONFUNDABLE FUNDABLE
LD UD GR PhD LD UD GR
2017 2017 2017 2017 2017 2017 2017
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
- - - - - - -
TOTAL -
STRATEGIC
ENROLLMENT
MANAGEMENT
PERFORMANCE
BASED
BUDGETING
Output from Enrollment Planning:
Total forecasted change in SCH by student type for the
academic unit.
Input to Budgeting:
Forecasted SCH change from year to year for ALL academic units
entered into Revenue and Cost Attribution Tool to forecast overall
revenue for Academic Affairs.

14. PERFORMANCE
BASED
BUDGETING
recently

15. 1st Budget Adjustment:
Budget plus or minus.
2nd Budget Adjustment:
Exceed, meet or fall short of
revenue requirement.
3rd Budget Adjustment:
Reallocation based on next year’s forecasts and
resource needs.
3% Base FY16
Expenditure Budget2
FY16 Based
Performance
Adjustment3
FY16 to FY17 Based
Reallocation of Funds4
recently
School/College FY16
Total Fund
Expenditure
Budget1
3% Base FY16
Expenditure
Budget2
FY16 Based
Performance
Adjustment3
FY16 to FY17
Based
Reallocation of
Funds
4
Budget Request
from Resource
Plans
Targeted Funds
in the General
Fund
University
Strategic
Investments
Total Expenditure
Budget
5
Difference ($):
FY17 Total
Expenditure to
FY16 Total
Expenditure6
Difference (%):
FY17 Total
Expenditure to
FY16 Total
Expenditure7
University Studies 8,670,823$ 260,125$ 117,196$ (40,000)$ 9,008,144$ 337,321$ 3.9%
Honors 1,005,265$ 30,158$ (12,225)$ 15,000$ 1,038,198$ 32,933$ 3.3%
College of Liberal Arts & Sciences 60,049,858$ 1,797,781$ (101,707)$ (113,656)$ 128,872$ 61,637,330$ 1,587,472$ 2.6%
Intensive English Language Program 4,453,887$ 133,617$ (444,636)$ (100,000)$ 4,042,868$ (411,019)$ -9.2%
School of Social Work 7,306,464$ 219,194$ (61,878)$ 55,000$ 92,500$ 7,611,280$ 304,816$ 4.2%
College of the Arts 11,756,248$ 352,687$ 142,808$ 180,000$ 12,431,744$ 675,496$ 5.7%
Graduate School of Education11
13,473,352$ 404,201$ 60,648$ (600,000)$ 13,338,201$ (135,151)$ -1.0%
Maseeh College ofEngineering & Computer Science 17,984,307$ 518,831$ (26,362)$ 525,000$ 718,115$ 189,212$ 19,219,149$ 1,234,842$ 6.9%
College of Urban & Public Affairs10
20,311,074$ 600,875$ (34,045)$ -$ 290,787$ 20,886,777$ 575,703$ 2.8%
School of Public Health10
502,700$ 15,081$ 16,907$ 200,000$ 734,688$ 231,988$ 46.1%
School of Business Administration 17,747,637$ 532,429$ 235,548$ (242,500)$ 18,273,114$ 525,477$ 3.0%
Subtotal
Academic Units 163,261,615$ 4,864,978$ (107,744)$ (121,156)$ 92,500$ 1,137,774$ 189,212$ 168,221,493$ 4,959,878$ 3.0%
Final FY17 Expenditure Budget
Academic Units

16. INTEGRATED
PLANNING OF
ENROLLMENT
AND BUDGET
(IPEB)
STRATEGIC
ENROLLMENT
MANAGEMENT
PERFORMANCE
BASED
BUDGETING
REVENUE AND COST
ATTRIBUTION TOOL
(RCAT)
recently

17. UNIT AND
PROGRAM
SITUATION
ASSESSMENT
INTEGRATED
PLANNING OF
ENROLLMENT
AND BUDGET
(IPEB)
Program
Competitiveness
Assessment
Annual
Enrollment
Planning
Annual
Resource
Planning
Academic Unit
Fiscal Health
Academic
Program Quality
Fiscal Health Ratios:
•Instruction/Net Revenue (%)
•Administration/Net Revenue (%)
•Instruction/Research Funding (%)
•Administration/Research Funding (%)
Comparative Program Assessment:
•Enrollment Trends, HC, 3 years (%)
•Completion, HC, 3 years (%)
•Size, HC (#)
•Net Contribution [Gross Revenue –
Instructional Direct Expense] ($)
Output:
•Strategic Enrollment Plan – next FY
•Two year Projection – 2nd & 3rd FYs
•Plan by College(School)/Department
Strategic Decisions:
•Changes in Investments
Growing and Declining
Programs
Retention and Completion
Goals
BasisforResourcePlanning
Informs Resource
Planning
In-Depth Academic Program Review:
•Every 5 years
•Internal Assessment
•External Review
•Action Plan and Follow Up
NEXT STEPS?

18. NEXT STEPS?
Program
Competitiveness
Assessment

19. Scott Marshall
Vice Provost for Academic & Fiscal Planning