The Lumberjack



Students Serving The Cal Poly Humboldt Campus and Community Since 1929

Tag: enrollment decline

  • Finalized census shows only 2% growth this fall, yet administration remains confident

    by Brad Butterfield

    Cal Poly Humboldt’s official census has been finalized and shows a one year increase of 118 students, or a 2% growth compared to last fall. The increase is important for the new polytechnic, which hasn’t seen consecutive growth in over seven years. The university is far below the projected 2,000 more students that were expected this fall semester. Because of the far-off prediction, over half a million dollars in Associated Student funded programs has been cut and millions dollars of funding may be withheld by the CSU for the next school year. What caused this gross over-prediction? What is the administration planning to do about it? And, maybe most critically, why does the school need to grow anyway?

    The projection for 2,000 additional students this fall arose primarily due to a record 86% surge in freshman applications. 

    “It really did look like it could be possible,” said Chrissy Holliday, Vice President for Enrollment Management and Student Success, regarding the expected inflow of students this fall. “What’s less known is how serious students are in the very beginning about an institution that’s just changed its identity,” Holliday added. 

    Cal Poly’s Humbodt’s recent transformation to become California’s third polytechnic has rendered the historical data typically used to predict enrollment, unuseful. As the school is changing, so are students’ behavior in response to it. In understanding how the university operates, it is useful to compare it to the way businesses function.

    “Think about companies that shift their identity or create something completely different that they’re putting into the marketplace, whether it’s a new brand or a new product,” said Holliday. “You never know right in the beginning exactly what reaction is going to be and then you start setting new baselines and adjusting to that.” 

    2,000 new students was both a worst and best case scenario for the university, which has promised to grow, but has not yet completed the planned infrastructure projects to support such an influx of new students. 

    “We planned for everything on the continuum. The worst possible thing would be to have growth like that and not be prepared for it right. You can imagine the chaos that would have ensued,” said Holliday.

    Cal Poly Humboldt is 2,473 students under their target for this fall, which could lead to 3.4 million dollars in funding being withheld by the CSU.

    “It’s a budget challenge we’re planning for. We knew that that was a possibility,” said Holliday.

    Additionally, the school spent over a million dollars on a contract with the Comfort Inn to house students, with hundreds of bed spaces on campus vacant. Further, the inaccurate enrollment estimation means that Associated Student funded programs have been cut by $528,717. This includes major cuts to the children’s center, government and even the university’s pool. 

    Still Cal Poly Humboldt is faring much better than most other schools in the CSU system.

    “If you look at all the CSU for this fall, headcount is actually down across the CSU and their full time enrollment, the resident ‘FTES,’ grew by about 1%, where for us that was 3.4%,” said Holliday. 

    In an effort to spread the word about the new polytechnic in northern California, the university has ramped up its advertising efforts. This includes the deployment of recruiting staff across California, digital advertising, improving communications and increasing engagement with prospective students, allowing ‘instant admissions’ for eligible students, enhancing the community college to Cal Poly Humboldt pipeline, increased presence at college fairs and streamlining the admission process.

    It appears that two statements are congruently accurate. The university will grow because it is now a polytechnic, and the school must grow because it is now a polytechnic. In fact, Governor Gavin Newsom and the state legislature approved $433 million in initial funding for polytechnic transition and $25 million per year thereafter. The pressure to grow is evident.

    “There’s definitely pressure because we put forth this polytechnic transformation, right, and said, ‘This is what we’re going to do,’” said Holliday. “There’s definitely a responsibility to follow through on what we promised.” 

    In spite of the low enrollment numbers this fall, Holliday remains confident that the school will achieve their overarching goal of 11,000 students by 2028.

    “I have zero doubt that we’re going to meet the targets that we have in the out years,” said Holliday.

    Holliday went on to explain that gradual growth will allow for changes to be done in a way that doesn’t take away the aspects of Humboldt county and campus life that separate the Lumberjack’s campus from any other. 

    “The more steady growth that we’re seeing currently gives us that time to make sure we don’t lose those things that helped make us special,” said Holliday.

  • HSU Projecting Grave Hit to Enrollment for Fall Semester

    HSU Projecting Grave Hit to Enrollment for Fall Semester

    Freshman class projected to shrink, number of academic departments to be reduced

    For the latest information, see our story here.

    Update 11:10 a.m.: a second email sent yesterday from College of Natural Resources Dean Dale Oliver and obtained by The Lumberjack makes similar points but does not give a specific number to the expected enrollment drop for fall beyond noting that a 15-20% drop was expected prior to the COVID-19 outbreak. We will update this story when we have confirmed the numbers below. The second email is pasted below.

    Humboldt State University has issued a budget directive to take immediate action to prepare for the fall semester, including the freezing of open staff positions and the reduction of the number of academic departments, according to an email sent to faculty and staff of the College of Arts, Humanities and Social Sciences Tuesday morning.

    The email, sent by Interim Dean of CAHSS Rosamel Benavides-Garb, projected a freshmen class for fall 2020 of around 500 students, down from around 1,400 students five years ago and down from around 1,000 students for fall 2019.

    “The scale and impact of our current predicament is grave and as a result our budgetary practice has to be reconsidered and reformulated based on the simple equation of demand and resources,” the email said. “We have become, de facto, a much smaller institution, which compels us to undertake a comprehensive reset at HSU.”

    The email listed six directives, including requests to freeze all vacant staff positions, reduce the number of academic departments and develop online programs for current and transfer students to complete their degrees.

    The email promised to make the process consultative and sustainable.

    “We remain committed to “the student first” approach,” the email said, “and are extremely aware of the critical importance, now more than ever, of issues of social justice, equity, and inclusion in all we do.”

    The full email is copied below:

    Dear CAHSS Colleagues,

    On April 2, the deans of all three academic colleges received new administrative directives from Interim Provost Lisa Bond-Maupin regarding the coming academic year. The directives are a call to action, issued in response to the budget and recruitment/retention reality at HSU. The Interim Provost reiterated these directives yesterday, Monday, April 6 in her Provost/VPAA Report to the senate.

    As we all know, our student enrollment has been declining for several years and the institutional budget has been negatively impacted. The administration’s efforts to address the problem must now be reframed in light of new and profound challenges the current COVID-19 pandemic poses for HSU, and the CSU system in general.

    We are projecting a freshmen class of 500~ students across all three colleges. Five years ago, the freshmen class numbered 1,400+ students. The scale and impact of our current predicament is grave and as a result our budgetary practice has to be reconsidered and reformulated based on the simple equation of demand and resources. We have become, de facto, a much smaller institution, which compels us to undertake a comprehensive reset at HSU.

    The Interim Provost has directed the three academic deans to reduce spending and grow retention/recruitment. Her directives require our college to implement the following action areas immediately:

    1. Freeze all vacant staff positions: This is indefinite or until each college develops a plan to organize staff support within colleges and across colleges.

    2. Reduce the number of academic administrative units (departments): This needs to be planned immediately and be in place for this next fiscal year so we are reorganized starting fall 2020.

    3. Develop online degree completion opportunities for certain existing majors in the last two semesters of their programs.

    4. Develop two-year degree online completion opportunities for transfer students of certain majors beginning fall 2020.

    5. Develop a partnership with CEEGE related to workforce development, responding particularly to a post COVID-19 context.

    6. Integrate the Center for Teaching and Learning (CTL) in the development and implementation of new teaching capacity.The Interim Provost has also indicated that she expects this process to be:

    The Interim Provost has also indicated that she expects this process to be:

    · Consultative with unit leadership.

    · Consultative and collaborative across colleges.

    · Sustainable by creating new retention and recruitment opportunities.

    The deans of the three colleges have already begun discussing the directives. I have also initiated planning within CAHSS, in collaboration with the three associate dean fellows, and will continue to discuss budget with the chairs. We will move forward together, exploring multiple budget management opportunities to make our colleges strong and resilient in the face of present and future challenges. We can also regard these adjustments as unique opportunities to explore new and exciting programs to attract and serve our ever-diverse student population in a shifting and challenging workforce environment. We remain committed to “the student first” approach and are extremely aware of the critical importance, now more than ever, of issues of social justice, equity, and inclusion in all we do.

    Sincerely and in solidarity,

    Rosamel

    Email from CNRS Dean Dale Oliver:

    April 6, 2020

    CNRS Faculty and Staff

    Dear Colleagues,

    Earlier today Interim Provost Lisa Bond-Maupin sent out her report to the HSU University Senate in preparation for Tuesday’s meeting.  Included in her report was a call for collective action to prepare for fewer students and fewer resources in the next academic year.  I’ve pasted the relevant section of the Provost’s report below my signature.

    Current estimates indicate we could have 20% fewer students in Fall 2020 that we had in Fall 2019.  This reduction is significant, and we must plan over the next weeks and months so that those students who start or continue with us in the fall experience high quality, engaged learning that will prepare them well for STEM professions and advanced study.

    Three items from the Provost’s report that I want to highlight are personnel, administrative re-structuring, and online education.

    Personnel: Although we will be finishing out the two faculty searches currently underway, and ensuring we have sufficient temporary faculty to deliver our curriculum, all other hiring is frozen for the moment, including those which are currently vacant and those which will soon be vacant due to expected retirements. Through improving business processes, realigning and reorganizing staff positions, and targeting professional development we will find a way to support our educational enterprise without hiring additional personnel.  This work will be both necessary and challenging, and require collaboration with relevant unions and careful consideration of multiple factors.

    Administrative restructuring: At the Dean’s level we were already planning a partial re-assignment for Associate Dean Rick Zechman to manage the marine lab while marine lab director Brian Tissot transitions from full-time director to FERP faculty.  We are also being asked to reduce the number of administrative units in the college, meaning that some departments will be merged or reformed.  This work will be done in close collaboration with the CNRS Council of Chairs and the other two academic deans.

    Online Education: There are some programs in CNRS for which one of the following scenarios might make sense:  provide an online degree-completion option for a group of students who have a year or less left to complete their degree; provide a degree-starter program for a group of first year (or transfer) students to get started with HSU from home during the fall 2020 semester, and then begin on campus in Spring 2021; provide more online sections of general education courses for undeclared students or majors from outside CNRS.  For the moment, I recommend that faculty discuss within their departments whether one or more of these scenarios might be appropriate for their program.

    For this week I am collaborating with the Provost’s office, with the other academic deans, and with a working group of CNRS Chairs to create possible models for administrative restructuring that can then be discussed among all of the CNRS chairs the following week.  Relatively soon I will also set up a mechanism by which input can be given from across the college.

    We face a significant challenge as a college and university over the next few months and years, but I am confident that we will find solutions that serve our students and the citizens of California well.  My confidence rests solidly on the incredible talent, dedication, and creativity of our faculty and staff, whom I am proud to serve.

    Best wishes, safety, and health to you and your families,

    Dale R. Oliver, Dean

    College of Natural Resources and Sciences

    From Interim Provost Lisa Bond-Maupin’s report to HSU’s University Senate, April 6, 2020

    Realignment of Spending with Reduced Revenue

    In addition to supporting instructional continuity and Academic Master Planning, our division leadership is turning our attention to budget planning for next fiscal year and beyond. Prior to COVID-19, our enrollment picture for next academic year was apparently trending toward a 15-20% fall-to-fall (one year) student headcount decline. We were likely headed toward a reduction to the HSU budget for next fiscal year that was double that anticipated when the URPC created its annual budget recommendations to President Jackson.  While the college-going enrollment impact of the pandemic is unknown for all in higher education across the nation, it is clear that the CSU and HSU will experience further decline in student enrollment. Given the enrollment challenges felt across the state, it is likely that impaction at our southern campuses will be lifted. It is highly likely that more students will choose for financial and other reasons, in the shorter term at least, to remain at home or closer to home to study. 

    While we await the release of up-to-date enrollment projections and budget information, Academic Affairs is implementing a few immediate strategies toward student retention and recruitment on the heels of the pandemic and toward further reducing our spending. As we do so, we are guided by the URPC principles and our own commitments to meeting the instructional needs of our students and protecting employment. In addition to continuing to adjust our academic offerings for Fall, immediate strategies also include: 

    • Working with each dean and director to reduce budget allocations for FY 21 

    • Freezing hiring in all open staff positions for now and planning to absorb staff attrition

    • Working collaboratively with staff within and across colleges and budget units in Academic Affairs to reimagine and reorganize our staff support 

    • Working collaboratively with department chairs and faculty to condense the number of separate academic administrative units in the colleges 

    • Working within the Office of the Provost to realign and reorganize staffing

    • Identifying academic programs ready to continue to offer upper division major courses online into next year and beyond to: a) help students in their final semesters to study from home and complete their degrees, and b) offer new transfer students an opportunity to complete their degrees online 

    • Identifying a COVID-era retention specialist in Academic Affairs who will support the continued offering of all existing retention efforts in a virtual format and will work in collaboration with ODEI to implement inclusive retention practices at a distance. 

    Each one of us will be implicated in and needed for this work. It is tough and unavoidable at this time. Each one of us has a very important role to play, now, more than ever in maintaining close connections with our students, helping them to problem-solve their educational needs and connect to resources and to stay connected to HSU. We need our students. And I think we are finding in their response to our transformed instruction – they need us. This powerful connection will ultimately move HSU through and beyond this tough moment in our collective history to the future we envision. Thank you.