Academic Plan for Enrollment
CSU High Cost Majors
(500)
(1,000)
(2,000)
(2,500)
Chico
Channel Islands
Stanislaus
Sonoma
San Marcos
San Luis Obispo
San Jose
San Francisco
San Diego
San Bernardino
Sacramento
Pomona
Northridge
Monterey Bay
Maritime Academy
Los Angeles
Long Beach
Humboldt
Fullerton
Fresno
East Bay
Dominguez Hills
(1,500)
Bakers ield
Change in State Appropriations per FTE Change in State Appropriations per Since 2006-07 Change in state appropriations perFTE FTE since 2006-07
1,500
1,000
500
-
State Appropriations per Budgeted FTE State appropriations Appropropriations per FTE Cal Poly SLOPoly Since SLO State perBudgeted budgeted FTE Cal 2006-07 since 2006-07 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Capital Campaign Accomplishments • In the fiscal year 2013, the first year of the campaign, we exceeded our $40 million goal, having raised $42.6 million. • In the fiscal year 2014, the second year, Cal Poly raised $49.2 million. • We have significantly increased in person visits and improved our marketing and communication strategies.
Third Year Persistence Rates: Off-Campus and On-Campus
Sustainability for Cal Poly Facilities and Operations Report
http://afd.calpoly.edu/sustainability/docs/metrics/2014_sustainabilityreport.pdf
Partner School Attendees & Non-Partner School Attendees
Partner School Applicants/Attendees Partner School Applicants/Attendees Fall 2011 Fall 2012 Fall 2013 Applicants Enrolled Share of Enrolled Yield
3,724 459 10.6% 29.2%
4,414 390 10.5% 23.9%
5,845 583 12.0% 26.8%
Non-Partner School Applicants/Attendees Fall 2011 Fall 2012 Fall 2013 Applicants Enrolled Share of Enrolled Yield
29,277 3,857 89.4% 35.8%
32,527 3,311 89.5% 33.4%
34,557 4,288 88.0% 36.4%
Fall 2014 6,236 655 14.1% 27.0%
Fall 2014 37,574 4,004 85.9% 36.0%
Academic Planning UNIVERSITY STRATEGIC PLAN 1995 UPDATE
- - -
VISION 2022
ACADEMIC and ENROLLMENT PLANNING 1999-2000 ENROLLMENT GROWTH PLAN
- - -
ACADEMIC PLAN FOR ENROLLMENT, 2014-15
Focused Plans and Actions e.g., Campus Climate, Housing/Residential Community, Information Systems
PHYSICAL MASTER PLAN 2001 UPDATE
2009 VISION PLAN
MASTER PLAN UPDATE
Academic Planning and Master Planning Academic Plan •
Fall: Apply Vision 2022; analyze program assets, explore future opportunities
•
Winter: Complete Academic Plan for Enrollment, with other program implications
•
Spring: Develop phasing: two, five, ten and fifteen year actions
Master Plan •
Fall: Explore assumptions, constraints; campus and community outreach, advisory committees
•
Winter: Set master plan capacity; translate academic and support programs into facilities
– Spring, Summer: Draft Master Plan elements, Draft EIR
CSU Workgroup California State University Workgroup on Student Success Fees: http://www.calstate.edu/bot/notices/2014-09-12-10-Day-Notice-Student-Success-september-meetings.pdf
Economic Impact Total Current Economic Impact on SLO and Northern $1.414 Bn Santa Barbara Counties (FY 2012-2013) Impact on Tourism Including Retail Stores
$ 98.6 M
Student Expenditures in Local Community
$ 205.95 M
Tax Revenues Generated by Students
$11.7 M
No. of Jobs Created in Local Area
2,141
Pension Income and other investments from Cal Poly Retirees
$114 M
(500)
(1,000)
(2,000)
(2,500)
Chico
Channel Islands
Stanislaus
Sonoma
San Marcos
San Luis Obispo
San Jose
San Francisco
San Diego
San Bernardino
Sacramento
Pomona
Northridge
Monterey Bay
Maritime Academy
Los Angeles
Long Beach
Humboldt
Fullerton
Fresno
East Bay
Dominguez Hills
(1,500)
Bakers ield
Change in State Appropriations per FTE Change in State Appropriations per Since 2006-07 Change in state appropriations perFTE FTE since 2006-07
1,500
1,000
500
-
State Appropriations per Budgeted FTE State appropriations Appropropriations per FTE Cal Poly SLOPoly Since SLO State perBudgeted budgeted FTE Cal 2006-07 since 2006-07 10,000 9,000 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2012-13 2013-14
Capital Campaign Accomplishments • In the fiscal year 2013, the first year of the campaign, we exceeded our $40 million goal, having raised $42.6 million. • In the fiscal year 2014, the second year, Cal Poly raised $49.2 million. • We have significantly increased in person visits and improved our marketing and communication strategies.
Third Year Persistence Rates: Off-Campus and On-Campus
Sustainability for Cal Poly Facilities and Operations Report
http://afd.calpoly.edu/sustainability/docs/metrics/2014_sustainabilityreport.pdf
Partner School Attendees & Non-Partner School Attendees
Partner School Applicants/Attendees Partner School Applicants/Attendees Fall 2011 Fall 2012 Fall 2013 Applicants Enrolled Share of Enrolled Yield
3,724 459 10.6% 29.2%
4,414 390 10.5% 23.9%
5,845 583 12.0% 26.8%
Non-Partner School Applicants/Attendees Fall 2011 Fall 2012 Fall 2013 Applicants Enrolled Share of Enrolled Yield
29,277 3,857 89.4% 35.8%
32,527 3,311 89.5% 33.4%
34,557 4,288 88.0% 36.4%
Fall 2014 6,236 655 14.1% 27.0%
Fall 2014 37,574 4,004 85.9% 36.0%
Academic Planning UNIVERSITY STRATEGIC PLAN 1995 UPDATE
- - -
VISION 2022
ACADEMIC and ENROLLMENT PLANNING 1999-2000 ENROLLMENT GROWTH PLAN
- - -
ACADEMIC PLAN FOR ENROLLMENT, 2014-15
Focused Plans and Actions e.g., Campus Climate, Housing/Residential Community, Information Systems
PHYSICAL MASTER PLAN 2001 UPDATE
2009 VISION PLAN
MASTER PLAN UPDATE
Academic Planning and Master Planning Academic Plan •
Fall: Apply Vision 2022; analyze program assets, explore future opportunities
•
Winter: Complete Academic Plan for Enrollment, with other program implications
•
Spring: Develop phasing: two, five, ten and fifteen year actions
Master Plan •
Fall: Explore assumptions, constraints; campus and community outreach, advisory committees
•
Winter: Set master plan capacity; translate academic and support programs into facilities
– Spring, Summer: Draft Master Plan elements, Draft EIR
CSU Workgroup California State University Workgroup on Student Success Fees: http://www.calstate.edu/bot/notices/2014-09-12-10-Day-Notice-Student-Success-september-meetings.pdf
Economic Impact Total Current Economic Impact on SLO and Northern $1.414 Bn Santa Barbara Counties (FY 2012-2013) Impact on Tourism Including Retail Stores
$ 98.6 M
Student Expenditures in Local Community
$ 205.95 M
Tax Revenues Generated by Students
$11.7 M
No. of Jobs Created in Local Area
2,141
Pension Income and other investments from Cal Poly Retirees
$114 M
