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Three Essays on the Impact of Cost-Saving Strategies on Student Outcomes.

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Revenue structure, revenue diversfication, and severe economic downturns: Using ordered response models to predict public research university credit ratings

Patrick Pauken, Advisor Few research studies have examined reasons why students choose to attend small, private universities, and even fewer have captured the selection criteria of the students in a qualitative manner (Carr, 2012; Pampaloni, 2010). This study sought to identify reasons why students chose a small, private university, particularly students who chose not to participate in intercollegiate athletes or performing arts. Using a qualitative framework, the researcher conducted 26 semi-structured, in-person student interviews. The findings of this study contribute to the scholarly literature on the topic of enrollment management at private universities in terms of insight and strategies that can increase university enrollment. The researcher sought to explore students’ opinions about factors that were important to them in selecting their institution of choice. Ten primary themes emerged from the interviews: (1) Aspects of affordability and scholarships were important for attending Surreal University (SU). (2) The ability to participate not only in athletics or performing arts programs but also in other activities was significant to attend SU. (3) Academic programs were cited by 20 of the 26 students as very important in their selection process. (4) Students cited the importance of internships that are built into the curriculum at SU. (5) Proximity to the university was important to students. (6) All but 2 of the 26 students interviewed began their college search via the university’s website. (7) Students indicated that the university’s offering of dual enrollment programs at local high schools was important. (8) Students cited local proximity to SU as a reason for their choice primarily because

What Attracts Students To A Small, Private University?

OF DISSERTATION STRATEGIES UNDER STRESS: HOW SENIOR STUDENT AFFAIRS OFFICERS ARE MANAGING IN THE MIDST OF INSTITUTIONAL RETRENCHMENT Higher education had been one of the highest funding priorities in most states, however, in recent years, governors and state legislators have focused their efforts in higher education on cutting budgets to deal with historic gaps in revenue. As a result, university administrators have been challenged to modify their institutions’ academic programs, administrative units, and student affairs operations to contain costs and increase revenue. This study examined the extent of financial challenges faced in student affairs divisions at four-year, state-supported institutions during the period between 2008 and 2012 and the strategies utilized by senior student affairs officers to manage them. A researcher-developed online survey instrument was used to collect data from senior student affairs officers at four-year, public institutions of higher education which were members of Student Affairs Administrators in Higher Education (NASPA). The questionnaire was designed to gather information regarding the impact of institutional financial constraints on student affairs units and the resulting student service area changes, funding shifts, and leadership engagement and knowledge in budgeting. Descriptive statistics and a thematic analysis were used to examine the data which showed that, while student affairs units had experienced decreases in institutional support during the timeframe investigated, university financial constraints did not have a significant impact on eliminating or creating student affairs services. The student affairs services most often reduced were career development, college or student unions, and dean of students. Findings also indicated counseling and psychological services, recreation and fitness programs, residence life and housing, and disability support services were most frequently increased. The most frequent shift in student affairs funding to mitigate fiscal stress was through internal reallocation followed by establishing or increasing a mandatory or user fee. Counseling and psychological services, health services, college or student unions, and recreation and fitness programs were services most frequently identified as experiencing a funding change. The results encourage senior student affairs officers to find a balance of new funding opportunities while also being effective and efficient with reductions to programs and services.

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Strategies under stress: how senior student affairs officers are managing in the midst of institutional retrenchment

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Programs of Study as a State Policy Mandate: A Longitudinal Study of the South Carolina Personal Pathways to Success Initiative. Technical Appendix B.

William Zumeta is professor of public affairs and higher education at the University of Washington where he directs the Ph.D. program in Public Policy and Management and is co-director of the interdisciplinary Collaborative Researchers for Education Sciences Training (CREST) program, sponsored by the U.S. Department of Education. He is also a senior fellow at the National Center for Public Policy and Higher Education and a fellow of the TIAA-CREF Institute. He was president of the Association for the Study of Higher Education in 2009–10 and now serves on the ASHE board as Immediate Past President. Zumeta researches and writes about higher education and public policy including finance and budgeting, accountability, labor market linkages, and interactions with the private sector. Numerous state and federal agencies, private foundations, and national associations have supported his work.

Alicia Kinne

Papers

The Recession Is Not Over for Higher Education