• Implementation of the University Studies Program in Fall 2004.

Now in its tenth year of operation, the Program has received national recognition from higher education organizations and external funding in support of curricular reform.

• Growth in the undergraduate student population from 10,283 in 1994 to 15,917 in Fall 2003.

More than 40 undergraduate majors and certificate programs are now available to students. In keeping with the NWCCU recommendations of 1995, only one new major program has been added in the past ten years.

• Growth in graduate student enrollment from 4,143 in Fall 1994 to 5,113 in Fall 2003.

Portland State has the largest graduate enrollment in the Oregon University System with ten doctoral, 58 master's, and 28 certificate programs available. Contrary to recommendations resulting from the 1995 accreditation review, the number of graduate programs has increased during the past decade. The expansion of graduate programs and graduate enrollment reflects two demands: increasing interest in advanced education in the region and the need for university graduates in specified areas to enhance the state's economy and meet demands for greater research capacity in the metropolitan area. Graduate programs in Business Administration, Urban Studies and Planning, Public Health, and Social Work are nationally ranked.

• Expansion in the number of off-campus and non-traditional offerings through distance delivery, Summer Session offerings, technology-mediated courses, and other variable formats.

The University is delivering more courses on-line, either in total or in part, and offering degree completion options at or near area community colleges. In keeping with President Bernstine's Internationalization Initiative, degree programs are offered via distance delivery to other countries. Summer Session and non-degree programs have also expanded.

• Establishment of campus-wide student learning assessment.

This initiative has resulted in a variety of data collection analysis methods, and results are being used to enhance curriculum and teaching in a number of departments. Assessment is a key feature of the institution's culture of evidence that has guided campus planning and other institutional effectiveness processes.

Challenges

• Managing growth.

Enrollment growth has occurred during a period of declining state support. In response, the University has made a shift toward hiring more fixed-term, annual contract faculty as compared to tenure-related faculty. Concerns about quality and effectiveness have prompted discussion at all levels of the institution. Enrollment planning includes consideration of the appropriate balance of faculty in these categories and the appropriate mix of faculty for graduate and undergraduate programs.

• Space and facilities constraints.

State appropriations for capital construction have been minimal as student enrollments across the Oregon University System have grown. Portland State has attempted to address these constraints through delivery of off-campus and technology mediated instruction, but new construction, renovation, and maintenance of existing facilities are necessary to meet the demands of continued growth.

• Budget and resource constraints.

Declining budgets and resources have affected the implementation of campus initiatives and prompted the University to examine curricular and co-curricular offerings to ensure quality and effectiveness. For example, the Faculty Senate appointed an ad hoc committee in 2005 to examine the general education program and its integration with the broader curriculum.




Back To Top
Click the below links to access sub-sections.