Meeting Date: 
February 23, 2023
02/23/2023 8:30 am to 9:30 am
Zoom Meeting
  1. CIM Proposals
    • Reorganization and Name Change: College of Public Health and Human Sciences, Key #255 – New Miscellaneous Proposal
      • Guests – Laurel Kincl, Brian Primack, Lisa Silbernagl
  1. Chair’s Review of Committee Activities
  1. Report Back from University Budget Advisory Committee
  1. Other
  1. Adjournment

Voting members present: Ashton Cummings, Mary Gardner, Natasha Gaspar, Joseph Page, Shawn Tucker
Voting members absent: Frank Chaplen, Jeff Luck, Filix Maisch
Ex-Officio members present: Budget & Resource Planning Office - Sherm Bloomer
Guests present: Laurel Kincl, Brian Primack, Lisa Silbernagel, Yvette Spitz


CIM Proposals

  • Reorganization and Name Change: College of Public Health and Human Sciences, Key #255 – New Miscellaneous Proposal
    • Guests – Laurel Kincl, Brian Primack, Lisa Silbernagel
      • For the last decade, enrollment for the College of Public Health & Human Services (CPHHS) has slowly declined. One of the major reasons for the decline, the structure of the college has not aligned with the programs. Units are intermingled in ways that are not ideal. Over the last six months, they’ve worked with faculty, staff, students and administrators and decided to go from two schools to three to better represent their programs: School of Public Health, School of Exercise and Sport Science and the School of Human Development.
        • Ten years ago, Kinesiology was its own program, so CPHHS is essentially returning to a structure that worked well. They struggled to maintain enrollment after being merged with another school. Human Development also had the same issue after being merged with another unit.
        • Communication, marketing and development for these programs will be much easier.
        • They are planning to add some positions; it was unclear in the proposal how they will pay for those position – will they use E&G funds or work within their current budget?
        • Is it necessary to increase the FTE for the school heads? In benchmarking across campus, people with large units do typically have 1.0 appointments. They are also 12-month appointments.
      • The reorganization will not remove any programs.
      • An email was sent prior to the meeting with some questions the committee had about the proposal. Laurel Kincl responded.
        • The proposal’s current vs proposal budget appears to be $19,800,699 for both but later in the narrative, it mentions an increase of $677,891 in E&G.
          • Is this $677k a new ask for E&G money – needed for FY24?
            • The $19,800,699 cited as the FY23 initial college budget allocation is the actual – before any mid-year adjustments – allocation made to the college through the Shared Responsibility Budget Model. For planning and comparison purposes, the submitted proposal assumes no change from the FY23 allocation. While this is unlikely, it was used as a very conservative and simplistic scenario for our proposal.  Should that scenario materialize – or any scenario in which the anticipated fiscal year expenses exceed the budget allocation, the intent is to utilize residual fund balance carried over from prior years. This has been the case in the past few years and would be necessary until enrollment increases, and thus revenues, which are anticipated to result from the re-organization, allow the college to return to financial sustainability. It is important to note that the prospective budget model for FY24 suggests an increase of $1,462,612 in the college budget allocation, though there will be updates to that budget model ahead of the final budget allocation being determined.
          • Do you have a plan “b”, where this $677k is covered within your existing $19.8 budget?
            • If the FY24 budget and residual balance is not sufficient to cover any shortfall, we have several strategies to explore. We could make a request to central administration for additional funds to support the reorganization. Additionally, as we implement any reorganization, we will consider actual efforts needed for optimal operations to determine if all proposed are needed. Finally, with new development opportunities specific to our disciplines, we plan to grow our faculty support through endowments.
        • In your proposal, you mention the current state of “decreased enrollment”. Later, it is estimated that an increase in enrollment, halfway to the 2011 peak, would balance the college’s budget.
          • Do you have reports showing where the SCH (student credit hours/enrollment) is expected to return?
            • The CPHHS undergraduate enrollment was over 3300 in 2011 and currently is below 2000. When we state that an increase even by half the way up to our 2011 level, so to 2400-2800, we anticipate each school will be able to strategize in their disciplines/academic programs and have the autonomy to change human capital, time and financial resources to grow not only undergraduate but graduate programs. This along with development opportunities for student support (scholarships, experiential learning), and name recognition to grow our enrollment marketing efforts both for on campus and Ecampus academic programs. For example, we are exploring our longest held Ecampus undergraduate degree in human development and family sciences (HDFS) that is considering a re-branding/modernization.
          • You mention leadership/admin positions – how is the faculty workload current (low enrollment) and updated (return to ½ 2011 peak) prepared?
            • Our current analysis of the delivery of our curriculum reveals inefficiencies (some course/programs having low enrollment) so as the new General Education model is being implemented, we will be strategic with our course offerings and faculty effort/curricular delivery to maximize our efficiency. This will be easier in the new schools with the disciplines being able to focus their own strategies (i.e. public health will not be across two schools). We may consider adding FTE to our current faculty, but this would not be a direct result of the reorganization but rather of the strategies/efforts post reorganizing, including program director efforts that are from faculty effort that are expected to be reduced with leadership/organizational structure.
      • The carryover should be enough to cover expenses until enrollment increases.
      • Motion to approve the proposal, seconded. Motion passes with 5 votes in favor, 0 votes against and 0 votes in abstention.

Chair’s Review of Committee Activities

  • The committee will discuss the white paper during the March 9 meeting.

Report Back from University Budget Advisory Committee

  • The item of broadest impact was finalizing the University Budget Committee’s (UBC) tuition recommendations for 2023-24. Some key aspects of the recommendations were to:
    • Increase tuition for continuing (resident & nonresident) undergraduates by 3.9% to match inflation experienced by OSU. This upholds the university’s commitment to increasing tuition for continuing students only for inflation.
    • Increase tuition for new undergraduates by 4.4% to allow some funding for new initiatives
    • Hold resident graduate tuition level to remain competitive with peer institutions and limit impacts on grant funded positions
    • Increase nonresident graduate tuition by 3.9%
    • Limit Ecampus tuition increases for most undergrad and grad students to 1.2% or less to remain competitive with peer institutions
      • These recommendations have now been forwarded to President Murthy.
  • For continuing undergrad students, the inflation-only tuition increases will hold for a student’s first 6 years at OSU, by which almost all students who ever graduate will have done so. After the 6th year, a student moves into the next-oldest cohort. This means no more than 6 tuition cohorts will be present at one time, to limit administrative complexity.
  • We also heard presentations about planned activities and proposed 2023-24 fees for:
    • Student Health Services
    • CAPS
    • Cascades Student Health Services
  • A set of open tuition forums are scheduled through mid-March. Then the President will make a selection to forward to the Board in mid-April.


  • No other business.


  • The meeting adjourned at 9:07 AM.
  • The committee will next meeting on March 9, 2023 at 8:30 AM.