Portland, Oregon
Associate Vice President
for Enrollment Management
LEADERSHIP PROFILE
Fall 2011
WITT / KIEFFER
Portland State University
Associate Vice President for Enrollment Management
THE OPPORTUNITY
Portland State University, one of the nation’s premier urban regional public universities, seeks an
experienced enrollment professional to serve as Associate Vice President for Enrollment Management.
Nationally recognized as a leader in community engagement, PSU is the largest and most diverse
university in Oregon with approximately 30,000 students. Located in one of the nation’s most livable
cities, the university’s innovative approach to education combines academic rigor with extensive
internships and projects with community partners. PSU’s Division of Enrollment Management and
Student Affairs strives to achieve social justice and social diversity. We are looking for candidates who
will enhance our diverse and multiculturally-competent staff.
PSU’s new Associate Vice President for Enrollment Management will provide the leadership and
coordination for a comprehensive enrollment management strategy that is aggressive, innovative and
opportunistic and is consistent with the goals, mission and resources of the university. This newly
created executive role will join a leadership team and a reconfigured division of Enrollment
Management and Student Affairs that is forward thinking, highly strategic and extremely productive.
Reporting to and working closely with Vice President Jacqueline Balzer, the Associate Vice President
provides overall leadership for undergraduate and graduate admission to the university including
international admission, domestic and international enrollment partnerships, records and registration,
new student recruitment, student orientation programs, financial aid and scholarships, and enrollment
management technology.
A key senior administrator, PSU’s first Associate Vice President for Enrollment Management will be a
proven leader with great entrepreneurial and technological skills and finesse as a manager and
collaborator. Able to galvanize a university-wide enrollment effort that is, at its heart, studentcentered, the Associate Vice President joins a team that is as devoted as it is talented, and enjoys the full
support of the President and other members of the university’s senior leadership team. PSU seeks
candidates who are eager to join a new, inclusive, collegial and transparent senior team. The new
AVPEM must understand shared governance and enjoy working collaboratively with PSU’s diverse
faculty, staff and students to foster partnerships and proactively promote shared agendas. The ideal
candidate will have at least five to seven years of director-level experience in higher education
enrollment services administration that includes leading change in a complex and dynamic university
environment, a consultative style and superior communication, as well as strategic and analytical skills.
A master’s degree is required.
Portland State University’s 49-acre urban campus exhibits PSU’s commitment to sustainability through
green buildings and transit-oriented development, while many of its 200 bachelor’s, master’s and
doctoral degree programs incorporate sustainability into the curriculum. PSU’s motto, “Let Knowledge
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Portland State University
Associate Vice President for Enrollment Management
Serve the City,” inspires the teaching and research of an accomplished faculty. Five themes guide PSU’s
work: provide civic leadership through partnerships, improve student success, achieve global
excellence, enhance educational opportunity, and expand resources and improve effectiveness.
Information about how to nominate a candidate or to apply for this opportunity may be found later in
this document in the section entitled “Procedure for Candidacy.”
ENROLLMENT MANAGEMENT AT PORTLAND STATE UNIVERSITY
The mission of Portland State University is to enhance the intellectual, social, cultural and economic
qualities of urban life by providing access throughout the life span to a high quality liberal education
for undergraduates and an appropriate array of professional and graduate programs especially relevant
to metropolitan areas. The university conducts research and community service that support a high
quality educational environment and reflect issues important to the region. It actively promotes the
development of a network of educational institutions to serve the community.
Enrollment management is among the highest priorities of Portland State University’s administration
and senior leadership team. The university seeks to enroll a talented and diverse group of students
who will become leaders across the country and around the world: men and women who will shape the
21st century as scholars, artists, scientists, entrepreneurs, public servants, and influential members of the
professions.
A Brief History
Portland State has been fortunate in that it has enjoyed high demand without devoting significant
attention or resources to recruiting. Its efforts at strategic outreach are fledgling. A few recent
highlights:

1997: PSU Admissions and Records (ARR) initiates limited outreach to prospective students,
and develops campus visit programs
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Associate Vice President for Enrollment Management

1998: ARR begins targeted in-state and out-of-state college fair recruitment travel and follow-up
high school visits. ARR also begins recording student contact information for follow up.

2000: Professional copywriters and design services are used to create recruitment publications.

2000 – 2003: Continued advancements in publications, visit programs, tours and outreach
programs.

2003: PSU changes its freshman admission requirements from a 2.5 to 3.0 grade point average
for domestic students and from 2.75 to 3.0 for international students. The university also adds a
comprehensive faculty review to the conditional admissions process.

2004 to present: Investments are made in enrollment personnel and technology to enhance
document imaging, processing, international recruitment, orientation, and communications.
Enrollment Management Today
The university’s recruitment efforts are relatively new, and its efforts related to strategic enrollment
management (SEM) is even newer. It only recently instituted an enrollment deposit (2010); and this
fall’s entering class is the first to enroll with financial aid used in part as a discount against net tuition
revenue, a result of urging from President Wim Wiewel.
It was with the arrival of President Wim Wiewel, in fact, that an increasingly strategic eye has been
applied to opportunities to serve students best, and as the university has studied itself more and more
to see where its greatest opportunities lie, a number of issues have come to the fore:

The undergraduate students who persist at PSU to return a second year and ultimately
graduate are disproportionately those who enter the university with a 3.0 or higher, either at
their secondary school or – if transferring – their college of origin. Freshman retention of
students entering with a 3.0 or higher is 70%, and 60% for students who enter with a grade
point average that is under 3.0.

PSU’s current enrollment program is both young and sparsely resourced; a number of policies
and programs considered best practice have yet to be employed. There exists tremendous
potential to make enormous headway in service of offering students the best possible
educational experience.

For the university to maximize its ability to serve its students well by graduating more of those
who enter its doors, greater efforts must be made to attract and enroll more first-year and
transfer students who excelled in their prior institutions (defined here as achieving a 3.0 or
higher); however, these students are under-represented in PSU’s applicant pool, and also yield
at a much lower rate than do other admits. To accomplish this, then, a significant and sustained
strategic enrollment management effort will be required.
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Portland State University
Associate Vice President for Enrollment Management
In Spring 2011, President Wiewel determined that the time had come for the university to take the next
step and reorganize to support an aggressive and opportunistic strategic enrollment management
effort. As a result, the following reconfigurations have been initiated:

A new position of chief institutional enrollment manager has been created. This position, which
will be a senior campus leadership post with the title of Associate Vice President for Enrollment
Management, will be charged with broad oversight for a student-centered and strategic
enrollment effort that reinforces the university’s access mission and its mission to serve its
students at the highest possible level so that they have a positive experience, continue on at the
university and graduate from it.

Student financial aid and scholarships have been brought together under the Director of
Financial Aid, and financial aid has been moved from reporting to the Chief Financial Officer to
the new Associate Vice President.

Further resources have been identified to aid the new AVP in building a more optimal
infrastructure for enrollment management at PSU.

The university is gearing up for the quiet phase of an ambitious capital campaign in which
scholarship funding will be a top priority.

Enrollment Management has been moved to a new division of Enrollment Management and
Student Affairs led by Vice President Jacqueline Balzer, whose leadership integrates enrollment
imperatives throughout the division and who ensures the highest level of university attention
and support for the enrollment management unit.
The new unit of Enrollment Management will be asked to support the university by continuously
building and enhancing the strongest possible enrollment future and includes:








Undergraduate and graduate admission
International admission
Domestic and international enrollment partnerships
Records and registration
New student recruitment
Student orientation programs
Student financial aid and scholarships
Enrollment management communication technology
The Associate Vice President will oversee close to 90 staff overall and an operating budget of
approximately $7 million. The unit oversees the distribution of over $253 million in state, federal, and
institutional aid and scholarship dollars to more than 20,000 students annually. The university has also
just recently completed the purchase and installation of Talisma an integrated customer relationship
management (CRM) program.
Please view the Appendices for Organizational Charts.
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Portland State University
Associate Vice President for Enrollment Management
OPPORTUNITIES AND EXPECTATIONS FOR LEADERSHIP
The new Associate Vice President will provide the vision, leadership, direction, and coordination for
the university’s first integrated, comprehensive and strategic enrollment plan that is aggressive,
cutting edge and consistent with the goals, mission, and resources of Portland State. Working
closely with other campus leaders and administrators, the associate vice president will lead an
enrollment effort focused on all areas of student recruitment, retention, admissions, registration
and financial aid that builds academic excellence while ensuring student access and promoting
student success. The university’s commitment to leading globally as well as regionally offers a
special opportunity to the bold and analytical enrollment leader who seeks a broad platform from
which to promote PSU’s mission of excellence, access and opportunity.
The university leadership seeks to be dynamic, innovative, and nimble in every phase of the
enrollment process. As the new associate vice president joins the university, he or she will have
the opportunity to address the following leadership challenges:
Construct and implement the university’s first comprehensive strategic enrollment plan
The new Associate Vice President will be expected to develop and implement the university’s first
comprehensive strategic enrollment plan, focusing on recruitment and retention as a fiscal
opportunity. While preliminary work on this plan is underway, it is anticipated that the new
Associate Vice President will bring a level of insight and expertise that will be essential to
constructing the optimal plan for the university. Once the framework for this plan is set, it will be
up to the AVPEM to flesh out how enrollment can best meet the plan’s targets and objectives
through both existing and new programs, building on and extending PSU’s ability to attract, enroll
and graduate a strong and diverse student body. In addition, the Associate Vice President will
work with resources and individuals across the university to assemble a strategic recruitment and
marketing plan that incorporates both standard and innovative tools including technology,
financial aid, electronic and print communications and other effective techniques for enhancing the
quality and size of the applicant pool and enrolling class.
Chief objectives of the plan will be to increase the portion of PSU students who are non-resident,
bringing the domestic non-resident student population from roughly 13 to 20 percent of the
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Portland State University
Associate Vice President for Enrollment Management
student body, and the international student population from roughly 6.5 to 10 percent of the
student body.
Capitalize on this moment of tremendous institutional support for and interest in enrollment
There is great interest at the university about all matters related to enrollment, now viewed as a
central aspect of the university’s present and future success. More than half the budget in support
of undergraduate education comes from tuition. There is great interest in matters of tuition,
recruiting, makeup of the class, admissions standards, retention, graduation rates and student
success. The university has set a path of “controlled strategic growth,” holding constant
admissions standards – particularly relative to high school grade point averages – while growing
the size of the student body by one to two percent per year.
It is imperative that the new Associate Vice President build and maintain strong, collaborative and
facilitative relationships with leadership across the university, working collegially with faculty and
deans, and providing strong leadership while engendering trust and exhibiting excellence. The
Associate Vice President is expected to convey the vision for enrollment and promote a
commitment to open conversation and shared goals, so as to galvanize as many students, staff,
faculty, parents and alumni as possible to join together in achieving the enrollment vision.
The AVPEM in particular will be asked to work closely and inclusively with the colleges – the
college deans, associate deans, department chairs and faculty – in ensuring that the colleges have a
strong voice in setting enrollment goals, determining the optimal nature of their student bodies
and partnering with enrollment to recruit and bring to the university the students they most want
to attract. This imperative will become increasingly critical as the university moves to
responsibility-based budgeting in the coming years.
Further, the Associate Vice President will be expected to provide collaborative leadership in an
environment of shared governance, advancing the needs of Enrollment Management, the unit, and
the university as a whole. The new Associate Vice President must have outstanding
communication skills and be able both to listen and persuade. Within a university that has limited
resources, the Associate Vice President will need to employ strong negotiating skills and be able to
act as a team player in support of the university as a whole.
Bring strategic and tactical leadership and integration to all elements of the enrollment function
The Associate Vice President provides leadership to the enrollment offices, elevating the visibility
of the team and scope of its work, and facilitating and supporting the development of a unit that is
cohesive, integrated, analytical, technologically advanced, facilitative, nimble, imaginative and
results-oriented. The Associate Vice President will continuously evaluate enrollment processes,
ensuring that they are used strategically and creatively, and to maximum benefit. The new
Associate Vice President will be expected to evaluate the structure and infrastructure of the
enrollment unit and to affirm or move to a configuration of offices, infrastructure and staff
deployment that aligns structure and objectives.
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Portland State University
Associate Vice President for Enrollment Management
Structure and systematize statistical reporting
There is a growing need for ongoing, thoughtful analysis of data to shape strategic direction and
assess effectiveness of enrollment activities, progress and possibilities. Competitive positioning
and institutional goals can only benefit from this approach.
In assuming leadership of this area, the new Associate Vice President will need to engage
administrators from multiple areas within academic and student affairs to join together and
contribute to crafting a tracking system that incorporates multiple variables and data points so as
to yield the most helpful possible information.
Complete a successful transition of the enrollment offices into the new Division of Enrollment
Management and Student Affairs
Just as expectations of the Enrollment Management area are high, so too are expectations
throughout the division. The new Associate Vice President will be asked to further integrate the
staff of the enrollment offices into the new division, its core values and its culture of planning and
assessment.
The AVPEM joins a leadership team within EMSA that is highly collaborative and valued across
the university for its high-functioning performance and institutional outlook in which students are
at the forefront. The successful candidate for this position will be capable of tending to multiple
problems and pulls simultaneously, with grace, great judgment, and intelligence.
THE ROLE OF THE ASSOCIATE VICE PRESIDENT FOR ENROLLMENT MANAGEMENT
The new Associate Vice President will be expected to bring expertise, clarity and the willingness to
engage collaboratively with senior leadership to discuss and define admission and retention plans as
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Portland State University
Associate Vice President for Enrollment Management
well as measure incremental progress toward goals. In addition to the imperatives described above, the
Associate Vice President for Enrollment Management will also be asked to:

In concert with the university’s administration and the Office of Institutional Research and
Planning prepare enrollment plans and reports and interpret statistical data, including current
trends and the forecasting of future trends. Coordinate the Enrollment Management Cabinet for the
University.

Provide overall leadership and management for PSU Admissions, Records, and Registration,
Financial Aid and Scholarships, and Enrollment Management Communication Technology services.
(See Appendix for synopses of these units).

Oversee and implement related academic policies and procedures, including advising the Vice
President in formulation of policy as well as strategic enrollment and financial aid planning.

Lead a transparent and forward-looking budgeting process for the enrollment area that aims high,
projects clear outcomes for expenditures, and evaluates achievements in a context of cost
effectiveness.

Provide senior leadership for operations that promotes a positive enrollment experience including
application processing, prospective and new student communication, student transitions, financial
aid and scholarship processing, registering and enrolling students, veteran certification, classroom
scheduling, creating and maintaining student records and certifying graduates.

Create and maintain collaborative relationships with local and national high school, community
college and university personnel. Provide leadership and vision for plans regarding co-admission
MOUs, partnerships and EM agreements.

Ensure compliance with federal, state and university regulations. Comply with Portland State
University, Oregon University System, Big Sky Conference, NW Accreditation, and NCAA rules
and regulations related to rules compliance issues.

Oversee plans and evaluate student recruitment strategies directed at meeting the university’s
student enrollment goals. Maintain collaborative relationships with vice presidents, assistant and
associate vice presidents, deans, department chairs, Office of Institutional Research and Planning
staff and the faculty in recruitment and enrollment activities.

Coordinate Enrollment Management technology in concert with the Office of Information
Technologies, effectively using emerging technologies to enhance services to students and faculty.

Collaborate with the Vice President for Advancement and Assistant Vice President for University
Communications regarding the institution’s marketing and image making strategies related to its
regional and national positioning as a competitive urban research university. Duties include
serving as liaison with the offices of University Communication, Advancement, Alumni and
Foundation.
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Portland State University
Associate Vice President for Enrollment Management

Work closely with faculty and Enrollment personnel by contributing to a team environment,
ensuring that student services are provided in an efficient manner and support student learning
and success.

Serve on the Senior Student Affairs Leadership team along with the Associate Vice President for
Student Affairs, Dean of Student Life, Executive Director for Diversity and Multicultural Student
Services, and Executive Director for Student Health and Counseling; play a key role in leading
student life across the university.

Other duties as assigned.
QUALITIES AND QUALIFICATIONS
As a university that prides itself on providing academic rigor, expanded research, and civic
engagement in public urban education, Portland State seeks an enrollment leader and thinker who will
grasp the essential nature of this distinctive institution, and employ both traditional and non-traditional
means to expand the university’s visibility so as to attract, select, enroll, and retain a highly diverse and
increasingly talented group of students. As a key senior administrator, the university’s new associate
vice president for enrollment management will be an innovative, forward-thinking, collaborative, and
highly experienced enrollment professional who has the vision and confidence to combine best practice
with theory so as to lead the way for Portland State.
The ideal candidate will also have many of the following personal and professional qualifications and
characteristics:

Proven effectiveness and expertise in enrollment and change management: significant professional
experience managing the complex interplay of marketing and recruiting strategies, enrollment
goals, and financial aid; demonstrated progressive experience at a senior level in successfully
developing, implementing and evaluating a comprehensive enrollment strategy emphasizing vision
and synergy across all enrollment areas;
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Portland State University
Associate Vice President for Enrollment Management

Vision and leadership: ability to lead the creation of PSU’s future student body with vision and
creativity; an entrepreneurial outlook and eye to new possibilities and emerging challenges; ability
to build, motivate and inspire a team; experience and success leading a complex organization;

Demonstrated ability in creatively marketing a selective institution so as to achieve superior levels
of enrollment performance: proven success in innovative thinking and risk-taking combined with
excellent execution of both complex and routine marketing strategies; a record of taking programs
to new levels of success; ability to carry out marketing functions with close attention to the needs of
the university and the match between it and its potential students; ability to think creatively and to
leverage technology with a sensitivity to the human/cultural impact;

An ability to keep both the big picture and operational details in balance: evidence of ability to
focus and lead an organization to achieve the elements of a strategic plan, and to continuously
refine the organizational plan and operations as the plan evolves; ability to delegate day-to-day
management and decision making to senior managers; and sophisticated understanding of the laws
and regulations that significantly impact enrollment operations;

Mature communication skills: strong speaking, presentation and writing skills that articulate a
vision effectively to all constituencies, including prospective students and their families, the
enrollment staff, faculty and administrative staff, and the outside community; the ability to
effectively articulate the university’s mission and priorities

Strong analytical capacity: proven ability to use sophisticated data analysis to inform strategic
decisions; to collaboratively produce forward-looking, transparent strategic plans and budgets that
link expenditures to outcomes; to assess the effectiveness of how recruitment and financial aid
funds are employed to achieve enrollment goals; to produce regular and systematic comparative
reports that detail month-to-month as well as annual progress toward enrollment goals; to employ
information on national and international trends in higher education and on developments in
competitor institutions effectively in planning;

Technological savvy: the sophistication to understand the potential value of technological
innovations and to lead the process of harnessing emerging technologies and continually
leveraging technology investments that can support the processes within enrollment so as to attract,
enroll and retain a strong and diverse applicant pool and entering class;

Personal qualities: a sense of urgency and engagement; honesty, integrity, candor, and willingness
to work hard; optimism, confidence, and excitement about positive change; a genuine interest in
forming a team with the vice president for enrollment management and student affairs and the
university’s senior administration and deans; an inclusive interpersonal style; the proven ability to
engage effectively with students, faculty and others with diverse backgrounds, cultures and
perspectives; the ability to observe, listen, learn, and clarify needs while engendering trust quickly
among various constituencies; wisdom, sound judgment; and a good sense of humor.

Credentials: a minimum of five to seven years of director-level experience in higher education
enrollment services administration; a Master’s degree is required; an appropriate terminal degree is
preferred.
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Portland State University
Associate Vice President for Enrollment Management
PROCEDURE FOR CANDIDACY
Nominations, expressions of interest and applications are invited and should be submitted
confidentially via email to the university’s consultant, Witt/Kieffer, to the attention of Jane Courson and
Robin Mamlet at PSU-AVPEM@wittkieffer.com. Candidates should provide a cover letter describing
their interest in and qualification for the position, along with a curriculum vitae and names and contact
information for at least three professional references. The position will remain open until filled; for
fullest consideration, candidates are encouraged to submit their credentials as soon as possible.
Confidential inquiries may be made by emailing the above address or calling Witt/Kieffer at 781-2728899.
Portland State University is an affirmative action, equal opportunity employer, committed to the development of
an inclusive, global community. Candidates of all backgrounds are encouraged to apply.
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Portland State University
Associate Vice President for Enrollment Management
ADDITIONAL INFORMATION
Portland State University is the largest, fastest growing
and most diverse of the seven schools in the public
Oregon University System. PSU has close to 30,000
students – approximately 22,700 undergraduates and
7,000 graduate students. Some 61 percent of the students
are full time and approximately 81 percent are residents
of Oregon.
The university is ranked among the "Best in the West" and
as a "College with a Conscience" by the Princeton Review.
In recent years, Portland State has added more doctoral
programs as it has grown from its original mission as a
liberal arts undergraduate college into a comprehensive research university. Recently added doctorates
are in mathematics, biology, chemistry, computer science, applied psychology, engineering &
technology management, mechanical engineering and sociology.
Mission Statement
The mission of Portland State University is to enhance the intellectual, social, cultural and economic
qualities of urban life by providing access throughout the life span to a quality liberal education for
undergraduates and an appropriate array of professional and graduate programs especially relevant to
metropolitan areas. The university conducts research and community service that support a high
quality educational environment and reflect issues important to the region. It actively promotes the
development of a network of educational institutions to serve the community.
The university strives to fulfill its mission through its eight colleges and schools:

School of Business Administration

Graduate School of Education

Maseeh College of Engineering and Computer Science

School of Extended Studies

School of Fine and Performing Arts

College of Liberal Arts and Sciences

School of Social Work

College of Urban and Public Affairs
Currently, Portland State University offers 213 degree programs as follows: 96 bachelor’s programs, 77
master’s and 40 doctoral programs. For the 2009-10 academic year, PSU awarded a total of 5,207
degrees, including 3,532 bachelor's degrees, 1,625 master's degrees and 50 doctoral degrees.
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Associate Vice President for Enrollment Management
The university has a total of 4,066 employees, including 1,562 faculty, 918 administrative and research
faculty, 639 staff and 947 others.
The university’s tuition and fees for 2010-2011 academic year are:
$6,764 for resident undergraduate students
$12,675 for resident graduate students
$21,198 for nonresident undergraduate students
$18,975 for nonresident graduate students
Additional information about Portland State University may be found in the Factbook.
Research
PSU’s research funding has grown steadily from
about $5 million in 1990 to more than $59 million in
2010, an average increase of nearly 14% per year. In
addition, Portland State’s Business Accelerator has
fostered the growth of 38 businesses, 35% of which
work directly with PSU’s faculty experts. Research
synergies in areas such as instrumentation,
computer science, transportation, and sustainability
support private-sector innovation and improve the
quality of life of all Oregonians while helping attract
members of the “creative class” to Portland.
PSU brings talented faculty and researchers to the region from around the globe, directly employs staff
from the region, supports new business development through its research and technical assistance
programs and expends dollars on the procurement of goods and services. The economic multiplier
effect of these expenditures annually contributes more than $1.1 billion to the regional economy.
Diversity, Inclusion and Globalization
Since its founding, Portland State has embraced a mission of access to higher education for students
across the state. Throughout its growth and development, PSU has remained committed to providing
access and opportunity to students from regional, national and international communities in their
pursuit of lifelong learning and diverse educational goals. To this end, PSU values diversity and fosters
a climate of mutual respect and inclusiveness that celebrates the diversity of its students and supports
different points of view and the open exchange of ideas. The university is also committed to building
the diversity of its faculty and staff to enrich the educational experience of students both inside and
outside the classroom and give them the skills they need to flourish and succeed in a diverse global
society.
Since 2000, internationalization has been a central theme of Portland State and the university has
demonstrated an ongoing commitment to globalization as part of its mission. PSU’s future is guided by
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Portland State University
Associate Vice President for Enrollment Management
the belief that its students will be leaders in an emerging global community. To help achieve this, it
strives to weave global thinking seamlessly into everything that it does. Today, PSU has grown to
become a university of distinction that attracts students and faculty from around the world. It has
experienced more than a 50 per cent increase in its international enrollment with international students
coming from over 97 countries. Additionally, the university hosts approximately 200 international
visiting researchers and scholars who contribute their knowledge and expertise to the PSU community.
The university also sponsors more than 140 study abroad programs in over 38 countries and the
number of students now studying abroad has increased 58 percent since 1999.
Best Neighbor University
Portland State was ranked ninth among the 25 top institutions in the country in a survey naming the
2009 Best Neighbor colleges and universities. The Saviors of Our Cities ranked academic institutions that
have demonstrated and documented long-standing cooperative efforts with community leaders to
rehabilitate the cities around them, to influence community revitalization and cultural renewal, and to
encourage economic expansion of the local economy, urban development, and community service.
Campus Development and Community Partnerships
Portland State has a long history of collaboration with public and private sector partners to make the
metro region’s economy stronger and more resilient. PSU remains committed to the further and
ongoing evolution of a dynamic, energetic, and inviting University District. To this end, it has
partnered with the City and private interests to develop a 50-block, mixed-use campus that strengthens
the fabric of surrounding neighborhoods. It also invests in infrastructure improvements — such as the
streetcar and light rail systems — that enhance the quality of the urban experience.
The PSU campus consists of 49 acres and 50 buildings, including 11 residential student housing
properties. Since 2000, Portland State has added more than 1 million square feet of new space through
real estate acquisitions and has plans for $300 million of new capital investment by 2012. The
university’s special emphasis on the values and practices of community engagement reinforces the
potential for successful economic development partnerships and makes PSU a catalytic institution with
a sphere of influence that expands well beyond its contributions to a vibrant and active downtown.
The President
Wim Wiewel assumed the presidency of Portland State University in August
2008. Under his leadership, the University has developed five guiding themes:
provide civic leadership through partnerships, improve student success, achieve
global excellence, enhance educational opportunity, and expand resources and
improve effectiveness. This has brought a renewed focus on expanding the
university’s civic partnerships and achieving a new degree of excellence through
investments such as the $25 million James F. and Marion L. Miller Foundation
challenge grant for sustainability.
Since Wiewel’s arrival at Portland State, research expenditures have increased 30 percent, athletic
programs won six conference championships, enrollment grew for the 14th consecutive year, and the
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Portland State University
Associate Vice President for Enrollment Management
university was singled out in the U.S. News and World Report’s 2010 edition of America’s Best Colleges for
its commitment to engaged learning through its community partnerships and programs.
Prior to coming to Portland State, Wiewel was the provost and senior vice president of academic affairs
at the University of Baltimore. From 1979 to 2004, Wiewel was with the University of Illinois at Chicago
(UIC), where he served as dean of the College of Business Administration. He also served as dean of the
College of Urban Planning and Public Affairs and as special assistant to the chancellor. In these
positions, Wiewel played a lead role in establishing the Liautaud Graduate School of Business, a new
College of Urban Planning and Public Affairs, and the UIC Great Cities program. Wiewel also directed
UIC’s Center for Urban Economic Development.
Wiewel has authored or edited nine books and more than 65 articles and chapters. His most recent
books are Global Universities and Urban Development, The University as Urban Developer, and Suburban
Sprawl.
He holds degrees in sociology and urban planning from the University of Amsterdam in the
Netherlands, and a Ph.D. in sociology from Northwestern University.
ORGANIZATIONAL STRUCTURE
The Oregon State Board of Higher Education, the
statutory governing board of the seven-campus
Oregon University System, is composed of 12
members appointed by the Governor and confirmed
by the Oregon State Senate and includes eight lay
members, two faculty and two students.
As a member of the Oregon University System and a
state entity, Portland State University is governed by
Oregon Revised Statutes (ORS), Oregon University
System policy and Oregon Administrative Rules
(OAR).
Portland State University’s Executive Committee, led by President Wim Wiewel, is comprised of the
Provost and Vice President for Academic Affairs, the Vice President for Enrollment Management and
Student Affairs, the Vice President for Finance and Administration, the Vice President for Research and
Strategic Partnerships, the Vice President for University Advancement, the Chief of Staff, the Chief
Diversity Officer, and the General Counsel.
Please refer to Appendix I and Appendix II for organizational charts of the Oregon University System
and Portland State University.
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Associate Vice President for Enrollment Management
Portland State University: History
Over the last 60 years Portland State has developed from a temporary extension center to its position
today as a nationally recognized urban research university, the largest and most diverse in the state
system. The institution was first established as the Vanport Extension Center in June 1946 to satisfy the
demand for higher education in Portland for returning World War II veterans. Classes were held in the
vacated-for-summer Vanport Junior High School. That first summer session had 221 students. Over
1,410 students registered for the 1946 fall term.
Following the Vanport Flood of 1948, the college became known as "the college that wouldn't die" for
refusing to close after the flood. The term was coined by Lois Hennessey, a student who wrote about
the college and the flood in the Christian Science Monitor. The school occupied Grant High School in the
summer of 1948, and then moved to hastily-converted buildings at the Oregon Shipyard, known as the
Oregon Ship. In 1953, the school moved to downtown Portland and occupied the outdated buildings of
the vacated Lincoln High School that became known as "Old Main." The school changed its name to the
"Portland State Extension Center" between December 1951 and February 1952, and in 1955, the Center
changed its name to Portland State College to mark its maturation into a four-year degree-granting
institution.
Portland State continued to grow with graduate programs added in 1961 and doctoral programs in
1968. The institution was granted university status by the Oregon State System of Higher Education in
1969, becoming Portland State University (PSU).
In recent years, Portland State programs are attracting national attention. When PSU replaced their
traditional undergraduate general education distribution system (1994) and adopted a new
interdisciplinary program, University Studies, it received national press with institutions all over the
country visiting the PSU campus. For the 9th consecutive year, U.S. News & World Report has recognized
University Studies and on multiple occasions has listed it as a "Program to Look For."
Student diversity and engagement with diverse communities was increased in the last ten years with
the expansion of the Black Studies program offerings to include BA/BS, the development of the
Chicano-Latino Studies and Native American Studies programs and the opening of the Native
American Student and Community Center.
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Portland State University
Associate Vice President for Enrollment Management
Portland State programs continue to garner national
recognition and rankings. PSU was just listed in the 2012
Princeton Guide to Best Colleges. The Master of Business
Administration is ranked among the top 25% of all
AACSB accredited MBA programs (USNWR) and ranked
21st in the nation and 25th in the world by Beyond Grey
Pinstripes (2009-10). The Criminology and Criminal
Justice Division is ranked among the top 10 “rainmaker”
criminal justice MA/MS granting institutions (The Journal
of Criminal Justice Education, 2009). The Master of Social
Work, one of the best-known of PSU’s programs, ranked
in the top 20% of national programs (USNWR, 2008).
A proud moment in the history of the institution occurred in September 2008 when the James F. and
Marion L. Miller Foundation awarded Portland State University a ten-year $25 million challenge grant
to enhance and expand its sustainability efforts. The grant is the largest amount in the history of the
Foundation and at Portland State. Both the $25 million Miller grant and the funds raised to match are
being used exclusively for the advancement of sustainability in program offerings, research, and
engagement with community partners.
The material presented in this position specification should be relied on for informational purposes only.
The material has been copied, compiled, or quoted in part from Portland State University documents and
personal interviews and is believed to be reliable. Naturally, while every effort has been made to ensure the
accuracy of this information provided by Portland State University, source documents and factual situations
govern.
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Portland State University
Associate Vice President for Enrollment Management
APPENDIX I
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Portland State University
Associate Vice President for Enrollment Management
APPENDIX II
Portland State University Organizational Chart
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Portland State University
Associate Vice President for Enrollment Management
APPENDIX III
III-1
Portland State University
Associate Vice President for Enrollment Management
APPENDIX IV
Enrollment Management Portland State University
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Portland State University
Associate Vice President for Enrollment Management
APPENDIX V
ADMISSIONS, REGISTRATION AND RECORDS
The unit of Admissions, Registration & Records (ARR) provides comprehensive admission,
recruitment, and enrollment related services, enforces academic policies, and broadly supports
university priorities for enrollment and student success and retention. For over 15 years, the
functions of the traditional Admission/Recruit operations along with the traditional Registrar
functions have been combined and integrated under the leadership of an “executive director”,
currently titled as Executive Director of Admissions, Registration & Record AND Associate Vice
Provost for Enrollment Partnerships.
ARR is currently staffed with 70 FTE, including 12 managers and 12 academic professionals, and is
organized into the following sub-units: New Student Programs; Registration, Records & Evaluation;
and College and University Partnerships & Global Outreach. These sub-units are closely integrated
and interwoven in terms of staffing and project management towards meeting unit objectives.
New Student Programs is responsible for comprehensive and multifaceted outreach, recruitment
and yield activities for undergraduate domestic prospects (freshmen and transfer) in Oregon,
Washington, California, Hawaii, Colorado, Nevada, Texas, Arizona, Alaska, and Idaho; admissions
counseling for freshmen, transfer, post-baccalaureate and graduate students through daily drop-in
appointments, email and phone; coordinating a comprehensive campus visit program which
includes twice daily individual information sessions and campus tours, large group visits, and large
campus visit events such as Freshmen Preview Day; communication and marketing planning and
outreach for ARR which includes an information center to process bulk and first class mailings along
with a data entry center for entering prospect data into Banner SIS; and coordinating new student
orientation for all incoming undergraduate students each term; planning and coordinating welcome
week known as Viking Days and New Student Convocation.
Registration, Records and Evaluation Services is responsible for admission evaluation operations,
transfer credit evaluation, registration, academic records, grading, class scheduling, residency
certification, and degree audit and veteran’s certification. The sub-unit supports key Faculty Senate
academic policy committees, including the Academic Requirements Committee and the Scholastic
Standards Committee and manages and enforces the University’s policies related to admission,
registration, grading, and academic standing. The sub-unit is responsible for maintaining and
managing day-to-day operations for several key student information systems including the student
module of the Banner SIS, degree audit and transfer articulation, document imaging and workflow,
along with supporting numerous internal databases and data reporting functions.
College and University Partnerships & Global Outreach is an extension of the international admission
team. This unit develops collaborations that expand curricular opportunities, both domestically and
internationally; promotes cultural competency for the PSU community as well as students and families
unfamiliar with U.S. higher education systems; and increases the international visibility of PSU. The
team initiates and supports undergraduate enrollment with 2+2, 1+3 and domestic co-admission
programs. Admission outreach annually occurs in Canada and the western USA especially
Washington and California. In addition, the team supports partnership development with universities
abroad, especially Asia, SE Asia, Middle East, Latin America and South Asia.
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Portland State University
Associate Vice President for Enrollment Management
APPENDIX VI
OFFICE OF STUDENT FINANCIAL AID AND SCHOLARSHIPS
The Office of Student Financial Aid and Scholarships strives to empower every student with the
ability and opportunity to pursue their Higher Educational goals. The office helps PSU students
reduce or eliminate the financial barriers to their academic success by providing federal, state and
institutional funding in a thoughtful, efficient and effective manner. We also educate and inform
students and their families about funding options, as well as obligations that result from utilizing
certain aid resources, such as loans. We award funding to eligible students, fairly, accurately, and in
a transparent manner.
We continue to expand our outreach to under-represented and under-served segments of the greater
Portland community every year, supporting the University’s commitment of diversity in the student
population.
We seek to enhance our role in the strategic planning of the University, as part of the new Division
for Enrollment Management and Student Affairs. We fully support the recruitment, retention and
academic goals of our division and the University, with a focus on increasing inclusivity and
diversity, while maintaining our fiduciary responsibilities to the University, the state and the federal
government.
We will continue to develop resources and opportunities to engender student success at PSU.
We participate as an educational and cultural partner with the surrounding community, by
providing Financial Aid education to all stakeholders.
The Financial Aid Operating budget is from two sources:
$61,443 is from a portion of the Criminal Justice Online program fees
$1,764,812 is from E&G (education and general) funding.
The financial aid disbursements:
Federal Work Study: $1.2 million
Federal Direct Stafford, Perkins and Federal Direct Parent loans: >$200 million
OUS (Oregon University System) Supplemental Tuition Grant: $1.5 million
Federal Pell Grant: $41,262,373
OOG (Oregon Opportunity Grant): $1,888,575 from OSAC (for Oregon Student Assistance
Commission) + $1,338,350 (PSU covered)
SEOG (Federal Supplemental Opportunity Grant): $627,574
Fee Remissions - $20,001,317 (includes the $1,338,350 OOG monies from above)
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Portland State University
Associate Vice President for Enrollment Management
APPENDIX VII
ENROLLMENT MANAGEMENT COMMUNICATION TECHNOLOGY
Under the general direction of the AVP for Enrollment Management, the Director of Enrollment
Management Communication Technology (CRM) has broad programmatic and technical
responsibility for the management, development, direction, and monitoring of the campus-wide
integrated communication efforts through the utilization of Portland State University’s Constituent
Relations Management (CRM) and Knowledge Base (KB) solutions. The director will work across all
schools and colleges in order to: understand the impact University business practices have on
individual student experiences; assist with streamlining communication across units utilizing the
CRM/KB; facilitate future business unit adoption and implementation of CRM/KB; and recommend
changes to unit business practices that support improved communication with students and lead to
enhanced student success.
The director will initially provide direct supervision to one classified (Analyst Programmer)
employee and leadership for a team of three unclassified and three classified PSU employees who
will report to other units/individuals but will be providing additional direction and support for the
CRM and Knowledge Base. This position has hiring responsibility and authority, and has oversight
to contribute to performance reviews and recommend disciplinary actions. The director is also
responsible for closely coordinating efforts with the following units/divisions: Division of
Enrollment Management & Student Affairs, including Admissions, Registration and Records; and
Undergraduate Advising and Support Center; Student Information Systems Technical Team;
University Studies; the Office of Information Technologies; Campus Management Corporation; and
University Communications.
VII-1
WITT/KIEFFER
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For this search, direct e-mail to:
PSU- AVPEM@wittkieffer.com
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