Assessment, Accountability and Key Metrics The CSU commits to providing annual spring reporting of cohort progress at system and campus aggregate levels with disaggregation to underrepresented, low income, and first generation populations of interest. Key metrics include: Four-year graduation numbers and rates for entering freshmen cohorts Two-year graduation numbers and rates for entering transfers cohorts Fall-to-fall average unit load for undergraduate freshmen and transfer cohorts Summer course taking units for undergraduate freshmen and transfer cohorts One-year retention numbers and rates for entering freshmen cohorts One-year retention numbers and rates for entering transfer cohorts Campus implementation milestones for best practices of enrollment management, advising, and data capabilities Resources and Support Significant resources will be required to augment existing investments in student success to achieve the new completion goals. At a minimum, a greater portion of CSU students must complete more units each term. To estimate the resources required, Chancellor’s Office staff examined three approaches to determine costs. First, they applied the same methodology that was used to set the campus graduation rate goals, by examining the CSU peer universities to understand the level of resources needed to support their students. On average, these institutions invest approximately $1,500 more per student per year, which would equate to more than $500 million above CSU resources per year when applied to current undergraduate enrollments throughout the CSU system. Second, staff analyzed historical CSU expenditures, and considered the costs of increasing average unit load, strengthening campus advisement and augmenting academic and student services. Preliminary estimates suggest that using this approach would require an additional $425 million in ongoing funding. The third approach is currently underway, and involves an cost analysis of the campus student success plans to take into account the resources and expenditures that each CSU has identified as essential to help meet their new targets. When taken together, the estimated need will be between $400 and $500 million in ongoing baseline funding. The CSU hopes to begin to approach this level of support through gradual, sustained annual increases in student success funding.
Assessment, Accountability and Key Metrics The CSU commits to providing annual spring reporting of cohort progress at system and campus aggregate levels with disaggregation to underrepresented, low income, and first generation populations of interest. Key metrics include: Four-year graduation numbers and rates for entering freshmen cohorts Two-year graduation numbers and rates for entering transfers cohorts Fall-to-fall average unit load for undergraduate freshmen and transfer cohorts Summer course taking units for undergraduate freshmen and transfer cohorts One-year retention numbers and rates for entering freshmen cohorts One-year retention numbers and rates for entering transfer cohorts Campus implementation milestones for best practices of enrollment management, advising, and data capabilities Resources and Support Significant resources will be required to augment existing investments in student success to achieve the new completion goals. At a minimum, a greater portion of CSU students must complete more units each term. To estimate the resources required, Chancellor’s Office staff examined three approaches to determine costs. First, they applied the same methodology that was used to set the campus graduation rate goals, by examining the CSU peer universities to understand the level of resources needed to support their students. On average, these institutions invest approximately $1,500 more per student per year, which would equate to more than $500 million above CSU resources per year when applied to current undergraduate enrollments throughout the CSU system. Second, staff analyzed historical CSU expenditures, and considered the costs of increasing average unit load, strengthening campus advisement and augmenting academic and student services. Preliminary estimates suggest that using this approach would require an additional $425 million in ongoing funding. The third approach is currently underway, and involves an cost analysis of the campus student success plans to take into account the resources and expenditures that each CSU has identified as essential to help meet their new targets. When taken together, the estimated need will be between $400 and $500 million in ongoing baseline funding. The CSU hopes to begin to approach this level of support through gradual, sustained annual increases in student success funding.