CHAPTER FIVE
such programs. Post-baccalaureate certificate programs, additional master’s programs, as well as doctoral programs should also be explored in terms of market demand, availability of resources, and alignment with the mission of the university. The strategies to make this happen should consider the viability of these programs in the marketplace, the required investment in the program, facilities and the services necessary to serve these students, and recognize the importance that these programs yield net revenue for reinvestment into the university.
Overall Enrollment Growth
Given the declining number of high school graduates seeking higher education, our high level of dependence on tuition and fee revenue, and the ambitious university vision and agenda for the next decade, the optimal size and composition of the student body needs to be more clearly determined. The possibility of enrollment growth will require research of external opportunities and internal capacity. Capacity and size for the student body are informed by a match with institutional strengths, market demand and the number and specializations of the faculty and staff. We anticipate that the future PLU student body will include traditional-aged fouryear students, transfer students of all ages, returning veterans, international students from multiple continents and an increased breadth of graduate students. However, the optimal enrollment would be that which most effectively utilizes university resources. The identification of an optimal enrollment will need to include factors such as full-time vs. part-time students; daytime vs. evening/weekend/low-residency students; undergraduates vs. graduate students;
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and academic areas of interest. PLU will continue to recruit the most capable students interested in attending the university. Institutional fit between students and the educational mission and objectives of the university is desirous as it leads to increased satisfaction and persistence toward graduation. As noted earlier, significant changes are occurring and are expected to continue over the next decade with respect to the characteristics of students graduating from high school in PLU’s primary geographical recruitment areas. More students from diverse racial and ethnic backgrounds, as well as more first generation students, will be seeking post-secondary education. The marketplace of higher education is highly competitive and filled with many options for students and families. In the state of Washington, public two-year and four-year institutions are key competitors for PLU, as is the growing sector of forprofit and/or distance education institutions. Improving PLU’s position in the landscape of higher education will be a priority. Building on the strength of our academic programs and faculty, as well as on the entirety of our distinctive educational experience, PLU needs to ensure that recruiting efforts are receptive to these new student populations. Increasingly, our recruitment plan needs to underscore the compelling value of a PLU education, while yielding the enrollment of a highly capable, diverse student body consistent with our mission and with an enrollment mix that maximizes the university’s resources. The context in which students and families will be making decisions about where to pursue college degrees is influenced significantly by financial realities and