November 13, 2025

Monthly updates on Bridge to the Future, 
PSU's plan for financial sustainability

Welcome to the first Bridge Bulletin! We hope this monthly newsletter will be an informative progress report on our Bridge to the Future financial sustainability work.

Together, we are engaged in a collaborative, transparent process of reviewing all operations and programs over the next two years to address budget shortfalls while maintaining vital programs and student support services and empowering the PSU community to take collective action for the future of the university.

I have convened the Bridge to the Future Steering Committee which will work for the second time next week. This 19-member group includes representation from across campus and will meet monthly for the next two years to advise us on the process, our alignment with our Future in Focus strategic plan, and how we’re communicating with the campus about our progress.

Read on to learn more and submit your feedback and questions to inform future editions of the Bridge Bulletin. 

Sincerely,

President Ann Cudd

Following the Operational Excellence Townhall on Oct. 22, the implementation teams have been working hard to integrate your feedback into the design and work of support hubs in the areas of Finance, Human Resources, and Marketing and Communications.

The beta test group for the Financial Services Campus Support Center (FSCSC) is operational and initial process improvements are underway. The Leave/Payroll Tech has been hired and the RFP for the Leave Management System in support of the consolidation of In-House Protected Leaves has been completed. An Interim Chief Marketing Officer (CMCO) has been hired, and they have been meeting with business units to understand marketing and communication needs.

Upcoming Milestones:

These steps move us closer toward our goal of delivering measurable improvements in PSU's administrative functions by enhancing performance, reducing duplication, and improving the employee experience.

- Andria Johnson, Vice President of Finance and Administration

Since announcing our Plan for Institutional Vitality and Organizational Transformation (PIVOT) to campus this fall, we have begun a comprehensive review of more than 400 academic programs, centers, institutes, administrative structures, and academic support units. PIVOT serves as Academic Affairs' and Research & Graduate Studies' contribution to addressing PSU's projected shortfall, while strengthening academic excellence by aligning our portfolio with student demand, workforce needs, and our urban-serving mission.

In Track 1, we are examining what PSU teaches and how academic programs are structured, working to improve student success and align PSU’s academic offerings with student demand, labor market needs, and institutional mission.

In Track 2, we will clarify how each unit and administrative structure contributes to institutional priorities and success, then identify opportunities for improvement or redesign, ensuring that financial resources are aligned with PSU’s most urgent needs and highest-impact strategies.

What’s Next:  Designated leaders will submit Track 1 academic program self-studies by Dec. 1, with Track 2 assessments due Dec. 12. These will combine quantitative data with qualitative insights to inform decisions about where to grow, sustain, revitalize, or sunset programs, ensuring resources go to areas of greatest impact.

Throughout this process, we're maintaining robust engagement with the PIVOT Transition Monitoring Team, listening sessions, chairs' coffees, meetings with academic units and Faculty Senate leaders, and ongoing data support. Together, we're building sustainable academic structures that will help PSU become a stronger, more resilient university for our community.

- Shelly Chabon, PhD., Provost and Vice President of Academic Affairs

This process will identify ways to improve the excellence and efficiency of administrative functions outside of the Office of Academic Affairs and Research and Graduate Studies, classifying them according to potential financial outcomes. We will assess which functions are mission critical, in demand, financially stable, and operationally efficient to guide decisions on restructuring, consolidation or phasing out nonessential operations. Similar to Pivot Track 2, each unit will be classified into functions that should be sustained, restructured, and sunset.

Upcoming Milestones:

The assessment will be completed by February and shared with the Executive Council to inform the next steps in reaching our goal of reducing our operating budget over the next two years.

- Sheila Martin, Chief of Staff and Vice President of Public Affairs

These questions were submitted over the last month through the Feedback Form on the Bridge to the Future webpage:

Q: Is PSU considering selling or leasing any of its buildings or properties as part of the budget work?

While the sale of long-term real estate assets is not currently under consideration, we remain committed to strategically managing our physical resources. We will evaluate all opportunities for both revenue generation and savings as our space requirements continue to evolve.

Q: Is PSU coordinating with other Oregon universities and community colleges as they make changes to their academic offerings to avoid duplicating reductions or investments, to support transfer pathways, and to ensure each institution can serve as an academic destination in specific areas?

Oregon's public universities regularly communicate through leadership channels and we continue to explore opportunities for collaboration as we each navigate financial challenges. While PIVOT decisions are based on PSU-specific data, including student demand, program performance, and area workforce needs, we value understanding the broader higher education landscape across our state and regularly look for collaborative approaches that strengthen programs, share resources, and better serve Oregon students collectively. We will continue to work with our Oregon university partners to identify where we can complement each other’s strengths.

Faculty Senate: Dec. 1 & Jan. 5

Connect with the Provost: Various opportunities

Administrative Briefing: Feb. 11