How We Compare
For over two years, systemwide efforts have been dedicated to evaluating the costs associated with instruction, academic support, student services, and institutional operations, both at a system and individual campus level. This work aims to establish benchmarks that enable campuses to assess their performance and ensure financial sustainability.
Chico State’s metrics are comparable to systemwide metrics as well as peers of similar full-time equivalent student (FTES) enrollment and funding size (East Bay, Dominguez Hills, San Marcos, and San Bernardino). For example, in the 2024–25 year, at Chico State:
- Our total expenses equate to $21,030 per FTES, which is slightly lower than the systemwide average of $21,572 and comparable campuses' average of $22,697.
- The Chico State student-to-faculty ratio (SFR) when considering tenure-track faculty alone is 35 students per faculty member, compared to the systemwide average of 37.6 and comparable campuses average of 36.8.
- Our student-to-faculty ratio (SFR) when considering tenure-track and non-tenure-track faculty together is 21.2 students, compared to the systemwide average of 21.2 and comparable campuses average of 20.7.
- And the overall student-to-employee ratio when considering the total number of stateside employees (i.e., faculty, staff, and administrators) serving our student body, is 7.8 students per one full-time equivalent employee compared to 8.5 systemwide and the average at comparable campuses at 8.2.
The good news is that while Chico State operates with slightly lower student-to-employee ratios than the system and comparable campus averages, we are not significant outliers. Numerous challenges, including the COVID-19 pandemic, the demographic cliff, and changing attitudes about higher education, have contributed to enrollment declines—the financial implications of which are exacerbated by the burden of unfunded commitments for compensation and benefits increases, among others.
Recognizing the need for proactive measures, we began addressing these challenges under the guidance of University leadership and the University Budget Committee. Steps were taken to reduce spending, and where feasible, workforce adjustments have been made through attrition. Considerable progress in streamlining operations and enhancing efficiency has been made to date.
In addition to systemwide and campus comparisons, we also look at historical spending data through the lens of our campus. One such metric is our expenses per FTES, which decreased for the first time in five years. Due to our three-year budget reduction plan implemented in 2023–24, we thankfully began to increase enrollment and decrease expenses per FTES — indicating a positive campus direction.
| - | 2020 –2021 | 2021 –2022 | 2022 –2023 | 2023 –2024 | 2024 –2025 |
|---|---|---|---|---|---|
| FTES | 14,941 | 13,578 | 12,456 | 12,639 | 13,575 |
| Expenses | $272,360,431 | $270,417,666 | $303,793,170 | $285,428,494 | $285,496,233 |
| Expenses per FTES | $18,229 | $19,916 | $24,389 | $22,583 | $21,030 |
Table summarizing Chico’s full-time equivalent students (FTEs), total expenses, and expenses per FTE from 2020–2021 through 2024–2025. FTEs range from about 12,456 to 14,941. Expenses rise from $272 million to about $285 million, with expenses per FTE varying between $18,229 and $24,389.
As we continue to explore ways to address the budget, the support and innovation of our campus community will be key. We welcome your ideas, many of which have been shared already, and invite you to continue to put forth your suggestions to generate revenue and save costs.