State of the University AddressMay 5, 2009

WASCCapacity and Preparatory Review

Commendations

• CSULA faculty are strongly committed to teaching and learning.

• Strategic planning efforts have successfully been linked to the budget.

• Significant progress has been made in the area of Information Literacy.

• The University has developed considerable IT capacity.

Recommendations

1. Assessment of Student Learning Outcomes: CSULA needs to prioritize projects and better coordinate efforts, responsibilities and information dissemination. Institutional learning outcomes need to be identified. What results will CSULA present for the Educational Effectiveness Review?

2. Institutional Alignment: Current efforts regarding academic assessment, retention and enrollment management need better coordination.

3. Student Support Services: Efforts to revise, evaluate and improve student services that contribute to student success must continue.

Recommendations

4. Advisement: A comprehensive advisement system needs to be developed and Implemented.

5. Research, Scholarly and Creative Activities: The University needs to develop the means to assess the impact of RSCA on student learning and success.

Suggestions

• Enrollment Management: The University needs to finalize its draft Enrollment Management Plan.

• Facilities: The campus needs to ensure that facilities get proper attention and priority.

• Strategic Planning: – The Strategic Planning Committee needs to develop

benchmarks for project or initiative performance.– Strategic Planning Alignment: Make sure plans are

in alignment – System-wide Plan, University Strategic Plan, Division Plans, College and Department Plans.

Suggestions

• Campus Communication: Enhance internal and external communications.

• Library: The Library is under resourced. The University should develop a strategy to address this issue.

• Adjunct Faculty: Attention should be devoted to engage them more effectively and comprehensively in the learning community.

• Quality Assurance: The University needs a more systematic approach to assessing outcomes.

INSTITUTIONAL ALIGNMENT

Institutional Alignment

Institutional alignment means that all employees of the institution are working toward strategic goals, priorities, and core values; and that business processes and resources are appropriately and responsibly allocated and assessed.

MPP Town Hall Meetings

• May 2005 – Information Security identified as an institutional priority

• November 2005 – Plans for Alignment by Division• August 2006 – Enrollment Management and Process

Mapping• May 2007 – Strategic Planning and Quality Service• October 2007 – Alignment in support of Student

Educational Success• May 2008 – Making Student Success a Priority• March 27, 2009 – Alignment of student centered

business processes

March 27, 2009 Town Hall Meeting

2006 SNAPS and student feedback provide the basis for focus on:

•Admissions Services•Student Financial Aid/Disbursement•Registration and Records•Housing, Co-Curricular Activities, Food Services•Academic Advisement

Town Hall Meeting Follow-up

Reports to the Vice Presidents containing:•A summary of the Town Hall recommendations•An implementation approach and/or project plan, including anticipated target dates•Identification of funding requirements and/or options•Defining measures of success

Vice Presidents will evaluate reports to ensure priority processes and activities are appropriately aligned, integrated, funded, achievable, and measurable.

ENROLLMENT MANAGEMENT

Enrollment Management

• Increased focus on recruitment of better prepared students

• Adherence to all published deadlines for new and continuing students

• Focused on improving customer service for students as well as internal constituents

• Continued emphasis on timely and accurate communication with students

Enrollment Management• Continued prioritization of the timely

completion of transfer credit evaluations• Instituted a $100 Enrollment Confirmation

Deposit for new students• Revised the Scholarship Program to

identify and award scholarships for incoming students

Enrollment Management Plan

Six Goal Areas

• University Image• Recruitment and Admissions of New

Students• Financial Aid• Student Success (Retention & Graduation)• Quality Service and Process Improvement• Infrastructure (Technology & Facilities)

University Image

• California State University, Los Angeles will be recognized by each of its constituencies as being a leader in higher education delivery in the State. The University will be renowned for its customer service, affordability, student-faculty interaction, premier programs, high rates of employment of graduates, student satisfaction, innovation, and partnerships across the community and throughout the region.

Recruitment and Admissions of New Students

• Recruit, admit, and enroll new students through strategically focused, coordinated, and collaborative efforts.

Financial Aid

• The goal of the Student Financial Aid Office is to maximize the utilization of available financial aid programs (grants, loans, scholarships, and federal work-study) to defray the educational expenses incurred by students and their families. In addition to providing financial assistance, the office works in concert with the campus community to provide an environment where students feel connected and supported during their tenure at California State University, Los Angeles.

Student Success

• Student success is enhanced by a broad array of programs focused on supporting and enabling students to reach their educational goals and consider themselves successful. Early interaction with all students and particularly at-risk-students is imperative. Creating a campus where students feel connected to other students, staff, faculty and the University at-large will increase retention and move students closer to successfully achieving their personal and educational goals.

Quality Service and Process Improvement

• California State University, Los Angeles will be recognized by each of its constituencies for its delivery of quality service and for its commitment to continuous quality and productivity improvement.

Infrastructure

• Information Technology Services strives to provide all students, faculty, and staff with anywhere, anytime electronic access to information resources in support of the mission of the University.

• Administration and Finance strives to create and maintain a physical campus environment that supports the campus mission and is attractive and safe for all students, faculty, and staff.

Proposed EMSC Structure

Enrollment Management

Steering Committee

Enrollment Management

Planning Group

Working Subcommittee 1

Working Subcommittee 2

Working Subcommittee 3

2009-10 Budget

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CSULA Budget Reduction Impacts• No Enrollment Growth – FTE Target Remains at 17,000• No 2009-10 Compact Related Compensation Increases• In February 2009, the Legislature reversed the $97.6 million which was

added back to the CSU budget as part of the May 2008 Revised 2008-09 budget. The CSU’s cumulative reduction through 2009-10, including the carryover of the 2008-09 reduction, is $57,155,000.

• CSULA’s portion of this reduction is approximately 5% (its portion of the total CSU Budget) or $2,857,750.

• This reduction is funded with $1.1 million in baseline funds from a reduction in risk pool premiums and an energy bond that will be paid off next year. The balance of $1.8 million will be from one-time funds.

This budget scenario for 2009-10 is based on the following assumptions: Compact is not funded, no enrollment growth expected, the budget initiatives will pass in the May 19, 2009 Special Election, and none of the revenue shortfalls are allocated to the CSU.

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2009/10 FISCAL IMPACT TO CSUDeficit Carryforward from 2008/09 (96,204,000)$

Budget Act Revenue AdjustmentsBudget Act Reconciliation - One Time Savings 31,314,000 General Fund Base Budget Reduction (50,000,000) Projected Fee Revenue from 10% Student Fee Increase 127,176,000 Governor's Line Item Veto (255,000,000) One-Time Federal Funds (Educational Stabilization Fund) 255,000,000 Additional One-time Federal Funds (Educational Stabilization Fund) 13,500,000

CSU Mandatory Cost ObligationsFaculty Collective Bargaining Agreement - Merit Pay (7,000,000) CSU Employee Health Benefits (8,484,000) CSU Employee Dental Benefits (2,713,000) New Space (10,152,000) Energy (12,200,000)

Financial Aid to Offset Fee Rate Increases (42,392,000)

Net Fiscal Impact on CSU Operating Budgets (57,155,000)$

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• While the State is already projecting a shortfall of revenues from what was projected in the February 2009 budget, failure of the budget initiatives on the May 19, 2009 ballot will add an additional $5.8 billion to what is currently expected to be as much as a $8 billion shortfall.

• Additionally, unless the State’s economy improves dramatically, reductions currently funded from one-time funds will need to be made on a baseline basis in 2010-11 in addition to any impacts from the special election or potential shortfalls in State revenues.

CSU Budget Response

Key Messages

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• The proposed budget will not allow the CSU to serve all qualified students, reducing access.

• Reducing access will impact industries and the State’s economy given our role in preparing the State’s workforce.

• Long-term prospects of increasing college going rates of underserved communities will be negatively impacted just as we are making real progress.

CSU Budget Response

Key Concerns

POSSIBLE CONVERSION TO SEMESTERS

The Provost and the Chair of the Academic Senate are in the process of establishing a planning taskforce which will develop a comprehensive proposal regarding conversion.

The proposal will address the following issues:

• A timeline for transition.• A model of the semester system calendar.• The identification of transition costs and an appropriate

and realistic budget.• An examination of academic policy implications.• The identification of essential and critical modifications to

campus business processes and IT systems.• The development of a comprehensive communication

plan.• A model for simultaneous curriculum revision.• The identification of issues related to students enrolled

during the transition.

Once this proposal is completed, it will be shared with the Academic Senate and with the Associated Students, Inc. for review and recommendations prior to a decision being made.

THE HONORS COLLEGE

Coming Fall 2010

CORE VALUES OF THE HONORS COLLEGE

• Provide opportunities for enhanced student learning achievement that further validates the excellence with the diversity of CSULA.

• Prepare leaders for the greater Los Angeles area and for the 21st century.

• Engage students in serving their community in order to develop a commitment to social responsibility.

• Connect students to the larger issues facing the Pacific rim, with particular attention to identity, migration and transnationalism.

Goals of the Honors College

• Expand education opportunities for high achieving students to engage in research, scholarship and creative activities and to gain publication and presentation experience, as well as recognition.

• Attract a greater percentage of high performing students, especially those in our service area, many of whom currently bypass CSULA.

Goals of the Honors College

• Improve the classroom environment and raise the level of classroom performance of all students by increasing the number of highly motivated and performing students.

• Provide entering freshman and transfer students with a comprehensive Honors College experience.

Honors College Incentives

• All incoming Honors College Freshmen will receive an attractive financial package, which includes first-year tuition and fees (renewable for four years);

• A personal laptop computer;• Admission to selected Los Angeles cultural

citywide performances;  • Extended library checkout privileges, and;• Additional benefits include, but may not be

limited to, priority registration, admission to Luckman Events, etc.

FACULTY AND STUDENT HIGHLIGHTS