State of the California State University 2014 – Chancellor Timothy White

State of the California State University 2014 – Chancellor Timothy White

October 22, 2019 0 By Stanley Isaacs


So Lou, we will wait for that issue. Um So it’s my pleasure to actually
introduce someone who will introduce the
Chancellor for the address. Um so I’d like to call on my good friend
and longtime board member Bill Hauk to help us with that introduction. You know Bill has
been on this board since 1993 and is our
longest serving member of the Board of Trustees in this
system. He’s been a mentor to me and to members
that the board around this table today Uniquely appointed by both Democratic
and Republican governors, which is an indication ever respect that folks have had for Bill on both sides of
the aisle. Problem-solver, bridge builder and
obviously keenly aware of the issues that have
affected the system from a historical perspective. His
efforts on behalf for the CSU extend far beyond this boardroom. He’s worked hard in Sacramento taking on
the very governors in the legislature that appointed and confirmed him. Two years ago, him and his wife made
significant contribution to the trustee scholarship fund or his alma mater, San Jose State. So you can see that in 2012, when Chancellor Reed retired, we went to one location for that chair for that search. Bill’s experience not only helped this during the search but here
each backed into the annals of history when we chose a Chancellor Reed. So his tireless contributions to our
system, I find it only fitting to yield the mic
to Trustee Hauk for the introduction Chancellor White. Bob, thank you. I didn’t expect to hear all that. It’s true, I’ve been on
this board for some would argue way too long. About 23 years now. Actually the students
would be interested to know that I was the first student ever attended a CSU Board meetings without any formal a sanction by the Board. Starting in nineteen sixty and I dare say that none of you were alive at
the time. As Bob indicated, I have been privileged have to serve
with this board which has been distinguished over the years and with the people on this board. I was involved in sharing the search for
two chancellors. Charlie Reed along with Martha Fallgatter and Tim white and I think we’ve already discovered that we that we may a a
really really good choice. So without further
ado Chancellor Tim White. And I don’t know if this if the first State of the
CSU speech. I can’t remember another one so I’m
really looking forward to this one, Tim. :::applause::: :::applause::: :::music from video::: :::music from video::: :::music from video::: I want to thank Bill and Bob And a big thanks to the governor, our
students, our trustees, the presidents, the Vice Chancellors, the advisersory
foundation board members, members of the community and our special guests for joining today to reflect on the state of
the California State University. As you know since its formation in 1960
the CSU has magnified its vision, its depth,
its breath in its reach higher education across this great state of California. As you know nearly three million
students have graduated and will help transform California’s economy
and we have spurred social mobility. California State University is the
largest comprehensive bachelor and graduate degree University in the world we are
arguably the best degree in the country when it
comes to modest cost, cost to the students, their families, and to
the state. We’re also arguably the best degree in
the country for high value and impact to the student, to the employers, to the communities in
the state and we offer this learning opportunity to all members of this quilted fabric that we
love to call California as long as they have the
aptitude in the willingness to do the work. Indeed, you can say that
our privilege, our strength is to develop human
potential across the entire society– not just those who have come from
opportunity and privilege. I visited the 23-campus I’ve seen us
in action. I’ve met with students and faculty, staff
and community members, and partners who help us fulfill this mission, this noble mission every single day. I learned
of the core activities of our dedicated professionals in this building the
chancellor’s office and our offices in Sacramento and
Washington DC and I thank everyone for their efforts to both welcome and inform
me to the CSU. So I know enough now about us to report that the state of the California State
University is strong, it is proud, and it is aspirational. What we do is simply
remarkable and California needs more of it. Our
state need one million more graduates by twenty 25 to enable the health of our economy. This need is enormous and we must
intensify our efforts to do our part to meet this need do this need. To this end, I will work with faculty and staff, with
campus and chancellor’s office leadership, with students and alumni, trustees, the governor to further
invigorate our efforts on student achievement and degree completion. The CSU will vest an additional $50 million
dollars in seven key areas designed directly to advance student
achievement and high-quality degree completion. To achieve this ambitious goal is gonna require solid
and sustained commitment from the people at the CSU. It will also
require an investment from our public and private partners across
California. But it will all be done with an eye on a
collective goal: a strong successful and prosperous
future for our students, our communities, our state and our nation. Let me begin with where it also ends and that is our students. There are so many important the
different ways we can characterize our students. Suffice it to say they cover the
spectrum of society on every imaginable descriptor. We are in
fact the people’s university. I’d like to
comment today on just one characteristic for a large segment of our students and those that is those coming from low
income households. You know, in analyzing our
students this past year, I want you to listen carefully to these
numbers. There are not too many of them, but they are profound.
Looking at our students 145,000 of them have incomes in the lowest quintile the lowest 20 percent the
income stratification in California. 145, 000 students whose income is less than or equal to in our
household 20,262 dollars Now two weeks ago, the White House
administration met with a hundred leaders in higher education to discuss
increasing college opportunities for low-income students and the
California State University was there, front and center, because we are an
exemplar for the nation in this regard. The national data is as shocking as it
is unacceptable for a healthy society. If a person is born into the lowest quintile of the economic strata — the lowest 20 percent –and does not earn a college degree, that
person has a five percent chance of making it to the top twenty percent
during their working life. 5 percent chance. But if they have a
college degree, their opportunity increases four-fold by having a college degree. And to move
simply from the lowest 20 percent to next lowest 20 percent without a college
degree it’s 55 percent in with it it’s 84 percent.
So when you think that 39 percent of our student
body fits into this income profile it helps increase the appreciation for the power
of this 23-campus system in profoundly transforming lives. On the campuses I had an honor
understanding their unique characteristics in the strengths of each. I learned a range of innovative
meaningful relevant learning discovery opportunities for our students,
highlight just a few: the focused educational programs undergraduate graduate doctors doctoral
degrees and certificates that tend to our
state’s workforce needs and help employees remain relevant in an
ever changing economy; applied research with every student
involvement in laboratories, fields clinic, studios, public schools, along
with scholarly and creative activities that support classroom teaching and engages
students resulting in higher rates of persistence and degree completion; service learning that engages students
in the community to apply their knowledge and skills to real-world
challenges and opportunities, better preparing their for the workplace
but also helping the communities along the way; and a growing an impressive array of
online high burden flipped educational courses and options; the african-american asian/pacific
Islander Latino Native American are rich in this
is that are unique to the CSU in the nation are profound. They highlight our efforts to
serve the students in partnership with members and faith-based communities culture
organizations civic groups as well as local school districts in the California Community Colleges and I’m
delighted see Eloy Oakley today from Long Beach
Community College. These efforts speak to increasingly access
,the achievement, the graduation, employment of these historically underserved populations. We should be proud that the CSU covers
the long ground– taking students from the whole spectrum
of academic readiness and helping them transform into dynamic
leaders; change agents who are ready to improve
California in the world, to change it for the better. We must
remain focused on this learning in creative environment
as job one. Where students faculty and vital work of
our staff create a learning experience that embraces a multi-faceted student body and all its
members. I am proud of what we do I am proud of
whom we serve and how much value to their lives and to
the public good that we add. We are truly first in class in what we do. We owe a great deal, a great debt of thanks to the architects
to the master plan for higher education in California, for
who we are today and especially for folks like me in many
else in this room who have benefited from each level have california’s
educational system. But master plan now is more than 50
years old. It was written for students in society
in another time. Our state’s population is more than
doubled since nineteen sixty, our student body at the CSU is almost five
times what it was in nineteen sixty and our state is pressed with changing
needs, new challenges at those plans authors could never have
even imagine. That’s why we’ll be wise to assess our
future, from the lens of the master plan while understanding need to bring it into the 21st century. I must also mention that our
infrastructure at CSU’s frayed in 3 vital areas: people, physical structures which we discussed
some this morning, and technology. And to be responsible stewards to this
amazing University, we’re going to have to invest in all three areas to fulfill our
mission in educating hundreds of thousands of Californians
today in the decades ahead. This observation should not be a
surprise to you. We’ve been navigating for quite some time in a sea of increased student demand, increased societal
need and doing so with decreased overall
resources. The recession did not start this but it
did accelerated deterioration our infrastructure. The structural
facility standpoint alone our buildings are aging and many in need
a repair or replacement. Of our state-owned buildings, forty-eight
percent of them, forty-eight percent of them are
forty years old or older. Indeed, to see issues deferred
maintenance and capital renewal as you heard this morning is approaching
$2 billion dollars which includes almost $500 million and
priority deferred maintenance, On a student side we’re currently
receiving the same amount of money from the general fund in constant dollars that we did 20 years
ago and yet we’re serving a hundred thousand
more full-time student at CSU. At the same
time we’re facing a growing need for
residents with college degrees. The Public Policy Institute of
California among others has estimated that our state will need
about 60,000 more bacalaureate degrees per year to reach the goal 1 million additional
college graduates by 2025. And this goal was set to sustain our leadership in California
in a knowledge-based global economy in which we compete. So to meet this goal, its require a degree production of
about forty percent higher in California, forty percent higher in California, and
current levels. And given that we all award nearly
one-half of the state’s baccalaureate degrees that outcome then weighs heavily on our
shoulders in this university system. And given the state’s demographic
realities, CSU’s challenge an opportunity here will continue to be serving those
students who are often the most difficult to reach. Those are working age adults California
to come from low-income households. The demand for us is certainly there. This
year we’re received the largest number about applications in
our history, some 760,000 applications from about 284,000 students; this is an increase in nearly 10 percent
or just the last two years. With the pressure these demands
internally and externally we cannot simply replace what we had in
the past, we must redesign with a new focus on our
greatest areas that need. That does not mean rebuilding in a sense
replacing old broken windows that were lost with the economic storm with
identical new ones, but rather it means redesigning in
revitalizing the core of our mission. Our top priority must
be to firm up both the fiscal as well as
the policy commitments to access, to persistence todegree and to completion of degree. And to
improve the educational experience in degree attainment for all students and to enable them to earn a high
quality agree in a shorter amount of time. We must simply maintain laser-like focus on student
achievement and the forward-looking growth of this
great state a California. So this vision for CSU gives
consideration to the enormous potential for
twenty-three campuses that I enjoyed visiting. The workforce needs of our state in the
democratic and preparedness characteristics of our current and future students as
a university system we shall provide design and policy principles to guide the campuses, yet we should
embrace diverse approaches by the campuses– firm on goals and
accountability, loose on means. We’ve already made
important progress in this direction– our efforts
in online learning, associate degrees for transfer, a graduation initiative–established a
solid foundation for our work and the past 10 years have been the most
productive since the CSU was created with almost 900,000 degrees
granted over this last decade. We need to design innovative ways to do more and a harness
the talents and resources of our partners. The graduation initiative which you’ll hear
more about later today include strategies for improving access
persistence degree completion and graduation rates. My vision is to
energize this commitment to improve the graduation rate even
further I refocusing initiative around seven key areas that will facilitate student
success and achievement and degree completion. Toward this
ambitious, difficult,and a central goal for
committing a total of fifty million dollars and for that investment will work to
improve the graduation rate over the next ten years for all categories of undergraduate
students that start with us by 10 percent and by community college
transfers by 5 percent. We will seek also to achieve
better a learning experience for the students. It’s going to be harder to quantify
that but includes high quality learning
attribute such as engaged contextualized rigorous and experiential. For those who ask about the cost
undertaking this project, I reply it is not a cost. It is an investment. The cost to
California will occur if we dull do it a liability
to California will occur with more unemployment costs or
cost for social services in the criminal justice system and state revenue foregone because of
lower wages. For us to meet then States projected
workforce need the help grow our economy. This
revitalization process requires all of us to work together to contribute to this vision of student
achievement and degree completion. Seven key areas include tenure track
faculty hiring, for committing to appoint more
tenure-track faculty in areas that matter most to California’s future and begin to reverse the long declining
ratio of tenured and tenure-track faculty to
lecturers. Why is this important? It’s our
outstanding faculty that go above and beyond to help students secure a meaningful future. Consider Matthias Selke, an accomplished chemistry professor at
Cal State L.A. He has been extraordinarily successful in
mentoring disadvantaged students who then go on to participate in young scholar training programs sponsored
by the National Institutes of Health and the National Science
Foundation. Second we’re going to enhance advising
and appoint more professional staff advisers on campuses to leverage the work already underway with
e-advising technologies and current staff that give “real-time” advice for students.
Why is this important? Well it could be a make-or-break issue
for students like our guardian scholars who are former foster youth. Just ask Robyn Harney, a graduate of the Guardian Scholars
program from CSU Fullerton, who stated, “When you grow up in foster care or in the court system, college can be difficult to navigate. The program is there to help you every step of the way every issue you have when you’re in the
program with every issue you have. When you are in the program, you are
never alone, which is something really meaningful to foster youth. Bottleneck initiative: We will expand investment to find more innovative solutions for bottleneck courses, to support more online concurrent cross-campus enrollment courses, and provide students with more choices for filling their schedules with courses they need when they can take them because of life’s other responsibilities Consider Devon Graves, a political science major at Cal Poly Pomona. Devon cleared a hurdle thanks to online
concurrent enrollment. He says, “I wasn’t able to clear an area from my general education requirements because I had an art
requirement I had to meet and there weren’t enough sections
offered or the times didn’t work with my schedule. With the implementation of the pilot concurrent enrollment program I was able
to complete the requirements because a course was offered that fulfilled that area.” Student preparation: we must invest more to help incoming first-year
students attain college readiness before arriving on campus and support
underserved students by expanding Early Start. While this issue is not our fault per se, but it is our problem. why do we want to
attack this? Well many students are inspired by
Victor Moreno who arrived in the United States at age 14 with a limited knowledge of English. He went on to be the first in his family to go to college, received his bachelor’s and master’s degrees from CSU Channel Islands, and now works there as a student success
coordinator where he helps underserved students in science, technology, engineering and math gain tutoring support, mentoring and encouragement. Fifth is high-impact
practices. We will invest to accelerate the implementation of
these practices that drive student achievement. Data is extremely clear on
that. This includes service-learning,
undergraduate participation in research, internship, study abroad, first year learning communities that
support persistence to degree completion. Why do we say it’s high impact? Well
first of all, it engaged students persist to get to degree sooner. Even on the
community side as Christina Gonzalez-Salgado, a Service Learning Coordinator at the
Pomona campus observed there is an additional community benefit: “All of our partners say, ‘Your students are wonderful. Send more. They’ve helped us look at things differently.’ ” Six: we have to expand our database
decision-making: We will expand data collection and data-driven decision making to improve the quality of our programs
and implement programs that have an student success. Why is this important? Well to be the
wiset decision makers, there to be evidence and data-based
and oftentimes we can access that information and
timely fashion on a campus across the system without
making 23 phone calls. And finally we’re going to bolster the
transfer degree completion rates, improve access and degree completion
with within two years by community college transfer students through hosted new strategies including
admissions preference. Why? It’s a program that’s helped students like Ken Fitzgerald, who transferred from Shasta College to CSU Chico with the Associate Degree for Transfer and is pursuing a degree in
organizational studies. He says “I’d tell any first-year freshman at a community college to get into the Associate degree for transfer program right away it’s so
much easier than going in circles like I did at first. They’ll show you how to get from Point A to Point B. I was very happy with the program.” We’re going to continue to work with the California
Community Colleges in advocating in Sacramento for a five million dollar supplement to
fund the outreach and marketing effort highlighting that Associate of Arts
transfer degree and CSU’s commitment to have transfer students graduate in
four years. It is critical that the resources identified for each of these seven key areas be thoughtfully, carefully, and efficiently deployed. We will benefit by proper consultation with faculty, with staff and students and use data to
guide us in making decisions and the investment so we can leverage
and expand his academic programs support services in a manner that best
promotes student satisfaction, student success and degree completion. And moving for partners is the only way
we can do this so we will be working hand-in-hand with the governor, with folks
in Washington DC, legislators, colleagues in the P-12 system, community
colleges, the University of California, business and community organizations, our
trustees faculty staff and students and anybody else I didn’t mention. We will also reach out to the public-at-large, because after all they are the ultimate shareholders in
the CSU. We look keep them informed of the outcomes
from their investment and the care that we take stewards this
remarkable University. Let me finish by stating I could have
spent our time today informing you are most visible alumni
and the great work they do. I could have but I didn’t stand before
you today and recite the numbers, our CEOs, legislators, our research
funding, our economic impact and the successes of our alumni who are the titans of industry, agriculture, education, healthcare technology, aerospace, entertainment and hospitality, public service as as impressive as that
speech might have been Had I taken that approach, it would have been a disservice to you because CSU is so much more, and in this way we are simply a unique, vibrant, and valuable institution on the larger scale in america. To make our state
foundationally strong we also need more CEOs community and that too is what cal state produces–
the public good, the common good. sure we have students
who take longer than average tp get to degree and it’s simple to read of that
statistic can be concerned. we will indeed do better with degree
completion probably said it 50 times already this morning. But dive deep and meet the students and
communities I have met and you’ll find that single student and you
find thousands if not hundreds of thousands of them maybe a single parent working two jobs taking classes whenever possible. that
student is the CEO of that household and earning a degree makes more of a
difference and that person’s house all Street and community than anything else let alone the inspiration that students
sacrifice and effort on his or her children and that’s what
makes Cal State so truly unique– it is our public good yes we are private good for that single
parent and all others who they realize full responsibilities while
being a student. But we are a public good to her children, neighbors, and state and
indeed we serve the wide in brillant swaf of california’s fabric. we are here to give
students across the spectrum of ages whether they are poor, first in her
family to venture beyond high school, or one who has no family. the opportunity
to impact her life, his life and the lives around
them. our faculty staff students and
supporters are here because of our public mission. we care about the public good if the
University through the success of our alumni and overall economic and social impact
and we care about the impact we make in the individual lives of our students
but know that impact is really only the first ripple and up onto their community this year
are 44,000 faculty and staff will touch over four hundred
thirty-seven thousand students when June comes around we will celebrate
the achievements graduation a hundred thousand people. we celebrate not because I different
we made only in their lives. we celebrate because the different we
make in the communities it a call home. and we do so proudly because we are the
California State University, a public good worthy of public and
private investment. we produce the graduates that are needed
to lead and improve the quality of life for all peoples in the state of
California in this nation and our university was founded with a
clear important vision. going forward we must both lead and
adapt to societal change we need to respond to our states need
for more graduates with a strategic redesign and revitalization our mission and our
goals. we will move forward with a strong mission
and goals for student achievement and high-quality degree completion and
we’re committing to invest $50 million dollars in new
resources on that priority alone. while this mission and
goals are ambitious I understand that there also a essential
and they are truly G verbal as we embrace the pathway
forward we urge our trustees, our policy makers, our fellow educators, and the public to stand with us in
support the students pf today and of tomorrow. I look forward
to continuing this journey together it is not back to the future it is our
future it is the future and it will become our
legacy. thank you very much ok