The CSU at the Beginning of the 21st Century: Meeting the Needs of the People of California

The report surveys teaching and learning in the CSU at a crucial juncture: 4 many indicators of quality--the student- faculty ratio, library collections, and more--have failed to recover from the fiscal crisis of the early 1990s, but 4 the CSU faces a greatly increased student demand at the same time that the State of California faces a new economic downturn.

Contents ¬ Introduction ­ The Evolving Missions of Public Higher Education in California ® Challenges to Achieving the Highest Levels of Quality ¯ Meeting the Needs of the People of California ° Recommendations to Enable the CSU to Accomplish Its Missions More Effectively and Thereby to Serve the People of California Better

Contents ¬ Introduction ­ The Evolving Missions of Public Higher Education in California ® Challenges to Achieving the Highest Levels of Quality ¯ Meeting the Needs of the People of California ° Recommendations to Enable the CSU to Accomplish Its Missions More Effectively and Thereby to Serve the People of California Better

3. Challenges to Achieving the Highest Levels of Quality 4 Students 4 Teacher-Learner Contact 4 Graduate Study 4 Infrastructure 4 Staff 4 Faculty 4 Relations Between and Among Systems

3. Challenges to Achieving the Highest Levels of Quality 4 Students 4 Teacher-Learner Contact 4 Graduate Study 4 Infrastructure 4 Staff 4 Faculty 4 Relations Between and Among Systems

Contact between Teachers and Learners “ Research shows that the more satisfied students are with their contact with professors, the more they will learn and the more likely it is they will graduate.” --U.S. News and World Report

Contact between Teachers and Learners

Infrastructure: Library Collections

Staff Support for Students & Faculty

Faculty  The Role of Faculty in Curricular Development  Changing Patterns of Faculty Hiring  Faculty Professional Development: Improving Pedagogy  Faculty Professional Development: Maintaining Currency through Research, Scholarship, and Creative Activity  Recruiting and Retaining a Diverse Faculty

Faculty  The Role of Faculty in Curricular Development  Changing Patterns of Faculty Hiring  Faculty Professional Development: Improving Pedagogy  Faculty Professional Development: Maintaining Currency through Research, Scholarship, and Creative Activity  Recruiting and Retaining a Diverse Faculty

Changing Patterns of Faculty Hiring

Faculty Professional Development : Maintaining Currency through Research, Scholarship, and Creative Activity 4 CSU students expect to learn from faculty current in their disciplines; thus, ongoing professional development for the faculty is central to the effective teaching that is at the heart of the CSU mission.  Research, scholarship, and creative activity contribute to building an education of high quality through their roles in developing an intellectually engaged and productive faculty.

Faculty Professional Development : Maintaining Currency through Research, Scholarship, and Creative Activity “ Research, scholarship, and creative activity in support of its undergraduate and graduate instructional mission is authorized in the California State University and shall be supported by the state.” --The Donahoe Act, as amended, California Education Code

Some institutional factors inhibit professional development: 4 One is inadequate funding for attending professional meetings, equipment, student research assistants, assigned time, and leaves with pay.  A second is the CSU workload formula, which allocates 80% of a t/tt faculty member's time to teaching, 20% to advising and committee work, and none to research, scholarly activity, or creative work.

4. Meeting the Needs of the People of California 4 Enrollment Projections 4 The Crisis of Physical Infrastructure 4 The Crisis of Faculty Hiring 4 Developing New Programs to Meet State Needs 4 Funding Quality and Funding Growth

4. Meeting the Needs of the People of California 4 Enrollment Projections 4 The Crisis of Physical Infrastructure 4 The Crisis of Faculty Hiring 4 Developing New Programs to Meet State Needs 4 Funding Quality and Funding Growth

CPEC projects a 37% increase in CSU student enrollment-- a surge of some 130,000 additional students, from 349,804 students in Fall 1998 to nearly 480,000 by the year 2010.

The Crisis of Faculty Hiring 4 Among the CSU tenured faculty in , two out of every nine either retired or entered FERP by Fall  By 2010, half or more of the current tenured faculty are likely to have retired.

The Crisis of Faculty Hiring

The Crisis of Faculty Hiring: Separations, Searches, and Hiring of t/tt Faculty Members,

The Crisis of Faculty Hiring

Developing New Programs to Meet State Needs 4 With the proper resources, the CSU could expand its curriculum to meet emerging state needs in several areas.  With the proper resources, the CSU could expand existing masters' degree programs and develop new, applied graduate degree programs at masters' and doctoral levels, including the Ed.D.

Funding 4 Funding Educational Quality 4 Funding Scholarship  Funding Growth  Funding in the CSU and Funding in the UC

Funding 4 Funding Educational Quality 4 Funding Scholarship  Funding Growth  Funding in the CSU and Funding in the UC

Funding Growth: The Marginal-Cost Formula 4 By employing an unrealistically low faculty salary, the marginal-cost formula contributes significantly to a continued reliance on poorly paid lecturers and discourages hiring tenure- track faculty members. 4 By employing a student-faculty ratio of 18.9 to 1, the marginal-cost formula freezes in place an artifact of the crisis of the early 1990s rather than seeking to restore pre-crisis levels of funding.

Recommendations Requiring Legislative Action: 4 Provide to all CSU faculty members the opportunity to devote a minimum of one-fifth of their assigned workload to research, scholarship, and creative activity.  Revise current budget formulae to restore and enhance the quality of education and to encourage new program development.  Authorize and provide appropriate funding to CSU campuses to offer independent applied doctoral degrees.

Other Recommendations: 4 Reduce the current student-faculty ratio to the level typical before the state's fiscal crisis of the early 1990s. 4 Remedy insufficiencies due to delayed maintenance and delayed purchasing during the early 1990s. Bring state-of-the-art technology to more CSU classrooms. 4 Augment CSU library collections and restore library staffing.

Other Recommendations (continued): 4 Establish incentives to attract new faculty members of the highest quality, including improved benefits, housing subsidies or subsidized housing, and moving expenses. 4 Hire additional tenure-track faculty and improve funding for searches; reduce the current proportion of lecturers by hiring more tenure-track faculty. 4 Increase the number of secretarial/clerical staff and technical staff who provide services to students and faculty. Improve staff wages and benefits to attract and retain the best quality staff in these positions.

Other Recommendations (concluded): 4 Increase support for the research, scholarship, and creative activity that are required for effective teaching; specifically, provide additional sabbaticals and other research support for CSU faculty and reconfigure the CSU faculty workload so that a one-fifth is devoted to faculty development (including research, scholarship, and creative activity). 4 Adjust CSU faculty salaries to achieve parity with comparison institutions to remain competitive with other academic institutions.  Improve the current CSU physical plant to provide adequate facilities for existing programs and for growth.

Data Sources: CSU Statistical Abstracts CPEC reports Chancellor’s Office staff

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