October 23, 2008



11:30 A.M. - 1:00 P.M.                                                                          ACADEMIC SENATE CHAMBERS

Members Present: Au, Bullock, Burgtorf, Carroll, Dabirian, Dalley, Drezner, Gass, Gordon, Gradilla, Grewal, Guerin, Hagan, Hernandez, Hewitt, Hickok, Jarvis, Kanel, Klassen, McConnell, Mead, Nyaggah, Pasternack, Randall, Rhodes, Rhoten, Shoar, Smith, Stang, Walicki, Williams

Absent: Arnold, Bedell, Bhattacharya, Bruschke, Buck, Carvin, Fidalgo, Green, Liverpool, McLain, McMahan, Shapiro, Shoar, Taylor, Walk


I.          CALL TO ORDER

Chair Hewitt called the meeting to order at 11:35 a.m.









Chair Hewitt’s report included the following:

·         We have all received, via email, a letter from Chancellor Reed indicating that the State Department of Finance has asked that all state agencies receiving general funds cut an additional $300 million total from the current budget. This equates to approximately $2 million in cuts to CSUF. The letter also stated that given the worsening budget situation, it is possible that we may also face a midyear budget reduction.

·         The upcoming issue of the Senate Forum will be published and distributed online and electronically. A survey of readership will follow the distribution of this issue. The results will be used to determine how the Senate Forum will be published in the future.



No report was given. However, Dr. Pasternack congratulated President Gordon on his appointment to head of the Hispanic Association of Colleges and Universities (HACU).



Time Certain

11:45 a.m.

Subject: State of the University Address

President Milton A. Gordon

President Gordon began his address by thanking the Senate for inviting him to give this address. With the exception of the budget situation, he stated that he thinks we are doing really well.  He also thanked the Senators and faculty who serve on various committees for their work, expertise, and input on a variety of important topics.

President Gordon reported the following:



·         Even though the alliance within the CSU system succeeded in its commitment to reverse the previously recommended $97.6 million in budget cuts to the CSU, the budget approved by the Governor still places many major funding challenges upon the CSU.

·         State funding to the CSU remains flat between fiscal years 2007-08 and 2008-09. Even though the Governor’s workload budget identifies additional needs of roughly $215 million, given the CSU’s mandatory costs, enrollment growth and compensation lags for its employees.

·         The only new revenues for the CSU in the budget came from the 10% increase in student fees. After providing $36.6 million for student financial aid grants, the fee increase yielded a net of $73.2 million in operating revenue for the CSU.

·         As VP Hagan reported last week during his “Fiscal State of the University Address,” the University is taking substantial baseline and one-time budget cuts during 2008-09.

·         A significant portion of these cuts is due to reductions in State funding, as well as mandatory cuts the University has had to absorb. The University is also making cuts to finally eliminate its structural deficit, and more importantly, to fund high priority items identified by PRBC, such as maintaining the SFR and hiring 100 new tenure-track faculty.

·         I will announce the final University 2008-09 budget decisions in the near future.

·         The 2008-09 budget reductions will have a considerable impact on all of the divisions. I am working with the division heads to identify strategies to reduce the impact of the budget reductions on instructional activities and to develop a fiscal plan that will allow us to maintain the momentum of our highly successful fundraising efforts.

·         I have asked VP Smith and Senate Chair Scott Hewitt to lead a group that will build upon the efforts of our Grants and Contracts study committee and recommend additional actions for significantly increasing our ability to generate research grants and contracts.

·         While the current budget reductions present a major challenge, there are also strong indications of a potential mid-year budget reduction.

·         Fiscal year 2008-09 will be a very difficult year for the CSU and our campus, and given the conditions of the State and national economy, the following fiscal year could be worse. I will be asking the PRBC to continue its efforts to identify critical university priorities that must be supported and alternative strategies for reducing expenditures.

·         One overarching priority for 2008-09 and beyond is that CSUF must continue to strengthen our academic programs and centers of excellence; raise our visibility and reputation as one of the best and most diverse public, comprehensive universities in the nation; provide the ultimate learning experience for our students and successfully graduate highly educated graduates dedicated to lifelong learning whose knowledge and talents will contribute to the economic, social, civic, and cultural vitality of California and the global community for the 21st century.



·         Our enrollment continues to be strong, and the diversity of our student body continues to increase each year; all indications seem to point to the fact that it will continue for the foreseeable future.

·         California is predicted to have a population of 43 million by 2020; by 2025 the majority of new workers in the workforce will be Hispanic. Latinos are projected to become the largest ethnic group in Orange County by 2020, representing 41% of the population. Currently, only one in every ten Hispanic children who enter kindergarten will obtain a college degree. That is why our outreach programs like Project MISS, Summer Bridge, Kids to College, McNair Scholar Programs, Talent Search, SeaTeach, Partnership Programs with Santa Ana College: Summer Research Scholars and Individualized Track to Transfer and the recent U.S. Department of Education award to our campus of $7.9 million for our Gear Up Program are so important to our future success in terms of educating and graduating Hispanic and other underserved populations of students.

·         College Year Target FTES Comparisons from 2003-04 to 2008-09 (slides/tables were prepared by Ed Sullivan, Acting Assistant Vice President for Institutional Research and Analytical Studies): From a year ago to this year, there was only an increase of about 169 FTES. (Note: CY 2003-04 through 2005-06 FTES totals do not include the graduate students FTES differential, CY 2006-07 through CY 2008-09 FTES do include the graduate student FTES differentials.)

·         Internal Fall FTES Targets: Enrollment at the Irvine Campus declined 30%. H&SS went down about 2% and Education decreased about 2.3%. All others made their targets. The decline at the Irvine Campus was due to our projected significant budget reduction. As a result of the state of California’s $15.2 billion deficit for 2008-09, we were forced to close admissions to upper division transfer students in mid-February which had an effect of our admitting this fall a much smaller class of new upper division transfer students than in previous years.

·         Summer Year Round Operation (from Summer 2002 to Summer 2008): Due to California’s budget crisis in 2004, we stopped state support and ran summer session through self-support. It has taken us 4 years to get to a headcount of 10,482 students compared to 11,626 students in 2003. We still have a way to go to return to the peak enrollment we had in summer 2003.

·         Fall 2008 Application Comparisons: We admitted about 60-61% first time freshmen and 23-24% enrolled; about 50% of undergraduate transfer applicants were accepted and 60% of them enrolled; about 50% of graduate/EdD applicants were accepted and close to 70% enrolled; and 75% of applicants to the credential program were accepted, 55-56% enrolled. A total of 52,332 applications were received; 30,536 (around 60%) students were accepted and 11,675 enrolled (38%).

·         Highlights of Fall Headcount Comparisons (Fall 2003- Fall 2008): We had the largest headcount enrollment of all CSUs in Fall 2005, 2006, and 2007. However, headcount numbers in fall 2008 tapered off due to our closing of transfer admission.

·         Fall 2008 Ethnic Distribution Compared to Fall 2007: American Indian: 0.54%; Asian/Pacific Islander: 21.73%; Black: 3.48%; Hispanic: 28.13%; White: 31.66%; Non-Resident Alien: 4.44%; Unknown: 10.03%. The student body remained at a total of 54% minority students overall.

·         Country of Citizenship of International Visa Students, Fall 2008: Undergraduate: Most Visa students are from Japan; Graduate and Postbaccalaureate: Most are from India; Other countries include Indonesia, Vietnam, Thailand, South Korea, Peoples Republic of China, and Pakistan.

·         Fall 2008 First-Time Freshmen: The large incoming class makes it clear why an additional dormitory is necessary.

·         First-Time Freshman Ethnic Distribution: Hispanic: 37%; Asian/Pacific Islander: 22%; counting the African American population, the ethnic distribution is over 60% minority students.

·         High School GPA, SAT, and Eligibility Index Averages for First-Time Freshmen by Admissions Region: Average SAT scores for local students: 483 verbal, 507 math, 990 composite; outside region: 479 verbal, 498 math, 977 composite. Average high school GPA was 3.15-3.25.

·         Major Choices for Our First-Time Freshmen: “Undecided” was chosen second to Business Administration; several selected Pre-Nursing, which is a fairly new program.

·         Fall 2008 Upper Division Transfers Data: Decreased due to the closing of admission. This effected enrollment at the Irvine campus.

·         Fall 2008 New Upper Division Transfer Ethnic Distribution: With Hispanics making up 28% and Asian/Pacific Islanders, 21%, almost half of new upper division transfers were minority students.

·         Prior Institution of New Upper Division Transfers: Fullerton College, Orange Coast College, Mt. SAC, Santa Ana College, Saddleback College, Cypress College, Santiago Canyon College, Irvine Valley College, Golden West College, and Cerritos College. We are still the leading transfer destination for California Community College transfers among all California public universities.

·         Fall 2008 New Graduate/Post Baccalaureate data: 62% female; 39% underrepresented students; 12% international/visa students; mean age 29-30.

·         Fall 2008 Master’s Degree-Seeking Students: Top areas of study: Nursing, Educational Leadership, and Software Engineering.

·         Fall 2008 New Credential-Seeking Students:  84% female; outside of CSUF, these students came from UCI, UCLA, UCR, and SDSU.

·         Freshmen Graduation Rates across Majors: Data shows that many students declare a major as freshmen and end up graduating with a degree in another major. CSUF is second to SDSU, graduating 49.9% students in less than 6 years. Eventually, we graduate about 58% of students. SDSU graduates 61% and CSULB graduates about 59%.

·         Ethnic Distribution of 2007-08 Bachelor’s Degree Recipients:  25% Hispanic, 22% Asian/Pacific Islander, 35 % White, American Indian 1%, Alaskan Native 1%, Unknown 11%, Non-Resident 4%.

·         Elapsed Time and Units Earned to Degree for Bachelor’s Degree Recipients: In 1998-99, the average time was 6 years. In 2007-08, the average is 5.1 years. (Average:133 units completed)

·         Ethnic Distribution of 2007-08 Master’s Degree Recipients: White 40%, Unknown 14%, Asian/Pacific Islander 19%, Hispanic 15%, American Indian/Alaskan Native 0%, African American 1%.


               Faculty Excellence

·         New Tenure Track Hires – Distribution of Ethnicity 2007-08:  African American 3%, Asian/Pacific Islander 17%; Hispanic 10%; White 63%. (Note: Over the past three years, 235 faculty members have been hired).

·         Tenured Faculty Ethnic Distribution: Hispanic 6%, African American 2%; Asian/Pacific Islander 17%; White 73%.

·         Tenure-Track Faculty Ethnic Distribution: Asian/Pacific Islander 21%, African American 4%; Hispanic 8%, White 67%.

·         Faculty Age Distribution: ARTS: Average age - 49; CBE - 49 (30 under age 39); COMM – 51; ECS -57 (11 of 34 over 65); EDUC (39-45); HHD – 46 (24 under age 39); HSS – 45 (75 under age 39); NSM – 47 (26 under 39, 26 between ages 39-45). Overall average age is 48; a total of 183 are under 39.

·         My number one priority continues to be recruiting 100 tenure-track faculty with the goal of hiring at least 80 new faculty each year in order to maintain the student-faculty ratio (SFR) so we can continue our efforts to provide an accessible, affordable, and, most importantly, high quality education to all students who meet the criteria for admission to the University and who want to earn a college degree from Cal State Fullerton.

·         Another key priority is to continue our efforts to recruit and retain an ethnically diverse faculty and staff that would approximate the ethnic diversity of our student body. We

must hire faculty and staff that can serve as role models for our students without ever compromising quality.

·         Two continuing priorities: (1) Continue to strengthen our commitment to our newly hired faculty by providing the needed support infrastructures and resources that will enable them to move through the tenure and promotion process and be successful as teachers and scholars at Cal State Fullerton. (2) Continue our commitment to support junior, mid-level and senior faculty professional development.


               Sabbatical Leaves

·         We provided $626,234 for up to 38 sabbaticals. We will continue to try to provide up to 38.

·         Two other key goals: (1) The recruitment and retention of high quality staff and administrators known for their excellence and professionalism. (2) To provide leadership training and growth opportunities for staff/administrators to develop their careers and step into the critical leadership roles that will be vacated in the future through retirements and normal attrition.

·         President Gordon commended Vice President Hagan and his team for launching two new professional development programs for the campus community – The University Business Institute and the University Leadership Academy.


               Institutionalizing Planning for the Future

·         With WASC reaccreditation coming up, it is time to update, revise or completely redo our Mission, Goals and Strategies statement in order to develop our plan for the long-term future of CSUF. Many factors determine how we develop our plan for the future. Foremost among them are the academic and student support program objectives, the teacher/research agenda, and the important standard of quality for our students, faculty and staff, which should drive all other planning.

·         It was imperative for the future of CSUF that we hire a University Planner in order to institutionalize and coordinate planning across the University. Dr. Michael Parker, respected former colleague, is willing to return to campus (from retirement) to serve as the Interim University Planner until such time as the budget picture improves and we can hire a permanent University Planner.

·         Academic Program Planning for the Future: We must continue to develop innovative programs in emerging disciplines, support interdisciplinary collaboration, and encourage college and academic departments to develop online programs at the undergraduate and graduate level, with a specific focus on the development of degree completion programs.

·         We must continue to develop new degree program without reducing the quality of our other degree program. (Examples of such programs include our M.S. in Nursing, Concentration in Nursing Leadership, the Ed.D. in Educational Leadership – Community College Leadership Specialization, the Professional Science Master’s degree, the Master’s in Social Work, the Master’s in Public Health, to name but a few.)

·         We must continue to support and grow our graduate online programs. (Examples: Master of Science in Instructional Design in Technology, Master of Science in Software Engineering, and Master of Science in Information Technology.)

·         Two additional important priorities: (1) To ensure the campus participation in CSU systemwide planning efforts tied to the Access to Excellence initiative. (2) We must continue with implementation of the Voluntary System of Accountability (VSA) Program designed to improve public understanding of how public colleges operate, to include the Collegiate Learning Assessment (CLA) test and a common set of measures for student learning and The College Portrait project. (More information on the VSA Program is available on our website.)


Land Acquisition to Support Enrollment Growth, Faculty, and Staff Excellence, and Academic Program Excellence for the Future

·         No news to report regarding land acquisition, except that Chancellor Reed is helping to facilitate meetings with individuals (landholders) that could be helpful in this process. The Academic Senate will be kept informed as things progress in this area.

·         CSUF faculty and staff housing has been significantly impacted by the downward spiral in home prices experienced over the past 12-18 months.

·         All of the homes in University Gables in Buena Park are sold and occupied and there is a long waiting list of interested buyers.

·         However, despite pricing that remains below market prices, 26 of the 42 homes in the University Heights project in Fullerton remain unsold. Also, 6 homes in the Creekside project in La Habra remain unsold.

·         The CSUF Housing Authority is considering options to remedy this situation. One such option is a program to lease the remaining 26 unsold homes in University Heights to faculty and staff.

·         Although there is no way to determine exactly how long a lease program would remain in place, a leasing program such as this provides a revenue stream that covers most of the carrying costs associated with the homes, and avoids more drastic, and in the end more costly, options.

·         The Housing Authority will sell the remaining 6 Creekside homes at reduced prices and no longer hold an interest in them.


               Campus Sustainability and Green/Environmental Issues

·         A Taskforce on Sustainability was formed during the 2007-08 academic year. I have received their report and recommendation and I am currently reviewing it and plan to discuss the recommendations with the appropriate constituencies on campus in the near future.


               Continue to Focus on Globalization of the Curriculum

·         Our students face competition from around the world.

·         We must: (1) Strengthen CSUF’s position as a regional university with a global outlook by expanding international programs and becoming the destination of choice for education and training. (2) Eexpand study abroad opportunities for CSUF students. I believe every American college student should have the experience of studying abroad. (3) Expand opportunities for international university students to study at CSUF. And (4) strengthen advisement for international students.


               Information Technology and the Future of CSUF

·         40 attempts to break into our systems occur per second; CSUF has successfully blocked over 1.2 billion intrusion attempts against campus systems. Over 128 million of these were considered critical exploitive attempts to compromise campus infrastructure (databases, email, and web) systems.

·         We have an excellent information technology system and we have to keep it at that level.

·         CMS must remain at the top of our list of projects. Several CSU campuses had to shut down registration through CMS because of the shared number of 7-8 CSU campuses attempting to register at the same time. CMS has assured us that it is ready for spring registration.

·         We are going to be more agile in meeting high student expectations about course management systems; anytime, anywhere, access; social networking; multi-modal communication (music, video, moving images, podcasting); learning spaces; online teaching and learning; and seamless integration of technology. Students today expect to communicate and connect, collaborate and publish, and get help 24/7. We can meet their needs by leveraging our existing technology to improve our services and enhance their academic experience, even in these hard economic times.


               Meeting the Challenges of Growth: University Advancement’s Role:

·         In my 23 years in the CSU, I’ve seen the percentage of the State budget that goes to the CSU significantly reduced. With significant budget reductions for this year and projected budget reductions for 2009-10 and possibly beyond, we know that we cannot depend on state funding to provide all that we need to become the best university we have set as our goal. If we are able to take advantage of the opportunities that lie ahead as well as meet the challenges of the future, we must rely on private support.

·         It is vital that our University Advancement program continues to be successful as we move into the future. During the last five years, University Advancement has obtained the greatest success in the history of CSUF. I give all the success of our University Advancement Program to the leadership provided by Vice President Pam Hillman. She took a negative amount and has built an almost $20 million endowment. She also exceeded the $50 million goal for external support for the 50th Anniversary; along with Dean Anil Puri and Marcia Harrison, she secured a $30 million naming gift from Steven G. Mihaylo to name the College of Business and Economics. VP Hillman also secured a $5 million naming gift for the Performing Arts Center in honor of Joseph A.W. Clayes III with the help of Dr. James D. Young, Dean Jerry Samuelson, and Millie Heaton, as well as brought in 26 gifts of $100,000 or more in her five years at CSUF. But what is most important is that VP Hillman has built an organization and hired the professional staff to support the Advancement division and its mission to raise funds on behalf of CSUF and its programs.



·         In order for us to continue the preeminence of learning that has been the hallmark of this University since its inception, we must all ensure that CSUF continues to be a place that is dedicated to excellence in everything it undertakes.

·         Even as we look ahead to challenging budget years, we must not forget our accomplishments of the past and our vision for the future. And we must remember that it is our Titan family – faculty, staff, students, alumni, and community friends – who are our greatest strengths.

·         I look forward to working with the Academic Senate, PRBC, the Associated Students, and the entire campus community as we develop a new strategic planning document for the future of CSUF.


President Gordon addressed the following questions from the body until the meeting adjourned:


Senator Pasternack: In terms of freshmen and transfer students, do we have a breakdown by gender?

President Gordon: Overall, 60-61% of our students are female.

VP Smith: 58% female (undergraduate); 60% female (graduate)


Senator Gradilla: Is there anything in place to plan for the increasing Hispanic student population?

President Gordon:  I would suggest speaking with Silas Abrego about this. A new engineering program is in the works where we may be able to attract those students.

Senator Nyaggah: According to the charts, the Black population has decreased. What is the reason for that? What are the plans for increasing it?

President Gordon: There was not a big change, but it is almost twice the percentage of African American families that live in Orange County. Black students have to be coming from places like the Los Angeles, San Bernardino, Riverside areas. I give credit to Chancellor Reed’s Super Sunday program started 3-4 years ago, where a number of CSU presidents go into the African American churches in northern and southern California, as one of the reasons for increasing the number of African American students. I meet frequently with the parent orientation groups that VP Palmer set up and this year, we had a large number of African American freshmen students coming in from San Francisco. I do not have an explanation for that, but we do have the African American Resource Center and other programs on campus and they have probably helped attract the students. We have to stay vigilant on this.

Senator Hewitt: We want to keep improving CSUF; on the other hand we have a budget crunch. What can we do to help you and to help CSUF?

President Gordon: The advantage of the new $31 million reduction is that it is a one-time cut, not baseline. We are going to try to minimize impacts, especially in the instructional areas.

VP Hagan: First, the campus constituency could try to be understanding. There is no way to take this type of cut without “pain.” Second, campus constituents could discard parochialism and focus on the broader good of the University. We will all have to give up dollars. If you are aware of other ways that can help us, sharing those ideas will be appreciated. This will be a campus-wide effort.

President Gordon: Utilize the PRBC, which can make recommendations to me.


Senator Hickok: VP Hagan briefed us on the proposal for the faculty/staff club. In light of the budget situation, what is your speculation (on what will happen with these plans)?

President Gordon: We are going to look at everything. However, the club has been a priority for several years. For now, we are not going to give up on it.


Senator Hernandez: How do you think the budget will affect affordability and the enrollment numbers of ethnic students at CSUF?

President Gordon: In depressed times, we could possibly see students drawn to college. This might be in our favor. We have great community contacts; we have a number of agreements, one with a local school district. We are going to try to attain more of them to create direct transfers. We are not going to change our student body. We are very affordable and we are going to try to remain as reasonable as possible.



Item 9.1 was not discussed due to lack of time.

9.1 Update on the Administration of Student Opinion Questionnaires (SOQs) [Dabirian, Dietz, Nyaggah] 



Items 10.1-10.3 were not discussed due to lack of time.

10.1 ASD 08-147 Revised UPS 100.000 Academic Senate Constitution – Article VII, Section 14 [PRBC]

(ASD 08-147 is the 2nd version of this document – minor grammatical changes were made; ASD 08-139, which appeared on the 10-2-08 agenda, is the  1st version)

10.2 ASD 08-148 Revised UPS 100.000 Academic Senate Constitution – Article IV, Section 3 [AS Executive Committee]

(ASD 08-148 is the 2nd version of this document – minor changes were made; ASD 08-140, which appeared on the 10-2-08 agenda, is the 1st version)

10.3 ASD 08-141 Revised UPS 100.001 Academic Senate Bylaw 07-03 “Fiscal State of the University” Report by the Chief Financial Officer [AS Executive Committee]



Meeting adjourned at 12:54 p.m.