Educational Effectiveness Report

Core Issue Two Campus Change: Building Sustainable Structures and Processes
for Educational Effectiveness
(WASC Standards 1 and 3; University Goal 2, 3)

In recent months, the campus has experienced major changes in administrative leadership, but due to strongly embedded structures and processes put in place during the past four years, the campus has been able to sustain its momentum. President Lyons, who led the campus since 2000, announced his retirement effective summer 2007, but left the campus in March 2007 after being recruited by the State of Maryland as Commissioner of Higher Education. Vice President of Student Affairs Boice Bowman was appointed to serve as Interim President while a search was conducted for a new President. Dr. Mildred García was recruited and joined the campus as our new President in August 2007. Provost Allen Mori announced his reassignment as Special Assistant to the Chancellor in July 2007, and upon her arrival President García announced the appointment of Sam Wiley as Interim Provost while a search for a permanent Provost is undertaken. The Vice President for University Advancement, Janet Levine, left to pursue other professional opportunities. Greg Saks, Associate Vice President, is serving as Interim Vice President while a search is being conducted this spring. Two searches led to the recruitment of Brian Hu as Assistant Vice President for Institutional Research, Assessment, and Planning (IRAP), and George Arasimowicz as Dean of the College of Arts and Humanities, formerly College of Liberal Arts, the latter following the retirement of Dean Garry Hart after 33 years of service (CFR 1.3, 3.10).

Given these major administrative changes, now more than ever before, we understand the importance of developing an institutional culture that values data-driven decision-making as essential to sustaining the University (CFR 3.8, 4.3). The origin of this Core Issue grew out of the awareness of the University's need to develop strongly embedded processes and procedures for informed decision-making to guide the institution (CFR 4.2). The Capacity Preparatory Report (CPR) described the development of a network of interlocking committees and councils that are the basis for CSUDH's shared decision-making. Read More on page 16 of the EER