SWOT PREP REPORT AUGUST 2012

INTRODUCTION Context and Purpose……………………………………………………………..

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1. INTERNAL ENVIRONMENT 1.1 History and Development of campus……………………………………... 1.2 Campus Leadership and Administrative Structure..…………………….... 1.3 Colleges, Programs, Majors, and Minors…………………………………. 1.4 Assessment process……………………………………………………….. 1.5 Faculty and Staff Development programs………………………………… 1.6 Student Demographics……………………………………………………. 1.7 Faculty Demographics……………………………………………………. 1.8 Cost of Attendance and Financial Aid…………………………………… 1.9 Budget and Statement of Net Assets..……………………………………. 1.10 Campus Facilities…………………………………………………………. 1.11 Accreditation Status: WASC, others……………………………………...

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2. EXTERNAL ENVIRONMENT 2.1 CSU System …………………….………………………………………... 2.2 Local political structure and FORA………………………………………. 2.3 Colleges, Universities, and Research Institutions.………………………... 2.4 Feeder Community Colleges……………………………………………… 2.5 Local media ……………………….……..……………………………….. 2.6 Economic environment…………………….……………………………... 2.7 Physical environment..……………………………………………………. 2.8 Community Fit……………………....…………………………………….

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APPENDICES Appendix A: Unfinished Business; Fort Ord’s legacy of blight Appendix B: Organizational Charts Appendix C: CSU Budget Graphs Appendix D: CSU Facts 2012 Appendix E: MCBC Economic Report Appendix F: Monterey County SWOT Report 2011 Appendix G: Fort Ord Reuse Plan Reassessment Market Study

CSU Monterey Bay SWOT Prep Report

Table of Contents

INTRODUCTION CONTEXT AND PURPOSE Dr. Eduardo Ochoa, recently appointed President of CSUMB, is convening the Strategic Budget Committee in September 2012 to meet with consultant Dr. Bill Cordeiro, Faculty and Associate VP of MVS School of Business at CSU Channel Islands. The group will meet for a discussion on the rapidly changing environment of higher education as a basis for assessing the currency of the CSUMB Strategic Plan through a SWOT (Strengths, Weaknesses, Opportunities, Threats) Exercise. The SWOT Exercise with the Strategic Budget Committee will allow for input and participation from various campus constituencies and help the team look at areas where there is alignment between CSUMB’s capabilities and the opportunities it could pursue. The results of the exercise will provide key information and insights for the campus to amend and strengthen the Strategic Plan.

1. INTERNAL ENVIRONMENT 1.1 HISTORY AND DEVELOPMENT OF CAMPUS 1 The Monterey Bay region of the Central California coast is one of the most scenic areas of the nation. It offers an extraordinary setting for CSU Monterey Bay’s campus. The campus is located on approximately 1,350 acres of the former Fort Ord overlooking Monterey Bay. The former Fort Ord now occupies roughly 28,000 acres of California beachfront property on the Monterey Bay, but it wasn’t always so. The former Fort Ord was established as a military base in 1933 with approximately 15,000 acres. Fort Ord saw significant expansion in 1940, a response to the growing threat of war. It swelled to 20,000 acres and the 7th Infantry, nicknamed the “Bayonets,” was reactivated and stationed there. North and south, the cities of Marina and Seaside sprung up to meet the Fort’s increasing housing and service needs. In the post-war 1950s, Fort Ord began to be repurposed as a training facility, a role it would occupy for the next three decades. The Fort’s importance increased dramatically during the long years of the Vietnam War when it became the chief training center in the nation. It was also the first racially integrated base in the nation. In the face of escalating public opposition to the war in 1969, Fort Ord closed itself to outsiders. In 1970, after Nixon’s expansion into Cambodia, 3,000 demonstrators were turned away from the Fort at rifle point. Between 1940 and 1975, when Fort Ord ceased activities as a basic training center, an estimated 1.5 million young men and women were trained in its sturdy bunkers. In 1994, the announcement of the Fort Ord Base closure, on the recommendation of Base Realignment and Closure (BRAC), was an unexpected development in the Monterey Bay area. The Fort had played an important role as a cultural and economic institution for the region. The 1

Sourced from the 1997 CSUMB Master Plan and the 2002 CSUMB Master Plan Update

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closure severely affected the surrounding communities with significant negative impact on schools, government entities, the economy, and social life. In 1994, Senate Bill No. 1425 was enacted, and the California State University (CSU) system acquired 1,350 acres, 260 buildings, and 1,253 housing units at the site of former Fort Ord in Monterey County for the purpose of developing and opening a CSU campus. In connection with the base conversion, renovation, and reuse, the U.S. Congress appropriated $15 million in FY 1994 to assist the CSU in converting facilities into classrooms, offices, and university housing. Some of the existing facilities were converted to the new purposes, but many held no value to the University and were demolished or still stand vacant on and around campus. The Fort Ord Reuse Authority Act established powers and duties of Fort Ord Reuse Authority (FORA), an entity responsible for planning, financing, and management of the reuse of Fort Ord, excluding properties transferred to the University for educational or research-oriented purposes. FORA recognizes the CSU system as the sovereign redevelopment authority for the CSUMB campus. The CSUMB Master Plan serves as the implementation plan for CSU’s portion of the former Fort Ord. The visual character of CSUMB is one of the key defining qualities of the campus. Physically, the campus is a reflection of the life of the land, past and present. The native landscape of the Monterey Peninsula has an open quality, distinctive tree forms, and back drop of the Monterey Bay. There also exists the historic presence of the military installations, both structures that have been renovated and refitted for use as classrooms and office space and those that deteriorate and decay in the centers and outskirts of campus life. See APPENDIX A: Unfinished Business; Fort Ord’s legacy of blight

1.2 CAMPUS LEADERSHIP AND ADMINISTRATIVE STRUCTURE CSUMB operates under the direction of a president appointed by the CSU Board of Trustees as the chief executive officer of the campus. The president develops campus policy through broadly based consultative procedures that include students, faculty, staff, and administrators in decision making. The CSUMB Academic Senate and its Executive Committee (ASEC), made up of elected representatives of the faculty, recommend academic policy to the president through a shared-governance process. The university divides its operations into administrative divisions, each under the direction of a vice president. The current CSUMB leadership team includes: •

Interim President - Eduardo Ochoa, Ph.D.

•

Provost and Vice President for Academic Affairs - Kathryn Cruz-Uribe, Ph.D.

•

Vice President for Administration and Finance and Executive Director of University Corporation at Monterey Bay - Kevin Saunders

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Vice President for Student Affairs and Enrollment - Ronnie Higgs, Ph.D.

•

Vice President for University Advancement - Patti Hiramoto, Ph.D.

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Auxiliaries The University Corporation at Monterey Bay (the "Corporation") exists to enhance the educational program of the campus; directly serve students, faculty, and staff; and provide services to the public. Although the Corporation is a legally separate 501(c)(3) nonprofit corporation, it is a fully integrated part of the California State University, Monterey Bay campus. The Corporation administers sponsored programs - better known as Grants & Contracts - as well as fund development, providing accounting and reporting expertise. The Corporation also manages the student housing located on the Main Campus, North Quad, and the East Campus in Frederick Park as well as the faculty/staff housing located on the East Campus in Schoonover Park. Additionally, the Corporation is responsible for the business enterprises on campus including - but not limited to - campus dining services, bookstore operations, and conference and event services. The Corporation is self-supporting and does not receive additional funding from state sources. The Foundation of CSUMB’s role is to develop the private funding needed to achieve the goals of the University. It takes an active role in shaping the present and the future of the University providing financial assistance to its scientific, literary, educational, and charitable purposes through gifts, grants, loans, and allocations to the University and its controlled affiliates. With its success, the Foundation will ensure that students have the facilities, resources, and long-term support to fulfill the University's promise to the people of the Monterey Bay region and the state of California.

See Appendix B: Organizational Charts

1.3 COLLEGES, PROGRAMS, MAJORS, AND MINORS 2 CSUMB is the only four-year public institution in Monterey County, and offers a mix of liberal arts programs as well as professional programs. CSUMB is currently authorized to offer 23 undergraduate majors and nine graduate majors. The majors are housed in three colleges. A fourth college houses the Freshman Year Seminar ("FYS") and the Service Learning Program. Each college is headed by a Dean. CSUMB does not have Associate Deans, but last year the former CSUMB president funded release time for 2011/12 and 2012/13 for a Faculty Associate 2

Provost Kathy Cruz-Uribe, Presidential Briefing Book, June 2012; www.academics.csumb.edu

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for each college who helps provide leadership in the assessment activities and catalog management. CSUMB has seen significant enrollment growth over the last five years, and this has been accompanied by the development of new graduate and undergraduate majors. In fall of 2011, for example, CSUMB began four new undergraduate majors, three of which represented the elevation of concentrations to full major status, while the fourth is an interdisciplinary major that uses primarily courses that already existed in the curriculum. CSUMB has identified seven core academic values based on its Vision Statement, which provide a common focus for its academic programming: • Applied, active, and project-based learning activities • Interdisciplinarity • Multicultural and global perspectives • Technological sophistication • Service learning • Ethical reflection and practice • Collaboration CSUMB academic programs engage in various high-impact practices, including Capstone experiences (required of all students in all majors), Service Learning (required of all undergraduates), Freshmen Year Seminar (required of all undergraduates who enter with less than 30 units), as well as active, engaged learning, including a focus on undergraduate research. CSUMB faculty embrace “OBE” (Outcomes Based Education), and all programs have published learning outcomes. However, its assessment of student learning outcomes and implementing a complete cycle of assessment (through “closing the loop” based on what was learned through assessment activities) is still inconsistent across academic programs. CSUMB strengths include: small class size (average class size of about 30), overall small university size so that students get individual attention, the fact that classes are taught by faculty (versus grad students) and strong faculty engagement with students, the Library facility, Service Learning program, strong undergraduate research program, active faculty researchers and high per-capita external funding for the campus, and “smart” classrooms (across campus). CSUMB is focused on student success, and in particular on increasing graduation and retention rates, while still retaining its commitment to access and academic quality. CSUMB has made significant progress in improving retention, but still has a way to go. CSUMB students are still graduating with well over 120 units (the average is around 146 units for undergraduates).

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College of Arts, Humanities and Social Sciences - Dean Ilene Feinman - CAHSS is organized into two divisions, one school, and three departments. Division of Humanities and Communication (“HCOM”) o B.A. in Human Communication o in the process of planning an interdisciplinary B.A. in Liberal Arts Division of Social, Behavioral, and Global Studies (“SBGS”) o B.A. in Global Studies o B.A. in Psychology o B.A. in Social and Behavioral Science o Psychology is in discussions with the dean about becoming a separate department Department of Music and Performing Arts (“MPA”) o B.A. in Music Department of Teledramatic Arts and Technology (“TAT”) (our film program) o B.A. in Teledramatic Arts and Technology Department of Visual and Public Art (“VPA”) o B.A. in Visual and Public Art School of World Languages and Cultures (“WLC”) o B.A. in World Languages and Cultures (the department’s original degree) o B.A. in Japanese Language and Culture o B.A. in Spanish Integrated Studies Special Major, B.A. (“ISSM”) o No longer enrolling students

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College of Professional Studies - Dean Brian Simmons - CPS is organized into one school and four departments. School of Business • B.S. in Business Administration, the largest undergraduate major on campus • MBA (through Extended Education) • M.S. in Management and Information Technology. To be offered jointly with ITCD in the College of Science, Media Arts and Technology. • operates the Small Business Development Center to assist Salinas Valley entrepreneurs Teacher Education Department • Credentials in Multiple and Single Subjects, and Special Education (NCATE accredited) • M.A. in Education with tracks in Special Education and Curriculum and Instruction • operates the Center for Reading Diagnosis and Instruction • offers a certificate program in Applied Behavior Analysis • is authorized to offer a certificate in Reading Instruction, but does not do so at the present • is the largest producer of externally funded research in the College Department of Health, Human Services, and Public Policy • B.A. in Collaborative Health and Human Services (“CHHS”) • MSW is a program entering its third year. Offers a part-time three year program, with a proposal to add a two-year model of the program in the works. CSWE (Council on Social Work Education) accreditation process is progressing according to schedule. • MPP (Master of Public Policy). Currently being taught-out. Offered in collaboration with Panetta Institute. We are planning a Master in Public Administration as a successor. • houses the Institute for Community Collaborative Studies to support faculty research and related work with local nonprofit social services and public health agencies Department of Kinesiology • B.S .in Kinesiology, the fastest growing major in the College • has a relatively new Anatomy and Physiology lab for instructional purposes • operates an Exercise Physiology lab to assist with faculty and student research Department of Liberal Studies • B.A. in Liberal Studies, including an integrated pathway with Teacher Education that allows for earning credential one semester earlier than the standard pathway

Nursing • Brand new BSN program beginning summer 2012 • built on innovative collaborative model with local community colleges • offered entirely through Extended Education (self-support) CalState Teach •

CSUMB hosts the largest regional office of the CalState TEACH program

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College of Science, Media Arts and Technology - Dean Marsha Moroh - SMART is divided into three academic units, with seven undergraduate majors and four graduate programs. It also houses a number of self-supporting research labs and ancillary institutes. School of Information Technology and Communication Design • B.S. in Computer Science and Information Technology • B.S. in Communication Design • M.S.in Information Science and Technology • M.S. in Management and Information Technology jointly with Business (approved by WASC for in-person and/or on-line delivery, approved by the CO as self-support program, awaiting launch) Division of Science and Environmental Policy • B.S. in Environmental Science, Technology and Policy • B.S. in Biology • B.A. in Environmental Studies (new in Fall ‘11) • B.S. in Marine Science (new in Fall ‘11) • M.S. in Coastal and Watershed Science and Policy - includes a PSM option • M.S. in Marine Science through Moss Landing Marine Labs (about 50% of MLML students) Watershed Institute • Sustainability, restoration, environmental education for K-12 and teachers, water and agriculture research. Many community collaborations, some service, some contracts COAST • CSU Council on Ocean Affairs, Science and Technology. Two CSUMB faculty sit on the executive committee (one is chair), and the COAST program coordinator is housed at CSUMB Seafloor Mapping Lab and Institute for Applied Marine Ecology • Both conduct applied research to inform marine policy, and employ many students as researchers Monterey Bay Regional Academy for Computing Education • Internships and outreach for computer science for minorities and women (NSF funding) Mathematics and Statistics Department • B.S. in Mathematics. CSUMB has 122 math majors and a rigorous and very successful remediation program (success rate above 90%)

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College of University Studies and Programs - Acting Dean Marsha Moroh - CUSP has not had a permanent dean since 2007, when the dean exercised his retreat rights to faculty. Two major programs that were in the college at that time (University Advising Center and Academic Skills Achievement Program) have been moved to other administrative units over the intervening years. Currently, the college houses three programs: •

The University Writing Program offers the remedial writing courses and provides writing support to faculty across disciplines. Dr. Becky Rosenberg, Director of the Center for Teaching, Learning and Assessment, currently directs this program on an interim basis. This year a great deal of energy went to creating our Early Start Program and, in conjunction with our Academic Skills Achievement Program, developing an ESL program. A set of recommendations for the latter will be completed this summer.

•

The First Year Seminar Program provides a common experience to entering freshmen to introduce them to college life. Starting this fall, it also fulfills a GE requirement. The program is directed by a faculty member from an academic department with release time.

•

The Service Learning Institute ("SLI") develops reciprocal community partnerships and relationships with schools, community agencies and non-profits. CSUMB is the only public university in California, and one of the few nationally, where service learning is a requirement for all students. Each year, nearly 50 percent of CSUMB’s students enroll in service learning courses contributing more than 65,000 hours of service to more than 250 schools, non-profit organizations and government agencies in the tri-county area. Service learning is treated as an academic discipline, where issues of service, diversity, social justice and social responsibility are linked to the curriculum. SLI also houses an Americorps program and a Student Leadership development program. It has been a leader in Service Learning in the CSU, and has been cited as a national model for integrating civic engagement and academic programs. It also has an international reputation, with international groups frequently requesting to visit and learn about the SLI programs.

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Extended Education and International Programs - Dean Tim Angle – newly hired Dean has just began work with CSUMB at the end of August 2012. There are a number of programs that fall under the auspices of Extended Education and International Programs ("EEIP") under the leadership of one dean. Programs under EEIP include: Extended Education ● Courses for professional development in business, education, technology, and other fields that will improve job skills, open doors to new careers, etc. For these offerings, enrollment is open to everyone on a fee-per-course basis and does not require a university application ● Will design custom programs for clients ● A variety of online and text-based courses offered through Educational Partners (e.g., Paralegal training; SAT, ACT, GMAT, GRE and LSAT test preparation, etc.) ● Science Illustration post-baccalaureate certificate program is in its third year. Very successful and renowned program adopted from UC Santa Cruz. One-year certificate. ● Degree programs: o MBA/EMBA. We use an external firm (Colloquy) to help with recruitment and administration of this program. We started with the Executive MBA track, and added the MBA track this past year. Enrollments at this stage are strongest in the MBA track. o BSNursing. A unique collaborative program with four local community colleges o CalState Online. Master of Science in Management and Information Technology (MSMIT) and Master of Instructional Science and Technology (MIST) International Programs ● Student exchange programs, both overseas as well as elsewhere in the U.S. Exchange programs with Japan are particularly strong. ● Orientation and support services for matriculated international students. (NOTE: We have small numbers of these students and are working to increase this) Open University ● Allows community members to take regular CSUMB degree-track courses offered during Fall and Spring semesters ● Does not require formal admission to the university ● Enrollment is on a space-available basis with the instructor’s approval Osher Lifelong Learning Institute (OLLI) ● Established at CSUMB in 2007 with a grant from the Bernard Osher Foundation; was endowed by the foundation in January 2012 (a $50K grant for 2012-2013 operations and a $950K endowment) ● Lifelong learning for adults age 50 and better who are interested in university-level education without the pressure of course credits or grades

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FULL LIST OF MAJORS/MINORS Majors Biology B.S. Business Admin B.S. Collaborative Health & Human Services B.A. Communication Design B.S. Computer Science & Information Technology B.S. Environmental Science, Technology & Policy B.S. Environmental Studies B.A. Global Studies B.A. Human Communication B.A. Integrated Studies B.A. Japanese B.A. Kinesiology B.S. Liberal Studies B.A. Marine Science B.S. Mathematics B.S. Music B.A. Nursing B.S.N. Psychology B.A. Social & Behavioral Sciences B.A. Spanish B.A. Teledramatic Arts & Technology B.A. Visual & Public Art B.A. World Languages & Cultures B.A.

Graduate Degrees Coastal and Watershed Science & Policy M.S. Education M.A. Master of Business Administration Instructional Science & Technology, M.S. Management and Information Technology M.S. Marine Science M.S. Master of Public Policy Master of Social Work

Minors Business Biology Chicana/o Studies Communication Design Computer Science Creative Writing/Action Earth Systems Science Env. Health Policy Global Studies Health & Wellness Hispanic Cultures Human Communication Human Development Human Movement Int'l Health Policy Japanese Culture Japanese Language Journalism/Media Latin American Studies Mathematics Music Nonprofit Management Outdoor Recreation Peace Studies Pre-Law Psychology Service Learning Social Work Sociology Spanish Language Sport Management Teledramatic Arts Writing and Rhetoric

Teaching Credentials Single Subject Multiple Subject Special Education CalState TEACH

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1.4 ASSESSMENT PROCESS 3 Center for Teaching, Learning, and Assessment (TLA) Becky Rosenberg, Director The purpose of the TLA is to provide faculty with support for exploring and implementing teaching, learning and assessment practices that enhance student learning. The TLA director works in consultation with faculty and staff across campus, including the TLA Advisory Board. Routine activities include hosting approximately 6-8 teaching cooperatives (faculty learning communities) each semester, formed around concerns identified by faculty. In 2011-12, co-op topics included rigor/academic excellence, capstone, working with ESL students, creating digital instructional materials, and teaching service-learning courses. We highlighted the work of several co-ops at our annual CAT/TLA day-long summer institute held in May 2012. The TLA director also regularly consults with academic programs to design and implement assessment and program reviews, consults individually with faculty, conducts classroom observations and student debriefs regarding teaching. TLA played a big role in the development and implementation of our new GE curriculum (the “Otter Model”). Graduation Initiative/retention The CSU Graduation Initiative project began in Fall 2009. CSUMB has been an enthusiastic participant, since it had already been focused on improving retention and graduation rates for several years prior to this initiative, as part of its Strategic Plan goal to “Increase Student Success.” The project is led by the Provost, with a “Delivery Team” that also includes a student representative, the chair of the Academic Senate, the AVP for Planning and Institutional Effectiveness, the Director of Institutional Assessment and Research, the Vice President for Student Affairs, and the Director of the Center for Student Success. The team develops and examines data, selecting interventions and projects focused on improving our retention and graduation. The provost reports on this project at every Senate and Cabinet meeting, thus keeping this work “front and center” for the campus. The campus is required to provide bi-monthly reports to the CO on the project, and posts these on a campus Graduation Initiative website. CSUMB was given a goal to increase graduation rates by 14 percentage points (from 35.6% for first-time freshmen who graduated in 2006 to 49.3% for the FTFs who will graduate in 2015). This is a “stretch” goal for CSUMB (and one of the highest goals in the system). At the time this project was initiated, unlike most CSUs, CSUMB did not have an “achievement gap” to close (Under-Represented Minority and nonURM students had the same graduation rate). Much of the work on the graduation initiative involves improving retention—if students do not stay, they won’t graduate. Since CSUMB loses the bulk of its students in the first two years, it made sense to address retention of lower division students as swiftly as possible. CSUMB is seeing meaningful gains as each cohort of incoming students is tracked and obstacles to student success are identified.

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Provost Kathy Cruz-Uribe, Presidential Briefing Book, June 2012

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Fall 2006 was the lowest one-year retention for FTF (65%) for the campus. It has been on an upward trajectory since then, as seen below:

Note that pre-registration of the Fall 2011 FTF cohort is 86% as of June 2012; this is CSUMB’s highest rate ever. Based on the patterns of the last several years, CSUMB estimates that the 86% pre-registration will yield a retention rate for this cohort of 80%. Some of the actions taken to improve retention graduation rates include the following: 1) Improve Academic Advising 2) Fully Implement “Degree Audit” capabilities of PeopleSoft/CMS 3) Develop early intervention strategies for at-risk students 4) Being more conscious and intentional about communicating with students about progress to degree. Includes using Hobson’s Retain to remind students to declare a major if they have not already done so by 50 hours; remind students who have 90 hours that they must apply for graduation, and working with “Super Seniors” to ensure that they are taking the classes they need to complete their degrees. 5) Continue to improve degree pathways to ensure accuracy and integration with the catalog 6) Continue to improve student success in remedial courses in order to enable students to move more quickly into their college-level courses Metrics used to measure progress include: • Pre-registration rates (each semester, for FTF and Transfers) • Fall to Spring retention (FTF and Transfers) • Fall to Fall retention (FTF and Transfers) • Success rates in remedial courses

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Institutional Assessment and Research ("IAR") Veronica Chukwuemeka, Director IAR provides demographic, statistical, and narrative information about CSUMB. Campus data on the website are official and certified by IAR. • The Enrollment Fastfacts provides a succinct description of enrollment each semester • Campus data is available in the annual University Factbook and the Common Data Set • IAR administers numerous institutional surveys, among them the National Survey of Student Engagement ("NSSE"), the Collegiate Learning Assessment ("CLA"), the Freshmen Cooperative Institutional Research Program ("CIRP"), and the CSUMB Experience Survey, analyzing the results, and sharing the findings and reports

1.5 FACULTY AND STAFF DEVELOPMENT PROGRAMS 4 CSUMB created improved onboarding/orientation processes and training for new employees, including creating an online benefits orientation as a model for the CSU system. CSUMB has created synergy and reduced costs by administering Human Resources and Academic Personnel under the same leadership and adopting best practices. Administration has implemented internal cross-functional training, along with campus cross-divisional training, to provide more comprehensive knowledge of the campus and its functions. In Spring 2012, CSUMB held a very successful half-day cross-campus Spring Symposium and created other opportunities for development with respect to student retention initiatives. CSUMB is working to develop and disseminate Title IX required informational materials and training and to establish a cross-functional infrastructure to respond to complaints appropriately. CSUMB offers a variety of training opportunities for employees which fall into four different categories: Core Competencies, Career Development, Management Development, and Personal Development. Typical training courses run several times per month and include a range of topics from staff evaluations training and lessons in leadership to individual financial counseling and stress management. Offered monthly, the Management Excellence Forums (MEF) provide a venue for managers to learn about topics relevant to managing in the California State University, discuss best practices with subject matter experts, and network with fellow managers. Topics can include workplace preparedness to managing difficult conversations. Also offered monthly during the academic year is the Business Operations Forum (BOF). Each session is concentrated on a topic of pertinence to those across campus engaged in various business processes as practitioners or clients. Many of the topics are suggested by participants. The growth and overwhelming success of this program since its inception in 2006 has resulted in a much higher level of cross-campus communication and understanding of the multifaceted and integral roles of campus support staff. The BOF has recently expanded its scope to include more items of management interest as well.

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VP Administration and Finance Kevin Saunders, Presidential Briefing Book, June 2012; www.hr.csumb.edu

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The Regional Education for Achievement in Leadership (REAL) program is designed to provide University leaders with a comprehensive and applied understanding of contemporary leadership concepts along with tools and strategies. The objective of the program is to enhance the knowledge and core competencies best suited to ensuring individual leadership success and the advancement of the University. CSUMB partners with Magellan Assist, the Employee Assistance Program (EAP) to offer managerial e-training on topics such as building a winning team, coaching in today’s workplace, conflict resolution, keeping your team motivated, performance feedback, and staff retention.

1.6 STUDENT DEMOGRAPHICS 5 CSUMB serves students from the entire state of California, but 34% of its undergraduate students come from Monterey, San Benito and Santa Cruz counties. CSUMB prides itself on making higher education accessible to traditionally underserved (41%) and low-income (35%) populations. Nearly 80% of CSUMB students receive some form of financial aid and 52% are among the first generation of their family to go to college. CSUMB is smaller than most of the other CSU campus populations, with a little over 5,000 students, 52% of whom live on campus. The following enrollment data is unofficial “real-time” data that is currently in flux. Official campus enrollment figures will be identified at official census in a few weeks. Undergrad Enrollmnt-Major BUS 714 14% PSY 572 11% BIO 531 10% KIN 477 9% HCOM 377 7% LS 344 7% UNDC 289 6% CHHS 251 5% SBS 250 5% MS 227 4% TAT 200 4% ESTP 182 4% CSIT 158 3% MATH 110 2% CD 101 2% VPA 95 2% GS 80 2% MUS 48 1% ENSTU 41 1% JLC 34 1% SPAN 34 1% ISSM 21 0% WLC 21 0% TOTAL 5,157 100%

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Ethnicity White: Latino: Asian Am: African Am:

42% 33% 5% 6%

Pacific Islandr: Native Am: Two or more: Other/decline:

1% 1% 7% 6%

Gender Fem: 63% Male: 37%

Total Enrollment by Region Tricounty 1,929 35% Northern Ca 1,093 20% Central Ca 957 17% Southern Ca 1,411 25% Out of State 113 2% Internat'l 52 1% TOTAL 5,555 100% Undergrad Enrollment by Age 17 & under 3 0% 18 – 20 2,002 39% 21 – 24 2,251 44% 25 – 30 588 11% 31 & over 313 6% TOTAL 5,157 100% First Gen Low Inc Minorities

2,623 1,781 2,069

52% 35% 41%

VP Student Affairs and Enrollment Ronnie Higgs Fall 2012 Reports; www.about.csumb.edu

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1.7 FACULTY DEMOGRAPHICS 6 Employment status Tenured: 26% Tenure-track: 16.5% Full-time lecturer: >1% Part-time lecturer: 57%

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Ethnicity Minority: 34% White: 57% Decline to state: 8%

Provost Kathy Cruz-Uribe, Presidential Briefing Book, June 2012; www.about.csumb.edu/faculty

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1.8 COST OF ATTENDANCE AND FINANCIAL AID Cost of Attendance The Cost of Attendance at CSUMB is listed below. These costs are based on average student expenses for the nine-month academic year. Living with Parents

Living on Campus

Living off Campus

Tuition*

$4,884

$4,884

$4,884

Books/Supplies

$1,386

$1,386

$1,386

Room/Board

$3,474

$9,152

$10,710

Misc./Personal

$2,520

$2,520

$2,520

Transportation

$1,152

$812

$1,152

$13,044

$18,382

$20,280

Total

*Students who are not California residents pay an additional $372 per credit in tuition charges. Credential student fees are $5,670 per academic year. Postbaccalaureate student fees are $6,018. All fees are subject to change and approval by the state legislature. All fees are subject to change and approval by the state legislature. Financial Aid Approximately 4466 CSUMB students (~80%) will receive some kind of financial aid for 201213. The financial aid office will disburse approximately $40 million in aid to students; of that total will be $1 million in scholarships, $21 million in grants, and $18 million in student loans. Approximately 2598 (47%) of CSUMB students are Pell eligible this year. Current financial aid practice calls for a one-third set-aside of new fee revenue for financial aid in order to provide financial assistance to as many students with financial need as possible. The Board of Trustees is likely to discuss this policy at an upcoming meeting in an effort to re-frame financial aid in a way that continues to allow access for the most financially needy students, while not placing an undue burden on students who do not qualify for financial aid. The California Dream Act will mean that many students who otherwise are not eligible for state financial aid awards, will now be able to apply for and receive both state and CSU financial aid. The types of Financial Aid available at CSUMB are: Federal and State Grants • A student may qualify for one or more of the federal or state grants listed as part of their need-based financial aid award: • To be considered for the Cal Grant program, a student must file the FAFSA and the Cal CSU Monterey Bay SWOT Prep Report

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Grant GPA Verification Form by the state deadline of March 2nd. State University Grants (SUG) is institutional assistance distinct from Cal Grants described above. CSUMB will provide approximately $9.7 million in tuition discounts in 2012-13 under this program. Federal Loans • If a student needs to borrow to meet their costs, CSUMB will assist in obtaining a student loan. If a loan is requested, CSUMB will always recommend the best loan program for which the student is eligible. CSUMB provides links to information such as interest rates, fees, repayment terms and other factors for consideration. Federal Work Study & Student Employment • Federal Work-Study is a federally funded program that provides employment opportunities to students with the highest financial need. Placement is limited. • There are a wide variety of job opportunities for students, both on- and off-campus. Most students are paid directly by their employers. Others are paid through the Federal WorkStudy program, which includes a component for Community Service Federal WorkStudy. University Scholarships • Another way to help meet cost of attendance is to obtain outside scholarships. CSUMB will assist in pairing students with appropriate university scholarships available. Other types of Aid • Presidential Fee Waiver • Employee or Cal Vet Fee Waiver • Dept. of Rehabilitation, 3rd party waiver • Private student loans •

1.9 BUDGET AND STATEMENT OF NET ASSETS 7 The significant reduction in state support for the CSU over the past four years is unprecedented. If the Governor's tax initiative expected to be on the November ballot fails, an additional $250 million "trigger" cut would bring the two-year loss of state support to $1 billion (>35%). Many now characterize the CSU as "state assisted" rather than "state supported". Cost reduction and revenue enhancement strategies are being reviewed for the ultimate goal of achieving high quality education for all Californians within the context of tuition fee increases and enrollment management practices. See Appendix C: CSU Budget Graphs

7

VP Administration and Finance Kevin Saunders, Presidential Briefing Book, June 2012; www.calstate.edu/budget

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CSUMB Operating Fund Budget Projection FY 2012-13 Preliminary Budget Projection BASE REVENUES Previous Year Base-Budgeted Revenue

81,003,488

Interest Earnings Payback to State (for leaving State Treasury - Rev Mgmt Prog)

(1,860,700) (3,681,250) (208,340) 2,349,932 951,835 (737,000) 669,900 63,378 (24,100)

Subtotal, Projected 2012-13 Revenue Increase (Decrease)

(2,476,345)

CSUMB Share, CSU $100M Trigger Budget Reduction, Jan 12, Base in FY 12-13 CSUMB Share, Possible CSU $20M Trigger Budget Reduction, January 2013 Known Other CO 2011-12 to 2012-13 Adjustments 2012-13 9% Tuition Fee Increase Tuition Fee, Add'l Enrollmt of 167 CA Res FTES to 5,100 (2011-12: 4,933 FTES) GF Support Reduction, SUG Set-Aside State Univ. Grant, SUG, Increase (Restricted) MSF Revenue Change (Restricted)

Total 2012-13 Revenues EXPENDITURES Previous Year Base -Budgeted Expenditures Less Adjustment for FY 2011-12 Contingency Reserve

Subtotal, Prior Year Allocated, Base-Budgeted Expenditures FY 2012-13 Contingency Reserve CO Retirement Adjustment 2010-11 Health & Dental Care Increase (unfunded by CO) Debt Service Decrease State Univ. Grant, SUG, Increase (Restricted) MSF Expenditures, Restricted Division Base Budget Requests

Subtotal, Projected 2012-13 Expenditure Increase (Decrease) Divisional Reductions Total 2012-13 Expenditures

78,527,143

81,003,488 (969,522) 80,033,966 438,481 (208,340) 258,000 (1,238,678) 669,900 63,378 1,287,792 1,270,533 (2,777,356) 78,527,143

Revenue Over (Under) Expenditures

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1.10 CAMPUS FACILITIES 8 Since CSUMB opened in 1995, the campus has expanded its use of existing military structures from six to the present occupation of 62 existing buildings, not including East Campus housing. Military buildings that could be renovated with minimal changes were redesigned to create new academic buildings; student support buildings such as the 20,000 SF University Center and the 30,000 SF Student Services Center; and residential buildings, such as Building 211. The approximately 100 structures that are not occupied are slated for demolition, as funding becomes available. CSUMB’s first new building was the Chapman Science and Academic Building, followed by the Aquatic Center, North Quad Student Housing, Alumni and Visitors Center, Baseball and Softball fields, and the Tanimura and Antle Family Memorial Library. Major Capital Outlay Projects Currently, CSUMB has three major capital projects in design or underway: • Tanimura and Antle Family Library third floor completion (Univ Corp funded) – under construction currently to finish 17,700 SF to existing 136,150 GSF at end of September 2012 – reading areas, study rooms, stack space, and 12 advising offices • Business and Information Technology (BIT) Building – designed LEED Gold and anticipated funding from State bond sale in Spring 2013 ~$30.5 mil construction budget for 58,000 GSF classroom space, auditoriums, telecom and computer lab space, faculty offices, meeting space, and workrooms • Otter Express Renovation (Univ Corp funded) – interior overhaul of 6,762 GSF building on main quad – limited alternative food service facility to dining commons Current Campus Planning and Development Activities/Issues Campus Planning and Development focuses on long-range real estate planning, land use, and transportation issues including: • 2009 California Environmental Quality Act (CEQA) lawsuit settlement • Requested easements – Marina Coast Water District, Seaside Main Gate • First Tee • Storm Water control • Climate Action Plan (CAP) • Dept of Ed Public Benefit Conveyance (PBC) parcels • Munitions Clean-up • Base wide Habitat Conservation Plan (HCP) • FORA Base Reuse Plan (BRP) Assessment • Transportation Demand Management (TDM) • Campus Master Plan

1.11 ACCREDITATION STATUS: WASC, OTHERS 9 CSUMB was initially accredited by WASC in 2003, and recently completed its first reaffirmation of accreditation. The campus maintains an accreditation website with its WASC history, reports and FAQs. The Capacity and Preparatory Review visit occurred in September 2009, followed by the Educational Effectiveness visit in March 2011. The next comprehensive 8 9

VP Administration and Finance Kevin Saunders, Presidential Briefing Book, June 2012; 2002 CSUMB Master Plan Update Provost Kathy Cruz-Uribe, Presidential Briefing Book, June 2012

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visit will be in 2019. Both the visiting team and the commission commended CSUMB for accomplishments in several key areas. Overall, the commission valued CSUMB’s “dynamism, adaptation, and planning that have taken place during this comprehensive review.” The visiting team commended the campus for “improving processes that have dramatically affected student retention.” The commission highlighted the fact that recent work on improving graduation and retention rates “has been farreaching and is starting to yield positive results.” In addition, the commission praised CSUMB for “aligning resources with strategic goals and priorities, even in a challenging economic environment.” In their report after the March 2011 visit, the reviewers stated that “CSUMB has remained true to its initial vision yet has initiated and accepted change in ways that make it a stronger institution and keep student learning at its core.” CSUMB’s Interim Report is due in Spring 2014 and the campus has numerous projects underway in order to be ready for that report. These projects focus on academic rigor, evaluating student support programs, assessment of student learning, and continuing to improve retention and graduation rates. CSUMB is fully accredited by "NCATE" (National Council for Accreditation of Teacher Education), and its new Social Work program is in the "CSWE" (Council on Social Work Education) candidacy stage and is moving through the full accreditation process according to schedule.

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2. EXTERNAL ENVIRONMENT 2.1 CSU SYSTEM 10 The California State University system is the country's largest four-year university system with 23 campuses located throughout the state of California. It is the gateway institution for the great majority of students seeking a baccalaureate education in California, and for those who seek professional training as teachers, nurses, social workers, and engineers. In adopting the Donahoe Higher Education Act of 1960, the State Legislature established the Board of Trustees of The California State Colleges (designated "The California State University" on Jan. 1, 1982) to "succeed to the powers, duties and functions with respect to the management, administration and control of the state colleges." Prior to this, the State Board of Education had jurisdiction over the separate colleges. The Donahoe Act also restructured the individual campuses into the nation's largest system of senior higher education. The Board of Trustees governs this diverse and complex 23-campus system by: 1. developing broad administrative policy for the campuses; 2. providing broad direction and coordination to campus curricular development; 3. overseeing the efficient management of funds, property, facilities and investments by the system and the campuses; 4. appointing the Chancellor and Vice Chancellors for the system, and the Presidents for the campuses as chief executives with certain delegated responsibilities; and communicating to the people of California an understanding and 5. appreciation of the current effectiveness and the future needs of the California State University. Under present law there are 25 Trustees (24 voting, one non-voting). Five Trustees are ex officio members: the Governor, Lieutenant Governor, Speaker of the Assembly, State Superintendent of Public Instruction, and the Chancellor. The CSU Statewide Alumni Council appoints an Alumni Trustee. The Governor appoints a Faculty Trustee from nominees proposed by the Statewide Academic Senate. The Alumni and Faculty Trustees serve for two years. The Governor appoints two student trustees from nominees proposed by the California State Student Association. These student trustees serve staggered two-year terms. One student trustee has full voting powers; the second, non-voting student trustee succeeds to the voting position upon the expiration of the term of the first. The sixteen remaining trustees are appointed by the Governor, confirmed by the State Senate, and serve eight year terms. Trustees confirmed by the senate remain on the board until a replacement is named or 60 days after their term expires whichever comes first (Government Code 1774). Alumni, Faculty, and Student Trustee terms expire at the end of their term (Education Code 66602). The Governor is designated as the President of the Board, the General Counsel serves as Secretary, and the Chief Financial Officer as Treasurer. Other officers, including the board's chair and vice chair, are elected by board members for one-year terms.

10

www.calstate.edu

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Currently there are nine standing committees of the Board: Audit; Campus Planning, Buildings and Grounds; Collective Bargaining; Educational Policy; Finance; Governmental Relations; Institutional Advancement; Organization and Rules; and University and Faculty Personnel. The Board of Trustees is responsible for the oversight of the California State University. The board adopts rules, regulations, and policies governing the California State University. The board has authority over curricular development, use of property, development of facilities, and fiscal and human resources management. The 25-member CSU Board of Trustees meets six times per year. Board meetings allow for communication among the trustees, chancellor, campus presidents, executive committee members of the statewide Academic Senate, representatives of the California State Student Association, and officers of the statewide Alumni Council. See Appendix D: CSU Facts 2012

2.2 LOCAL POLITICAL STRUCTURE AND FORA The Monterey Bay region consists of a tri-county area encompassing the Pacific Coast of Central California from Santa Cruz to south of Big Sur. The US Congressional District 17 Congressman is Sam Farr. The California State Senator for District 15 is Sam Blakeslee. California State Assemblymember Bill Monning represents the 27th Assembly District and Assemblymember Luis Alejo represents the 28th Assembly District. Monterey County Supervisors: District 1 Fernando Armenta Most of urban Salinas District 2

Louis Calcagno

District 3

Simon Salinas

District 4

Jane Parker

District 5

Dave Potter

Aromas, Boronda, Castroville, Las Lomas, Moss Landing, North Salinas, Pajaro, Prunedale, and Royal Oaks East Salinas, Spreckels, Chualar, Greenfield, Gonzales, Ft. Hunter Liggett, King City, Soledad, Lake San Antonio, South County Del Rey Oaks, Marina, Sand City, Seaside, Southwest Salinas – Reps CSUMB Carmel, Carmel Valley, Big Sur, Pacific Grove, Pebble Beach, Monterey, Hwy 68, Las Palmas

Municipalities in the tri-county area: Monterey County City of Carmel City of Marina City of Gonzales City of Monterey City of Greenfield City of Pacific Grove City of King City City of Salinas San Benito County City of Hollister City of San Juan Bautista

City of Sand City City of Seaside City of Soledad

Santa Cruz County City of Capitola City of Santa Cruz City of Watsonville

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The Fort Ord Reuse Authority (FORA) was created by State legislation to oversee the civilian reuse and redevelopment of the former Fort Ord military base in 1994. It is FORA’s responsibility to complete the planning, financing, and implementation of reuse as described in the 1997 adopted FORA Base Reuse Plan. The organization was scheduled to sunset in 2014, but the passage of AB 1614 will extend the organization for 6 more years. FORA Board: VOTING MEMBERS:

EX-OFFICIO MEMBERS:

County of Monterey Supervisor Dave Potter Supervisor Jane Parker Supervisor Lou Calcagno Nick Chiulos* Benny Young* City of Del Rey Oaks Mayor Jerry Edelen Councilmember Kristin Clark* City of Marina Mayor Pro-Tem Frank O’Connell Councilmember David Brown Councilmember Jim Ford* City of Monterey Councilmember Nancy Selfridge Mayor Chuck Della Salla* City of Seaside Mayor Felix Bachofner Councilmember Ian Oglesby Mayor Pro-Tem Steve Bloomer* Councilmember Alvin Edwards* City of Sand City Mayor David Pendergrass Vice Mayor Mary Ann Carbone* City of Salinas Mayor Dennis Donahue Councilmember Jyl Lutes* City of Pacific Grove Councilmember Bill Kampe Mayor Carmelita Garcia* City of Carmel-by-the-Sea Mayor Jason Burnett Councilmember Victoria Beach*

17th Congressional District Congressman Sam Farr Alec Arago* 15th State Senate District Senator Sam Blakeslee Cristal Clark* Hans Poschman* 27th State Assembly District Assemblymember Bill Monning Nicole Charles* Transportation Agency of Monterey County Debbie Hale Todd Muck* Hank Myers* Monterey Peninsula Unified School District Dr. Marilyn Shepherd Dan Albert Jr. University of California, Santa Cruz Dr. Bruce Margon Graham Bice* California State University, Monterey Bay Justin Wellner Kevin Saunders* United States Army Colonel Joel Clark Pamela Von Ness* Fort Ord Army Base Realignment and Closure Office Gail Youngblood Rob Robinson* Bill Collins* Monterey Peninsula College Dr. Doug Garrison Vicki Nakamura* Monterey-Salinas Transit Hunter Harvath Michael Gallant* Marina Coast Water District Howard Gustafson Ken Nishi*

*indicates alternate

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2.3 LOCAL COLLEGES, UNIVERSITIES, AND RESEARCH INSTITUTIONS 11 CSUMB is the only public four year university in Monterey County. The University of California at Santa Cruz (UCSC) is the only university in relative proximity to CSUMB campus. Educational institutions located in the Monterey Bay region are: the Naval Postgraduate School (NPS), the Defense Language Institute (DLI), the Monterey Institute for International Studies (MIIS), and the Monterey College of Law. There is a large number of research institutions within the region, most of them focused on varying areas related to marine research and the Monterey Bay Marine Sanctuary. The Sanctuary was formed in 1992, protecting the region as a geographic shelter to be preserved and protected. The Sanctuary spans 4,024 square nautical miles of marine waters along the Central Coast. It is the largest of eleven sanctuaries in the US and the second largest in the world, including the largest kelp forest and canyons that surpass the Grand Canyon in depth. There are also wildlife and habitat research and protection laboratories and facilities. The impressive number of research facilities within the area – Hopkins Marine State (Stanford), Moss Landing Marine Laboratory (CSU – San Jose State), Monterey Bay Aquarium Research Institute (MBARI), Long Marine Lab (UCSC), Fleet Numerical Oceanographic Center, National Ocean and Atmospheric Administration Center for Ocean Analysis and Prediction, Naval Research Laboratory, Elkhorn Slough National Estuarine Research reserve, and California Department of Fish and Game Laboratories.

2.4 FEEDER COMMUNITY COLLEGES There are four community colleges within a 40 mile radius of the CSUMB campus: Monterey Peninsula College (MPC) in Monterey, Hartnell in Salinas, Gavilan in Gilroy, and Cabrillo in Aptos. Each of the schools offers a comprehensive program, and while MPC has some specialized academic programs, the other institutions focus on vocational preparation.

2.5 REGIONAL ACADEMIC COLLABORATIONS 12 Nursing: Collaborative grant from the Foundation of California Community College (KCU, PI); funded the Monterey Bay Nursing Education Consortium (Hartnell, MPC, Gavilan & Cabrillo); this led to the development of CSUMB’s collaborative BSN, which started in June 2012 and enables students to receive their AND from the CC and their BSN from CSUMB. Lumina Grant: CSUMB is the lead (Becky Rosenberg, PI). Focus on developmental math and writing. Involves Hartnell & Cabrillo. The grant is winding up now. “Give Students a Compass” project: funding through the CSU to CSUMB; allows the collaboration with Hartnell & Cabrillo from the Lumina grant to continue and expand to college-level courses (math and writing) MBRACE (Monterey Bay Regional Academy of Computing Education): seeded by an NSF grant to CSUMB, Cabrillo, Hartnell, and MPC.

11 12

Provost Kathy Cruz-Uribe, Presidential Briefing Book, June 2012 Provost Kathy Cruz-Uribe, Collaboration Document, August 2012

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Public Service Academy idea: Monterey College of Law has a grant to develop this idea; includes CSUMB (Service Learning), as well as collaboration with MPC and NPS. MOUs for student exchanges: CSUMB has an MOU w/ MIIS that allows a limited number of CSUMB students to take classes at MIIS, and vice versa. CSUMB is currently developing a similar MOU with UCSC for science graduate students. CSIT 3-year degree. New agreement with Hartnell College HSI STEM grants: CSUMB has had a number of these with Hartnell College; most recently, awarded $1.27 million from U.S. Dept of Education for a community college-to-university success program. Goal is to make it easier for Hartnell students to transfer to CSUMB by streamlining the process w/ clear pathways in the STEM subjects, paid research and internship opportunities.

2.5 LOCAL MEDIA Radio Stations: o KAZU - 90.3 FM, Pacific Grove o KHDC Radio Bilingue - 90.9 FM, Salinas o KRKC - 102.1 FM, King City o KSCO - 1080 AM, Santa Cruz o KUSP - 88.9 FM, Santa Cruz o KWAV - 97 FM, Monterey Television Stations: o KCBA, Channel 35 o KION, Channel 46 o KMUV, Channel 23 o KSBW, Channel 8 o KSMS, Channel 67 Newspapers: o Monterey County Herald o Monterey County Weekly o Mid County Post o Salinas Californian o Santa Cruz Sentinel

2.6 ECONOMIC ENVIRONMENT 13 Residents of Monterey County, like the rest of the nation, face a new economic reality. Over half (55%) of Americans suffered a job loss, cut in pay, or reduction in hours as a result of the recession. Unemployment in Monterey County (16.4%) is higher than the rest of California (12.3%). Home values remain depressed and households lack the income or equity to finance levels of spending seen prior to the recession. The result is a change in the economic fundamentals that shape local economies and government finances.

13

2012-13 budgets: www.co.monterey.ca.us; www.ci.marina.ca.us; www.ci.seaside.ca.us

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Though the recession officially ended in June of 2009, Monterey County is adapting to a new economic reality. The FY 2012-13 Recommended Budget continues to highlight the “new normal” for governmental operations – that the ability to assure delivery of essential services within the levels of limited financial resources requires long-term and sustainable structural changes. Monterey County’s budget for FY 2012-13 reflects $935.3 million in appropriations, an overall decrease of $31.2 million (3.2%) compared to the previous year’s budget. Beginning Fund Balance carried forward from prior years is $35.3 million and Reserves are $51.5 (9.9% of Budget). Countywide staff consists of 322.5 positions fewer than the previous year. The City of Marina’s FY 2012-13 budget shows an annual loss of -$2.6 million, leaving cash reserves of only $5.6 million. Marina’s unemployment rate is only 7.7%, indicating that the majority of Marina residents work outside of the City of Marina. More than half of Marina residents work in service, sales and office jobs. The Median family income is 20% less than that of Monterey County as a whole and based on business license data, there was a 16.8% decrease in Marina businesses from 2006 to 2010, mostly in the retail and wholesale sales sector. Between 2008 and 2009, Marina’s sales tax revenue increased 4.41% compared to a reduction of 13.70% county-wide. Marina was the only city to see any increase in sales tax that year, likely due to The Dunes shopping center tax receipts. Area Median Family Income 1969 1979 1989 1999 2008 2009 2010 2011

Monterey County $53,449 $55,540 $58,892 $61,919 $64,800 $67,300 $66,100 $67,800

City of Marina $50,708 $44,877 $46,937 $55,832 $51,535 n/a n/a n/a

Sources: US Dept. of Housing & Urban Developmentviii & City of Marina Housing Elementix

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The City of Seaside has narrowly passed a balanced budget for FY 2012-13. The cash-strapped city has experienced past difficulties with revenue generation and has nearly depleted its Reserves, which are now just $1.5 million. Its estimated revenues for FY 2012-13 equal approximately $19 million. For information on regional industry and assets, please see economic and market reports attached as appendices. See Appendix E: MCBC Economic Report See Appendix F: Monterey County SWOT Report 2011 See Appendix G: Fort Ord Reuse Plan Reassessment Market Study

2.7 PHYSICAL ENVIRONMENT Weather 14 The climate of the Monterey Bay region is characterized as Mediterranean, a climate type which covers less than 1% of the world land mass and is shared by western coastal regions of Australia, Chile and countries bordering the Mediterranean Sea. What make the Central California Coast climate distinct from Mediterranean regions however is the predictable coastal fog formation which hugs the coastline and infiltrates coastal valleys especially from the late spring through summer. The fog, which serves to cool in the summer and temper in the winter, is the result of the North Pacific high pressure region that also influences ocean currents, water and air 14

1997 CSUMB Master Plan

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temperature; creating the conditions which give the Monterey Bay its unique natural features and ecology. The seasonal variations in air temperature in the region are slight. In summer, cool damp ocean air may vary only 10 degrees F, from the 50’s to the low 60’s. Cool air over the ocean lies beneath a warm continental air mass, appearing as a horizontal band of haze over the ocean and producing fog along the coastal regions. Fog banks typically disperse after several days, clear skies return for a few days, and the cycle resumes. Fall temperatures vary from the low 50’s to the mid-60’s and typically include sunnier days. The dominant weather feature of the winter season is the wind. The winter and spring see temperatures from the 40’s to the 60’s. Public Safety 15 The University Police Department is operational 24 hours a day, year round, and exists to provide safety and security for the campus community. Our law enforcement responsibilities govern university property and officers have full peace officer powers, including arrest per California Penal Code Section 830.2. Per state statute, our authority extends one mile beyond any university boundary and our officers are afforded peace officer privileges throughout the state. University Police Officers comply with peace officer standards set forth by the California Peace Officer Standards and Training (POST) Commission. University police officers patrol the campus grounds and buildings to monitor the security condition of all facilities. The University Police Department makes recommendations concerning the maintenance of campus buildings as they relate to security issues. CSUMB complies with the Drug Free Workplace Act of 1990 and the Higher Education Act section 120(a). CSUMB is committed to creating a safe and healthy learning/working/living environment for all members of the campus community. Police personnel present programs on various topics which include, but are not limited to the following: sexual assault prevention, home security, violence in the workplace, security camera systems, kid print identification, and more. Sustainability 16 The CSUMB Campus Sustainability Committee was formed in 2007 to reflect the campus commitment to environmentally sustainable practices and in response to Executive Order 987 (EO987), by the CSU Board of Trustees. The Committee is charged with coordinating the development of campus sustainability efforts and monitoring their progress. EO987 sets forth annual reporting requirements on our participation in CSU-wide and campus-specific academic and environmental principles, guidelines, and measurable goals as outlined in a Climate Action Plan. Progress toward meeting these goals is also reported via the American College and University Presidents’ Climate Commitment and the Association for the Advancement of Sustainability in Higher Education’s Sustainability Tracking, Assessment & Rating System (STARS®). Toward this end, the Campus Sustainability Committee is currently developing our Climate Action Plan, due to be completed in January 2013. CSUMB installed a 6.4-acre solar panel lot consisting of 3,900 panels off Seventh Ave near Butler Street. This generates roughly 16 percent of the energy consumed on campus. CSUMB

15 16

www.police.csumb.edu www.ideals.csumb.edu/sustainability

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also eliminated an extra 75 metric tons of carbon dioxide from being emitted into the atmosphere and reduced energy consumption by retrofitting florescent lighting into fixtures. CSUMB was honored at the 2011 Higher Education Sustainability Conference and received an award in the best energy retrofit category. Once again, the school is making every effort to show sustainable practices and did so in the new Tanimura & Antle Library by decreasing the amount of time the air conditioners were on, which decreased the energy consumption by roughly 20%.

2.8 COMMUNITY FIT 17 Brakely Briscoe, fundraising and management consultants, performed a lengthy assessment and feasibility study for CSUMB’s fundraising plans in early 2012. The firm’s external assessment included surveys and interviews with community members. Overwhelmingly the response on the image of CSUMB was one of improvement over the past 16 years. There had been much uncertainty in the community that CSUMB would be disruptive to the region and more liberal in political outlook. There was some comment that the academics were somewhat light in the beginning, but have been improving each year and are now more in line with other universities. The principal finding by the firm was one of support for the university, particularly in its role to help transition Fort Ord from military base to community and commercial uses and that the improvements made by CSUMB are tangible in terms of programs, image and recognition. The general perception from external constituents is that the campus is good for the community, is making inroads with community service and civic engagement but is still somewhat disconnected with the Peninsula and the Salinas Valley on the other side. More exposure and engagement is needed to bridge the communities throughout the area. In an effort to increase the visibility and public knowledge of CSUMB, MacKenzie Communications, Inc. conducted an interview and survey of over 100 internal campus constituents including faculty, staff, and administration. The key finding was that CSUMB is an underappreciated regional asset that has greater value than is recognized or understood. People communicated a misalignment between the great things happening on campus and what the greater community knows. A new messaging platform was created that seeks to outreach with internal alignment on positioning and key messages resulting in greater civic engagement, favorable media coverage, and community relations for the campus.

17

Brakeley Briscoe and MacKenzie Communications, Inc. marketing reports 2012

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