AVÀÇ

Administration & Finance: Budget and Planning

Implement the CSU Fiscal Action Plan (FAP):
The FAP is a new standard systemwide diagnostic and accountability tool for all 22 universities that tracks fiscal and enrollment performance, ensures compliance, and guides strategies to strengthen long-term financial health. The FAP documents strategies and outcomes across three key areas: (1) enrollment, including growth, recovery efforts, and multi-year projections; (2) operating fund strategies, such as cost-saving measures and resource reallocations; and (3) fiscal health indicators that demonstrate financial stability according to CSU System standards and requirements. The Chancellor’s Office will provide a written summary evaluation of our fiscal stability, based on the FAP before our next report is due. We also note the $50 million gift from MacKenzie Scott has drastically improved the university’s financial status.

University Wide: San Francisco Bay Region Network (SFBRN)

Advance financial sustainability through the San Francisco Bay Region Network (SFBRN):
Along with San Francisco State University and Sonoma State University, AVÀÇ is leading efforts to reduce administrative expenses and streamline processes, starting with IT, Accounts Payable and Procurement on January 30, 2026 and HR, Benefits, Payroll in the summer of 2026. Other functions to follow. AVÀÇ’s estimated savings from joining the network is from $3-5 million at project completion.

Office of the President: Monetizing Underutilized Assets

Long-term Land Lease of Concord Acreage and Long-term Lease of Robinson Hall:
Working with the Real Estate and Land Use unit in the Chancellor’s Office, a “Request for Information” has been released to generate interest from developers for a long-term land lease of approximately 50% of developable land at the Concord Center. In addition, AVÀÇ and Life Chiropractic West College (Hayward) have entered into a MOU for a long-term lease of Robinson Hall. Both initiatives have the potential to generate significant stable revenue for years to come.

Office of the President: University Finance Committee

Launch the Budget Hub and University Finance Committee:
Establish the updated Budget Hub and redesigned Falcon Fiscal Forum to complement COBRA and to expand participation and transparency about financial planning on campus. These initiatives create a unified space for communication, engagement, and alignment between fiscal decisions and academic priorities.

Office of the President/University Advancement

Plan allocation and use of $50 million gift from MacKenzie Scott:

• Develop guiding principles with Board of Trustees of the CSUEB Educational Foundation Board.
• Develop high-level allocations and uses with Ed foundation Board, aligned with the Future Directions Strategic Plan.
• Share guiding principles and high-level uses broadly with the campus community for further input and refinements.

Enrollment Management and Student Affairs: Broad Campus Engagement in Recruitment and Retention Activities:

• Pioneers Executive Team coordinates campus enrollment management efforts.
• Development of a University Strategic Enrollment Management Committee to embed and coordinate enrollment involvement and activities at all levels throughout the university.
• Four Pioneer Action Teams (Retention, Enrollment, Recruitment and Marketing, Financial Aid and Scholarships, and New and Evolving Academic Programs) will inventory and evaluate current practices and identify barriers to student progress.

Student Affairs: Strategic Enrollment Plan

• Strengthen recruitment pipelines: Expand partnerships with high schools and community colleges to create seamless pathways and drive sustainable enrollment growth.
• Enhance affordability and marketing strategies: Emphasize affordability messaging and use data-driven marketing to increase visibility and reach prospective students.
• Leverage technology for coordinated recruitment: Consolidate and align technology systems to improve data use, streamline communication, and support enrollment goals—targeting 11,000 FTES of CA resident students by 2028.

Academic Affairs and Student Affairs: Retention Actions

• Strengthen academic and student support: Embed peer coaching, learning assistants, and wrap-around services through the Student Success Centers and Advising Resource Center to build belonging, persistence, and academic success for all students.
• Leverage integrated technology tools: Streamline course planning, degree audit, and advising through BayAdvisor, DARS, and related systems to enhance coordination, efficiency, and personalized student support.
• Enhance communication and resource awareness: Use MyCompass and chatbot services to simplify access to financial aid, advising, and key campus resources, promoting transparency and equitable student success
  
  
  

Student Affairs: Recruitment Strategy Review

Develop easy-to-use metrics to assess effectiveness of various student recruitment and enrollment strategies to inform the Strategic Enrollment Plan each year.

• Assess the performance and impact of digital, transfer, and targeted recruitment campaigns to optimize enrollment outcomes.
• Make recommendations for a sustainable, data-informed recruitment framework that advances enrollment growth, supports fiscal health, and reinforces WSCUC’s priorities for institutional effectiveness and long-term stability.

Office of the President and EAB: Student Success Inventory and Review

• With funding from the Chancellor’s Office, EAB will review existing comprehensive Student Success Inventory to support our goal of consolidating and streamlining various separate student success units into a highly effective student success and support program to benefit all students.
• Catalog all current programs across divisions—documenting goals, populations served, costs, and outcomes—to create a transparent, centralized resource for assessing impact, identifying redundancies, and guiding strategic investment.
• Benchmark CSUEB’s practices against national standards to evaluate cost-effectiveness and ROI.
• Make recommendations for a sustainable and effective architecture for student success at CSUEB, ensuring long-term impact and alignment with institutional priorities.

Academic Affairs and EAB: Online Degree Completion Programs and Expansion Review

• Evaluate opportunities to expand its fully online programs to meet student and regional workforce needs while supporting fiscal sustainability.
• Identify high potential student markets, currently not served by fully online programs, and market existing programs in those markets.
• Identify and market to students at California community colleges who will be completing Associate Degrees for Transfer (ADTs) that align with AVÀÇ’s fully online bachelor completion programs.
• Focus first on expanding reach and enrollment of existing programs before developing new ones.
• For new programs, identify high-demand majors that align with regional workforce priorities, especially in areas of the state with few in-person options.
• Implement systematic tracking of enrollment and retention in online programs.

WSCUC Standards Referenced:

CFR 2.4 – Academic program reviews must include analysis of student learning outcomes and resource alignment.
CFR 3.4 – Resource planning ensures programs are financially sustainable.
CFRs 4.1 – Institutions must have well-designed, institution-wide systems for ensuring quality
CFRs 4.5 – Institutions must not just gather data; they need to demonstrate real, data-driven improvement.
CFRs 4.8 – Institutions must regularly engage stakeholders—like faculty, staff, maybe even students or external partners—in examining the institution’s strategic position.

Academic Senate (Committee on Program Review and Committee on Budget and Resource Allocation): Streamlining Academic Program Review Process

Redevelop the academic program review process to integrate budget, enrollment, and cost-of-instruction data alongside student learning outcomes. The new program review process will begin in 2026-27, with evaluation focused on data-driven improvement, resource alignment, and shared governance across the university community.

Following Senate revision and approval from the President, the revised program review process will:

• Link learning outcomes and assessment results directly to resource planning to demonstrate data-informed improvement (CFRs 2.4, 4.5).
• Include structured analysis of enrollment trends, instructional costs, and budget implications to ensure programs are financially sustainable and aligned with institutional priorities (CFR 3.4).
• Engage faculty, academic leaders, staff, and students or external partners, as appropriate, to ensure inclusive and transparent review discussions (CFR 4.8).
• Establish institution-wide consistency using standardized templates and processes that ensure quality, comparability, and accountability across programs (CFR 4.1).
• Review and revise Provost MOU document and process.

WSCUC Standards Referenced:

CFR 1.7 – Institutions must communicate effectively and proactively with stakeholders.
CFR 3.11 – Governance and decision-making must be transparent and supportive of institutional effectiveness.
CFRs 4.6, 4.8 – Decision-making should integrate evidence, support risk management, and sustain educational quality.

Campus Alignment

In alignment with CFRs 1.7, 3.11, 4.6, and 4.8, the university is enhancing communication, documenting governance activities, and integrating risk management and continuous improvement practices to promote accountability, educational quality, and institutional resilience.

Presidential Actions: Strengthening Two-Way Communication

The President is expanding opportunities for open dialogue and feedback across the university community through the following actions:

• Host “campus briefing” webinars 6-8 times during each semester on topics such as Financial Stability, WSCUC Response, Enrollment Management (recruitment and retention), Campus Culture, AI Readiness, among others. Record dates and attendance.
• Continue practice of meeting monthly or more as needed with Senate Officers.
• Continue practice of participating in Senate Executive Committee and full Senate meetings unless Chancellor’s Office meetings interfere.
• Host structured Q&A sessions with the President and Provost at Senate meetings, with follow-up FAQs posted publicly to ensure transparency and accessibility for all.
• Continue practice of meeting with individual academic and administrative departments to gain insight into unique needs of various units.
• Continue practice of meeting at least monthly with student government leaders.
  Initiate and new “dialogue session” format and opportunities with ASI and the greater student body.
• Establish a new Staff Council to formalize relationship between administration and staff. Ensure connection between Staff Council and staff senators on Academic Senate.

Academic Affairs Actions: Enhancing Communication and Transparency

The Provost’s Office is strengthening communication, collaboration, and transparency across academic leadership and governance structures through the following actions:

• Facilitate Monthly Senate and Senior Leadership Forums: Foster open dialogue and collaboration between faculty governance and senior administration to strengthen shared understanding and alignment on institutional priorities.
• Hold Monthly Meetings with Department Chairs: Engage department chairs directly in shaping strategies, ensuring two-way communication and informed academic leadership.
• Deliver Regular Provost Senate Updates: Provide consistent updates that address prior questions and discussions, reinforcing transparency, accountability, and follow-through in decision-making.

Academic Senate Actions: Expanding Inclusive Engagement

The Academic Senate is advancing inclusive engagement in campus governance and strengthening transparency, communication, and collaboration through the following actions:

• Foster Inclusive and Neutral Leadership: Maintain a neutral Senate leadership committed to creating an inclusive, respectful space where all community members can share their thoughts and perspectives openly.
• Provide Multiple Channels for Stakeholder Engagement: Offer accessible avenues for campus stakeholders to ask questions, voice concerns, and request information, including direct email, an anonymous e-form portal, monthly Senate Officer-Provost open forums, and optional discussion slots at Executive Committee or Senate meetings.
• Engage in Regular Dialogue with Senior Leadership: Hold monthly meetings with the President and Provost (both jointly and separately) to exchange information, offer advice, raise questions, and collaborate on solutions to campus issues within the Senate’s purview.
• Respond to Community Questions and Concerns: Address inquiries promptly through direct responses or advocacy during regular meetings with campus leadership, ensuring timely follow-up and two-way communication.
• Communicate Regularly with the Campus Community: Publish a weekly Senate newsletter highlighting key discussions, policy updates, and campus issues affecting students, staff, and faculty, reinforcing transparency and shared understanding.

WSCUC Standard Referenced:

CFR 3.9 – Institutions must ensure leadership capacity is sufficient, qualified, accountable, and aligned with mission.

Academic Affairs Actions: Strengthening Leadership Capacity

Academic Affairs is strengthening leadership capacity through intentional development, mentorship, and planning efforts aligned with institutional priorities.

• Develop a leadership framework to guide consistent, university-wide approaches to identifying and cultivating future leaders.
• Expand professional development through CSU and national academies, specialized training, and applied campus leadership experiences.
• Integrate succession planning into academic divisions to ensure continuity and long-term capacity building.
• Promote equity and access by embedding inclusive practices that support participation from women and underrepresented groups in leadership roles.
• Evaluate and refine programs annually to track progress, measure outcomes, and sustain continuous improvement.

Enrollment Management and Student Affairs Actions: Increasing Leadership Capacity

Enrollment Management and Student Affairs will increase leadership capacity through intentional, system-aligned professional development initiatives.

• Select one AVP or MPP each semester to participate in the Chancellor’s Office Leadership Experience.
• Establish and implement an annual, transparent process for requesting and allocating divisional professional development funds aligned with strategic priorities.
• Develop and maintain a centralized inventory of CSU, state, and national professional development opportunities relevant to Student Affairs and Enrollment Management.
• Support cross functional professional development annually by funding participation in at least one system level meeting or specialized training outside an individual’s primary functional area.

Office of the President Actions: Professional Development Leadership Guidance

• Working with HR, create and share a comprehensive list of employees who have advanced internally since 2021.
• Create and share a comprehensive list of administrators who have completed leadership development programs since 2021.
• A new Leadership and Professional Development Director for the San Francisco Bay Region Network will also oversee shared training, mentorship, and workforce development initiatives across the three universities, including AVÀÇ.
• Develop a list of leadership development opportunities and how to access them for broad distribution.
• Develop a framework and 2-3 career pathways for employee classifications.
• Establish a funding model to support professional development.
  
  
  

WSCUC Standard Referenced:

CFR 1.7 – Transparent communication is essential.
CFRs 4.1, 4.5 – Institutional processes should demonstrate evidence-based quality assurance and improvement.

Campus Actions to Address Workload, Redundancy, and Collaboration

Conduct a comprehensive review of campus workgroups and committees to clarify objectives, streamline responsibilities, and align efforts with strategic priorities. This process will document committee charges, establish clear reporting pathways, and reduce redundancies that contribute to workload pressures. Workload continues to be guided by collective bargaining provisions, ensuring fair and consistent practices across employee groups.

Academic Senate Actions: Evaluate and Refine Governance Structures and Initiatives

• Review and Clarify Senate Standing Committee Objectives: Before the start of each academic year, Senate leaders review Standing Committee charges to ensure clear purposes, alignment with institutional goals, and transparency in responsibilities and outcomes. Senate Officers then meet individually with each Standing Committee Chair to deliver the committee’s charges and engage in open dialogue, addressing questions or concerns and ensuring shared understanding prior to the year’s work.
• Streamline Governance Processes: Senate leaders work with the Executive Committee to identify and eliminate redundancies across committees, task forces, and initiatives to promote efficiency and better coordination within shared governance structures.
• Enhance Cross-Divisional Collaboration: Foster collaboration among academic and administrative divisions through joint initiatives (e.g., Senate Officer–Provost open forums and regular Senate reports from administrative unit leaders) that promote shared decision-making, institutional effectiveness, and continuous improvement.
• Communicate Outcomes and Improvements: Senate leadership publish a weekly Senate newsletter highlighting key discussions, policy updates, and campus issues affecting students, staff, and faculty to ensure transparency and stakeholder awareness.
• Streamline Academic Program Review Processes: The Committee on Academic Planning and Review (CAPR) is leading efforts to simplify annual program review criteria and rebalance the review calendar to ensure a more sustainable schedule. In collaboration with the administration, the Academic Senate is also streamlining the five-year review process. These coordinated efforts enhance transparency, promote collaboration, and support institutional effectiveness while addressing faculty workload concerns.
• Review and Refine RTP Policy: The Faculty Affairs Committee (FAC) and Faculty Diversity and Equity Committee (FDEC) are reviewing the current Retention, Tenure, and Promotion (RTP) policy to identify opportunities for streamlining, clarification, and improvement, with an emphasis on equity, inclusion, and alignment with campus priorities related to student success.
• Review and Refine the Senate Administrator Review Process: New process provides an appropriate level of transparency and Senate feedback to administrators Using quantitative measures rather than time-consuming interviews and lengthening the review cycle form 3 years to five years, reduces the workload for member of this committee.

Office of the President and Institutional Strategy and Effectiveness Actions: Campus Committee Review

Conduct a comprehensive review of campus committees to clarify purpose, structure, and membership while reducing redundancies and improving transparency. In alignment with CFR 1.7, updated committee charges, structures, and outcomes will be published on a centralized website to ensure all faculty, staff, and students understand each group’s role and contributions. Consistent with CFRs 4.1 and 4.5, this review will establish an evidence-based process for assessing workgroup effectiveness.

• Inventory Committees and Workgroups: Identify all campus committees, task forces, and workgroups, documenting meeting frequency, charge, and membership [Target: Fall 2025].
• Develop a Network Map: Visualize interconnections and communication lines among groups to clarify structure and coordination [Early Spring 2026].
• Present Findings for Action: Share results with the Cabinet and campus stakeholders for evaluation and potential reduction of redundant and/or obsolete workgroups to reduce workload for committee members and enhance effectiveness.

WSCUC Standard Referenced:

CFR 2.14 – Institutions assess and improve student support services.
CFR 3.2 – Workload policies should align with mission and support institutional climate.
CFR 3.9 – Leadership structures must provide sufficient capacity and prevent overextension.

Campus Actions to Define and Assess Workplace “Burnout”

• In collaboration with the Office of Diversity and Belonging, and funded by the Chancellor’s Office, EAB will administer a nationally validated survey to assess employee well-being and burnout.
• We will identify 2-3 action items to reduce employee burnout in areas within the university’s control and that do not conflict with existing collective bargaining agreements

Campus Actions to Support Campus Climate and Positive Culture

• Continue to implement recommendations from the “belong@csueastbay” campus culture assessment conducted in spring 2023.
• Repeat campuswide assessment in 2026-27.

Office of the President and Institutional Strategy and Effectiveness Actions: Campus Committee Review

Conduct a comprehensive review of campus committees to clarify purpose, structure, and membership while reducing redundancies (therefore reducing workload) and improving transparency. In alignment with CFR 1.7, updated committee charges, structures, and outcomes will be published on a centralized website to ensure all faculty, staff, and students understand each group’s role and contributions. Consistent with CFRs 4.1 and 4.5, this review will establish an evidence-based process for assessing workgroup effectiveness.

• Inventory Committees and Workgroups: Identify all campus committees, task forces, and workgroups, documenting meeting frequency, charge, and membership [Target: Fall 2025].
• Develop a Network Map: Visualize interconnections and communication lines among groups to clarify structure and coordination [Early Spring 2026].
• Present Findings for Action: Share results with the Cabinet and campus stakeholders for evaluation and potential reduction of redundant and/or obsolete workgroups to reduce workload for committee members and enhance effectiveness.

Human Resources Action: Compensation and Advancement Review

• Evaluate in-range progression and promotion practices to ensure equity, transparency, and consistency across divisions.

WSCUC Standard Referenced:

CFR 3.2 – Institutions must support a positive climate for faculty and staff.
CFR 4.3 – Student climate should be assessed and improved to support student success.

Campus Actions to Define and Assess Workplace “Burnout”

• In collaboration with the Office of Diversity and Belonging, and funded by the Chancellor’s Office, EAB will administer a nationally validated survey to assess employee well-being and burnout.
• We will identify 2-3 action items to reduce employee burnout in areas within the university’s control and that do not conflict with existing collective bargaining agreements

Campus Actions to Support Campus Climate and Positive Culture

• Continue to implement recommendations from the “belong@csueastbay” campus culture assessment conducted in spring 2023.
• Repeat campuswide assessment in 2026-27.

University Diversity Office Action: President’s Equity Council

Advance diversity, equity, and inclusion (DEI) across the institution through the President’s Equity Council, a representative body of faculty, staff, and students co-chaired by the President and University Diversity Officer. The Council defines institutional DEI priorities and accountability measures, coordinates strategies to strengthen campus climate, hosts the annual Equity Summit to share progress, and monitors ongoing improvement across the university.

University Diversity Office Action: Difficult Dialogue and Restorative Practices Training

• Inclusive communication training through a CSU-wide partnership with the Difficult Dialogues National Resource Center, equipping participants to lead constructive conversations on complex social issues, honor diverse perspectives, and foster a community of practice across campus and the system.
• Restorative Practices Training focuses on community building, developing interpersonal connections, and improving social connections for resolving conflict, especially conflict involving students, empowering staff by providing them with skills to de-escalate, and support students to engage productively.

Enrollment Management and Student Affairs Actions: Health and Wellness

• Focus on health and wellness-offering new opportunities for employees with discounted memberships to the Recreation and Wellness Center.
• Increase health and wellness courses over the lunch hour to add convenience for interested employees to participate.
• Increase promotion and services for health and well-being (including the Hope Pantry) to support employees and students with food, shelter or other insecurity of basic needs.
• Opening a new Pantry and Basic Need suite in the University Union that will provide greater access and increased hours for the entire campus community.
• Increase campus housing options for employees needing ongoing or occasional, short-term safe housing in an effort to create a safe, supportive and caring campus environment.

WSCUC Standard Referenced:

CFR 2.11 – Institutions must track and use post-graduation outcomes (employment, further education) to inform improvement.

Academic Affairs, Student Affairs & University Advancement Actions: Advancing Post-Graduation Success

Academic Affairs, Student Affairs, and University Advancement (Career Empowerment Center) are working collaboratively to strengthen post-graduation outcomes and ensure students are prepared for career and life success:

• Expand career readiness programs, employer partnerships, and applied learning opportunities that connect academic preparation to workforce needs throughout their time on campus through the newly enhanced Career Empowerment Center.
• Integrate career content into coursework through the Career Empowerment Center’s Faculty Innovator Fellows program, providing early and continuous support for students.
• Engage alumni in supporting student mentoring, internships, networking and other supports.
• Enhance infrastructure and data systems to track graduate outcomes and inform continuous improvement.

Institutional Effectiveness & Research Actions: Monitoring Post-Graduation Outcomes

Institutional Effectiveness & Research is monitoring post-graduation outcomes using WSCUC’s Key Indicators Dashboard (KID) to assess graduate success and inform institutional decision-making:

• Track earnings and debt-to-earnings ratios to assess graduates’ economic mobility and financial sustainability.
• Meet or exceed current post-graduation metrics; recent data show CSUEB graduates consistently exceed both WSCUC and national averages:
  • 76% earn more than high school graduates after six years
  • 81% after eight years
  • 84% after ten years.

Institutional Report

For Reaffirmation of Accreditation, August 1, 2024.

Institutional Report for California State University, East Bay  

Institutional Exhibits

Linked to the Institutional Report, these additional documents support the report narrative. 

• Institutional Exhibit #1 Glossary of CSUEB Acronyms and Terms
• Institutional Exhibit #2 Institutional Effectiveness and Research
• Institutional Exhibit #3: Student Affairs Assessment Design
• Institutional Exhibit #4 ILO Integrated Assessment
• Institutional Exhibit #5 External Funding Efforts
• Institutional Exhibit #6 Faculty Engagement & Student Learning
• Institutional Exhibit #7 Student Initiatives
• Institutional Exhibit #8 Student Equity & Success (SEAS)

Offsite Review (OSR) Summary Lines of Inquiry 

• CSUEB Offsite Review (OSR) Summary of Lines of Inquiry, October, 2024

• Watch AVÀÇ's Leadership team announcing starting in Fall 2022 and this brief slide presentation  
• Review President Sandeen's  update in spring 2024 highlighting our progress, and along with CSUEB's Accreditation Liaison Officer, Dr. Fanny Yeung, welcoming campus wide-input on a draft of the institutional report through May 17, 2024. Thank you students, staff, and faculty for reviewing and providing your feedback for the final insitutional report. 
• Review President Sandeen's spring 2025 accreditation update reminding the campus community to remain informed and involved with the reaffirmation process. 
• Watch the WSCUC brief video developed for students,