|Cal Poly Pomona President Michael Ortiz|
By next month, we will have completed half of the 2004-05 academic year. During my Fall Conference address, I identified a number of important initiatives that we needed to collectively address as we work to elevate Cal Poly Pomona. Each of them requires a high level of participation from faculty and staff alike, but these are the decisions that will define the future of our university.
TRANSFORMING INTO A LEARNING-CENTERED UNIVERSITY
The Faculty Learning Community, a group identified by the Faculty Center for Professional Development, has been collaborating and brainstorming with other faculty on the best ways to affect change in this area. Determining how learning-centeredness is integrated into instruction will ultimately lead to its application within every division on campus. It also has a direct impact on the Prioritization and Recovery initiative. To this end, the Faculty Learning Community is developing a pair of cross-campus retreats on the last two Fridays of April.
The first retreat will be exclusively for faculty and select staff. The outcomes from the first event will include the development of core values for a learning-centered university. In the second retreat, university leadership from all levels, as well as broad-based representation from every division, will identify ways to apply those values within their own units. I look forward to working with the Faculty Learning Community and sharing more information with you in the coming weeks.
PRIORITIZATION AND RECOVERY
Without question, this is one of the most challenging projects this campus has ever attempted. Defining the process is the first step and requires significant faculty leadership. I am pleased to share that the Executive Committee of the Academic Senate and the President's Cabinet have now drafted a charge for the Prioritization Recovery Plan University Committee, designed to develop a process for reviewing and making recommendations to me regarding the organization and use of resources by all academic and nonacademic programs within Academic Affairs.
The priorities of Academic Affairs certainly impact the objectives of the other divisions on campus. But every division has begun an internal prioritization process that interprets the application of a learning-centered university within their respective units, as well as addressing efficiencies and the best use of resources.
Recommendations and decisions in these areas will not happen quickly, nor should they. This process will require extensive dialogue within the university so our actions truly reflect a consensus of opinions.
The IT Governance Executive Committee has been meeting monthly since the beginning of the fall quarter. Four subcommittees (Administrative Computing, Standards & Support, Teaching, Learning & Technology and Web Guidance) are currently working toward referrals on issues ranging from Web access and policy issues, to the integration of PeopleSoft and BroncoDirect, as well as technology upgrades for classrooms. The Executive Committee is also addressing the new challenges of identity management in our data driven world, working to restructure our current practice so as to ensure seamless usage and confidentiality. The recently administered survey on the faculty laptop initiative has preliminarily demonstrated strong support for the project, and we are preparing to move forward.
The prioritization and recovery process will also require the executive committee to develop a procedure to assess IT on this campus to ensure that resources are being used in the most beneficial way. I plan to ask consultant Phil Goldstein, via the Learning Alliance at the University of Pennsylvania, to help us in this area. The CSU's relationship with the Learning Alliance is being supported by the Chancellor's Office, and we are looking forward to accessing the expertise that this affords us.
COMPREHENSIVE CAPITAL CAMPAIGN
A comprehensive capital campaign will be a big part of our future. But some key steps need to be completed before moving forward. The Prioritization and Recovery process will shape the university and identify the types of things that require capital funding in areas ranging from building projects to endowed chairs, scholarships and technology. To support the campaign, as well as manage all of our development efforts, the university is engaged in the search for a vice president for University Advancement. I expect to have the permanent vice president on board by July 1, 2005.
As you can tell, we have a great deal on our plate. But that's as it should be. We are entering an era where we must be more accountable to ourselves, each other and our students. The application of learning-centeredness will empower each of us to better define our expectations. In the end, we will position Cal Poly Pomona as the benchmark university in the CSU system in this regard.
Thank you for your continued work for our students, and have a great quarter.