but first I would like to have Associated students president Hernandez please go ahead and present your report thank you chair Brother Bird thank you for having us today and I will just get into my report let me pull it up because I have a bad m okay so hello everyone my name is H my name is cat or Cates and I'm the current Associated students president I'm a fourth year criminal justice major with a double minor and honors and interdisciplinary studies and psychology with an emphasis in neuroscience and I'd also like to take a moment to recognize the fellow students with me we have there Carrera daneland Megan mes Julio Rodriguez all right thank you guys oh sorry I didn't have my video going okay you can see me up there now let me take my sunglasses off I look a little unprofessional okay so um I'm just going to reiterate some notes that I made in the in my last report in Senate and that was number one um I'd like to also if you didn't know um I'm the first female Guardian scholar to be the associated students president so I'm very thank you and I'm really excited to not only represent my community but to uplift future people like me to take up spaces where spaces are valued so our themes this year is be the change you want to see and C is spelled sea like our ocean and it stands for safety equity and accessibility to us student safety means emotional and physical especially with the climate this fall and ongoing Global conflicts of the election many students and community members will be affected so that's something we're extremely passionate about being proactive in um Equity uh we want to identify areas of inequity that can be strengthened and accessibility which is promoting all resources on campus to all students so that that everyone has equal access to equal opportunities um we have a focus in the college councils for identifying all of the professional development internships research job opportunities and collaborations to promote all students and to promote um I mean as a partner with career services and the colleges to bring them together and serving students so that all of our programming isn't only directed towards one um College Council but applies to all colleges um one of our our other focuses is GSA which is the graduate student Association and our graduate student Association president is in the room with us right here Julio and um one of our executive officers this year Derek is also a first year grad student and our overall focus is on educating graduate students on Campus Student Life resources available to them and also promoting ASG graduate student travel funding and those opportunities can be used internationally for research to Waka and domestically for presenting research at its conferences and I look forward to working together with um de of Graduate Studies Tracy love and GSA president Julio um graduate students graduate Students Association isn't something that I'm going to delegate but work directly with this year so I'm really excited for that and I also look forward to collaborating with Senate exec committee and Senate this year but yeah that's the end of my report thank you are there any questions or feedback for U for president Hernandez I'm seeing thank you so much for your report we look forward to working with you as well and thank you so much uh graduate Council R for also coming and joining with us today we're pleased that you're here with us thank you [Music] we're going to move on to the Pres president dori's report please president dor you welcome this week thank you chair butur first of all I want to welcome everybody for to the 20145 Academic Year and I hope you had some time to rest and enjoy the summer uh I want to take uh some time and and appreciate the time to talk to you about a couple of issues a few issues that I think are important for this coming year um some of these I have already shared with the SEC so for those who are members of the Senate exact committee um there might be some repetition but I I basically have about five areas that I want to focus on today one is I'm discussing about synergies because of some important overlaps both at the system level as well as our own local level obviously the budget which um Agnes Wong vice vice president Agnes waron will be speaking to in more detail some of the legislative issues um some of our ongoing commitments and then the presidential Global um democracy fund which I announced during convocation um I first want to start out with just um provide an update on the Strategic plan uh I mentioned this last ter but we really at a very good stage right now or about 75% of our goals um in under four years and again this is a a direct result of much of the work of the faculty and staff who've been working on this very diligently um the other thing that's important is that in the spring we had a meeting with um the community regarding looking at the goals and activities and decided that some need to be redefined and redirected and um with our new formed strategic plan implementation steering committee they've Incorporated those ideas um will and will identify these activities so that we can continue our progress for this particular strategic goal um I think what's important here is that our strategic plan is pretty unique in that it really dubils well with what is occurring at the system level um the uh chancer announced to some of you who received surveys that the GI 2025 uh will be trans will be uh translated or developed within the year of Engagement strategy so this is a new effort to develop um a broader uh goal if you will so it includes many of the elements of the 2025 plan but includes uh a more greater focus on Equity gaps um uh Joan Brooks is working on a number of these areas particular when we look at our men of color initiative she's done a lot quite a bit of work in this area working with other um uh members of the team um the other important area is that we are also going through um our own reaccreditation plan through was and um the Thematic areas in which we're focusing are redefining students success and inclusion and diversity in everything we do so it's many of the activities nicely intersect and so we're going to move forward with I think a number of the areas that will help us not reinvent the world but best but reinvent the will but expand in existing areas some of the things as you will know we've established a number of cultural centers we've expanded in our community college Partnerships we've been able to develop um increase our majors in the Imperial Valley we have a number of important initiatives like our ethnic studies graduation initiative where we've hired nine new faculty so we we've actually done quite a bit of the work already so the good news is that I think we're in a very different um position than some of the other institutions I want to shift now to the second area which is the budget uh Outlook um so in may we were able to get the final if you will um uh outcome um the Governor approved the state budget um with some significant reductions I think the good news is that the compact was funded for this year so remember we were I think the last time I spoke I said I was a little concerned that we may not get the compact funding but we did get the compact funding we also were reive this year the realignment funding for the increase the ship that occurred from from um campuses that had reductions in enrollment to campuses that had potential for enrollment growth and so we were uh one of a few campuses that actually could um absorb greater growth um but at the same time uh with this opportunity came um a one-time cut of $75 million to the system and uh for 2526 an anticipated cut on base budget of about $8 million so this is going to translate into um a cut that is fairly significant for the system if we're not able to effectively work with our electeds to talk about this type of reduction so for us it would be a $25 million base cut in 25 and 26 so um what uh is important for us to understand is that we've always been prudent in our budget planning um we're going to make sensible decisions uh and be very extremely careful uh in order to ensure that we can invest in our core Mission our strategic goals uh but it's important to really and I want to emphasize this we are funded based on FTE Target I had an opportunity to meet with the chairs from the chairs Retreat and indicate that all the colleges will be expected to meet these targets because in the context of enrollment growth we were given one Target and then literally in the summer I think because of the concerns with FASA and the the um quite frankly the fact that some of the the the campus the other university campuses could not meet growth um we were asked to do more and we really could not do more in terms of headcount we were completely saturated in terms of housing so the ftes growth is our Target and we've asked the chairs and directors to meet this both at the undergraduate um freshman class and the transfer level and I've been working with the Deans in order to ensure that we meet this growth um that will allow what and just for those who may not be aware of it that means that they need to take a full load I know historically we've been somewhat flexible in some areas but it's through that capacity that we can make the target the data looks good we're hoping to make it but we may need to go into spring semester in order to meet this new Target um why that is important is because um without that growth we cannot get more base dollars and as I indicated to you the budget situation next year requires us to meet that budget Target in order to U mitigate the risk associated to that so um the other thing that I mentioned and I mentioned this to the chairs is that yes we we need to make some decisions on what we are going to do in the context of this greater um pressure if you will so I want to dovetail this because I think it dovetails with what we've been seeing historically um I'm now in my seventh year as president and I need to say that what I've seen over the seven years is that legislative intrusion is growing not decreasing in the CSU system and in fact um for those who remember um it was seven years ago that the ethnic studies so Weber bill came into being and of course I know our fact had already begun that process and then we had to relook at it redo it reconstruct it to meet the new legislative requirements fast forward today we've had a lot more uh Cal gety would be one that I know that we have been working on um has created I think some concern um but of course we've also had to look at neagra and tile line all of these are unfunded in the context of these new mandates and um although both are very important so I don't want to minimize that I'll give you a brief example and I'm sure um K's Tong can give you more details but Cal nagpra in order to ensure that we can thoughtfully support the process of repatriation of cultural items F objects human remains is a half a million budget recurring cost to us um the T and that's important yet at the same time there's no State funds that come to us uh in terms of the title line the K report we've done I think we've done a a great job in meeting the goals of the Coen assessment we hired an intake coordinator to support the work of the center for prevention of harassment discrimination um joining the team of the director we now have two highly trained and experienced investigators we have a case manager an administrative assistant and two victim Advocates we're in the Final Phase of a search process to hire a prevention education coordinator and we recently received conditional approval of an implementation plan from the system so we for approval but once again there is no new funding for this and these are highly trained um very competitive positions at the MPP level so I want you to be aware of this um because that's important and more recently I know some of you are very um you know of this and we discuss it in NCC in mid June the legislature also approved a bill directing the CSU to modify its time place and manner uh policy with the goal of creating a uniform policy um systemwide as it relates to campus activities and providing notification of such to students by the start of this Academic Year uh an email was sent about this policy along with re relevant CSU policies and education resources and these went out um to all campus in compliance with the state law on August 23rd um I want to just emphasize here that within this context this broader understanding of these legislative manners um it clearly is uh created I think consternation when we talk about shared governance at the same time the requirements are very very clear and I think from the point of view of how we move forward um it's going to be key for all um individuals to clearly um discuss with our elected how we work within the context of shed governance and how we um have used it successfully at least I can speak to SDSU and what I've seen um there are some other important bills so that I did want to mention that I think can be particularly useful for us um there is um the CSU sponsored the tax bills this year that are moving through the legislative process so they're still within the governor's uh we're waiting for Signature one is AB 2005 this will allow the CSU to qualify for affordable housing tax credits it will also for the first time allow us to prioritize fating staff housing so this is important given the fact that we are building in Mission Valley and particular with affordable housing we were not able to U prioritize this is going to let us do this so this is a a very valuable tool for our community um the other bill that is important for us is AB 2395 and this is going to allow all of those colleges and departments with Pace funds they can now use it for State sign uh an operating sign a part of the budget beforehand all those funds had to be used only for Pace now it means that they can be shifted in order to support um funding within the Departments on State Side activities we're waiting again for Signature we hope to get that in September the other one that I think is uh important um particularly since San Diego State has a number of joint programs and I know it's been for some of the the colleges and some of the Departments there have been difficult negotiations with some of our counterparts in the UC is that now we have um the opportunity to expand doctoral programs join doctoral programs at SDSU so this is AB 2633 it's a proposal that amends the education code and it will allow us to facilitate joint doctoral degree Partnerships with International universities um right now we are only limited to Joint Partners in the UC and within um uh the uh private University Systems what we've seen is that it is created for some programs I know our joint PhD program in education has been struggling with Claremont um The Claremont Graduate School is going through I think a very significant financial problems and its future is limited it could be very limited given the fact that it is not at the level of funding that it needs to be sustainable and certainly what we've found for some of our doctoral students it's been a real hardship because I have to pay private tuition that is incredibly High so this is actually in my opinion uh could be really transformative for us in terms of our ability it also I think will allow us to leverage resources in a different way when you can have a joint degree program with an international school um and certainly there have been um efforts by faculty I know in the College of Sciences in particular that have been interested in joint doal programs with some of our P Partners in Mexico as well so um right now it's at the governor new sub desk um for its final signature so that is I think a very hopeful and positive um opportunity for us um I do want to say in on a positive note I was fortunate in that when we were able to get the legislation signed for the doctoral in public health that took a while I have to say five years it took a long time but I was really happy to um launch the first cohort and no one expected but we had 19 join doctoral degrees at the public health program and it was really striking even in the zoom environment I have to say to see these 19 um professionals um you know the diversity the regional impact and it just speaks to the meticulous planning I have to give a lot of kudos to the faculty and the School of Public Health um the preparation and the teamwork and we were able to get that done and clearly San Diego State has done an exceptional job so um we also have an opportunity right now to partner with the community colleges there is the opportunity to expand the ADN to BSN programs uh there is a lot of tension I need to tell you right now with our electives in this area um and there is a lot of pressure because of the shortage of nurses so um there will be a new funding source we've been working with the system in creating um the opportunity for us to be part of this uh originally um the bill was focused primarily an expansion of community colleges and the fact that we now can get these grants will also give us greater opportunities so I wanted to mention that just as the second important or third important yeara I wanted to mention the other thing I wanted to do is highlight what are commitments to existing projects that I've mentioned um one of the I think disappointments we've had uh was that there was an attempt for us to get a and the Chancellor's office to get broader financing through a Geo uh build um but we were not included um the state decided the governor that K to 14 would be the focus and so we have not been able to get the um the revenue bonds needed to deal with a lot of the Deferred maintenance across the campuses or actually to construct new buildings nevertheless the north Life Sciences building is our number one priority it's now number 11 but we're working with this Chancellor's office in order to create the creative financing plan so um uh it I'm still um optimistic we're going to move forward through with that program so uh we'll move forward with that uh Pro that program or that that development um we also have made strides in Valley with the um with the Chelsea Investment Group which is the affordable housing piece um they're they are going to build 126 affordable housing units which now our faculty staff can um you know qualify if um for those who earn 50% of the area mean um uh income which is again uh an opportunity for us uh we're able to to complete the River Park and we are uh looking forward to as we move forward opportunities with The Innovation District president can we reserve 10 minutes re question yes yes am I at that 10 minute mon okay well I just wanted to mention the presidential democracy fund which is an initiative that I mentioned at the University converation and just mention the fact that this is hosted uh with um um student faes and campus diversity and we will be sending out an announcement with the idea that we would allow for broad reaching opportunities for students faculty staff to create an opportunity for us to enhance dialogue and Community engagement and um caring leadership so yes we believe so thank you so much he thank you I do see one hand up um and this is a senator Herman you [Music] recognize thank you um about the hiring from the sorry let me start my video about the hiring as a result from the cousins report I counted up eight positions as you said these are all highly trained people presumably they are all well pa paid you'd also said that there's no money to hire them there's no additional funding so where is the F money to hiring these people where's it coming from and what are we not spending on in order to hire these people so I'm going to ask Jessica Renta who's on here who's been directly involved to speak about that and then also Agnes if you could add Jessica Jess is on sorry I had to unmute myself um and Peter I'm sorry for some reason you were breaking up a little bit um can you just the last part of your question yeah where is the money you know where is the money to hire these people coming from and since there's no new funding what are we not doing because of that what are we not who what are we not spending on in order to hire these people yeah you know for for Title Nine specifically we have been working for years to secure the funding to support um to support our Title 9 UM operations but overall across campus we do this all the time as um as different positions um especially management and staff position as there are um vacancies we are constantly looking at the University priorities the university needs um we're looking to see are there certain things that we were doing in the past that aren't as necessary should we be reallocating funding to support other more essential needs um we see that also you know across campus um I know within faculty you uh each department might be making those types of decisions but specifically with a lot of these um staff and management positions it we see this all the time for you know for the past few decades where um we are either based on operational needs or legislative priorities having to um be good stewards of the state funding and make those decisions especially with vacancies and we see turnover on the campus quite regularly and that's where we try to be as mindful as possible about what those needs are I'm not sure if that specifically answers your question and I you know I think it's really hard to say that you know this specific position the dollars came from this other position because it is done over a length of time and we saw that with our Title Nine positions as well I I also want to add um so Peter you mentioned that you counted eight positions but they are not all new uh Jessica can you remind us like how many new position that we have added um this coming year I believe it's two right I'm sorry I was just counting off uh the positions that the president was listing yeah and she said this was based on the cousins report so I assume that those are new yeah and some of some of them are new um not all of them are new some of them have were the result of a reorg that we did a couple years ago when we had a number of people within our office of employee relations and compliance who um resign to take positions at other um employers so um the most recently the newly funded positions have been our intake coordinator which which was recommended by the Coen report um we had already moved towards having a case manager um probably right around the same time that the Coen uh assessment was was started because that was a position that we had identified um and it ended up being identified by the Coen report as well but we had found um money through reorganizations as well um but most recently it's been the intake coordinator we were able to um find funding to hire a victim Advocate um to support our campus um and then our prevention and education coordinator which is currently um in in process in the search um I want to be I want to be very upfront at no point do you know do my areas look towards faculty lines um to say hey instead of a faculty member can we hire these positions it really is looking at um vacant MPP and staff positions and reallocating those resources thank you we're gonna move on to Senator sha one second okay thank you uh my question is really to uh the good news that now we are able to have joint doctoral programs with International universities uh this is really great news uh my question really is related to who's going to decide which University universities we can kind of line up with or not and whether there is an open criteria shared so let's say if I wanted to have a university in Central Europe to work with us uh what are my chances to put the work in to actually make that work is there some initial set of criteria and who is the body who is making the final decision whether we can do this campus-wide or not thank you thank you um in go good questions um so um AB TR Tracy love is working on the process with grad Council which is a senate committee um and that process is an internal process that's being developed and I do know that um uh chair Butler bird is also working at the um Senate level um in terms of uh working with the state rid Senate because there's also going to be a process that will be determined at the um you know for the independent doctoral professional degrees there'll be a process in the co office because as you know all new curriculum has to flow through us but then it goes for approval with the co office as well but um what I would do is is feel free to reach out I don't know if Tracy if you're on are you at all or she didn't join us Tracy are you there C can you comment really briefly on sorry um I had to wait to be unmuted um yeah so um Eno as we will also be discussing at graduate Council um we are working in conjunction with the Chancellor's office and with AVP Mcall on developing the processes both internal um as well as what the Chancellor's office is going to require once we get approval of the bill that president de laori was referring to with the international programs we will also have to discuss what those parameters look like but I think it's a little premature thank you thank you I don't see any other hands raised here in the room oh we have one Senator ra your you recognized I have asked him to unmute um I have a question in regards to the survivors Advocacy Center that's opened in the corner of the first floor the ad building which used to be the another conference room um is that Center I assume it's centered primarily towards students although I'm sure that faculty staff can use it the question I have is the building is locked to students so if they're the primary users of it how do they get into into the building so I I'm not I'm G ask Jessica about this Jessica is I'm not familiar with this yeah one second thanks so Todd um the so what Todd is referring to is we have the sexual assault victim Advocate um we were able to find space in the admin building um for the victim Advocate the victim Advocate primarily meets with students um however um they are available for our faculty and staff as well um the victim Advocate does have a system for um providing access to our students um it is primarily appointment based um and we haven't had issues at this point um I I will say there was a time where the victim Advocate was located over in um our uh calpi behind a locked door as well so I think that um they had already devised a process for ensuring access for students who are in need of our victim Advocate services but great question thank you all right I don't see any other hands raised thank you President delator also uh Jessica and um we're going to now transition to ABP little as well as VP W Nickerson her report thank you okay well thank you everyone uh for having us today um so as the president mentioned um the governor issued a final budget for 2425 uh back in June and at that time he he also gave CSU a heads up about what fiscal year 2526 a year from now will look like so um it's important that you know for us to understand uh what our current and also uh future year budget reality look like um next please so uh before we get into the details again I want to do a very high level you know overview of the total SDSU budget this includes operating fund as well as all the auxiliary Enterprises and auxiliary uh organizations so the total budget for 2425 is $1.43 billion 44% of that is the UN the operating fund which is the one that we focus on uh that supports instruction student support academic support administrative and infrastructure operations on campus next please and what makes up that 44% of the $1.4 billion we translate to 634 million that's our total University operating fund budget for 2425 about half of that comes from the state allocation state general general fund 26% from tuition 177% from Outer fees and then 7% from cost recovery um like you know uh reimburse release time from Grants things like that next please so this is the chart showing that you know of that's $643 million how do we what do we spend the budget on um if you look at the gray and the red one the salaries and benefits that add up to 78% that goes towards our compensation and then the another 14% that goes to others that covers things like uh all the operating expenses such as utilities Insurance equipment software facilities maintenance and any other operating cost and then the remaining uh 9% goes to what we call State University grants which is uh a a form of financial aid that we give out to our students um and next please so as the president mentioned there's some good news and bad news in the governor's uh June final budget the good news is that 5% compact for 2425 five actually stays uh instead of being deferred to the following year as we originally were told that could happen so that's really good that we get a 5% compact in 2425 um and that's to in total $246 million for CSU and about 13 million for SDSU um the bad news is for 2526 the government basically gives CSU a one-year heads up advance notice that he uh that we can expect a 8% budget cut to the whole system and that translates to 397 million for CSU as a system and our share of that is about 25 million and that will be a base cut or permanent cut um and in in addition to that uh the governor also um forecasting that the 5% compact that we expect to receive in 2526 uh will be deferred to 2627 next please so what does that mean also to our onetime money so that one of the bad news in 2425 as the president mentioned there is a 75 million onetime cut to CSU and SDSU share is 5.2 million that we didn't actually um planned for uh back in May um in addition in 2526 if the governor really um decides to defer the 5% compact but still expect CSU to um deliver all the um um expectations under the compact that means the system will be in a situation that has to come up with $252 million to fund things like 1% mov increase and all the other stuff and right now it's not clear uh how that 252 million onetime dollars will come from from would it come from CSU system or would the system ask campuses to You Know cover that next please um the President also mentioned about SDSU enrollment goal for 2425 so we have been planning actually for months that we will increase our resident enrollment by 175 FTE um compared to our you know 2324 enrollment Target and then as the president mentioned and back in July we actually got a last minute uh letter from the Chancellor's office saying that because we did so well in 2324 uh SDSU actually exceeded our enrollment Target uh for Resident enrollment by 7 57 FTE so the systems that since we did so well now they want to up our Target by 757 on top of the 1,75 and also indicated that if we don't meet that new goal um we it might impact our enrollment funding in 25 26 that they might reduce our base funding further uh as the president mentioned we got the letter so late in July um we it's already too late for enrollment surfaces to admit you know a lot more students uh not to mention that we have already assigned all the housing bets to students that who were on the weight list they were not required to stay with us but uh we have we thought we have space and we allocated those out so really the only the the one way to meet that Target is to increase the unit load uh as the president mentioned so rather than having student taking less than 15 units uh that's you know one ftes per semester we want to make sure that we get closer to the you know full load in order to make our FTS Target next please so again a very high level overview of the 2425 SDSU budget we actually have um received new base revenue or on goinging revenue from you know general fund increase you know the 5% compact the 6% tuition increase that the board approved uh almost a year ago also additional State funding and re uh tuition Revenue fund from the 1,75 FTS resident enrollment um and also uh we plan to grow non-resident by 330 FTE so there's new revenue from these sources that add up to $32 million uh base money however uh the new base expenditures actually exceeded the new Revenue so the new base expenditure is 46 million um and that um come from the 5% compensation increase that's $25 million uh all the mandatory cost increase about $12 million including a health insurance uh in and and then regular insurance and like um and L utility cost that adds up to about $12 million and also you know with higher enrollment growth we have to fund instructional costs to teach additional ftes and also we have some other non-discretionary commitments as the president mentioned like you know uh Cal napra and the um Ken report for the tit2 9 UM operations so with that uh uh we actually have a b deficit in 2425 we if we compare 32 million new Revenue minus 46 million new expenditures so we actually have a 14 million based deficit now this um 14 million based deficit will be partially offset by a planned 10 million reduction across all divisions uh in 2425 and the remaining 4 million will be covered uh by one time money in 2425 while we de veling longer term Solutions um that will roll up be rolled out in um 25 26 and maybe the years Beyond um and why do we pick $10 million of Base reduction in 2425 that actually you know very um that number is actually very close to if we look at all divisions uh each division uh typically has what we call vacancy savings right we as people retire or they leave the univers univ um we don't fill those position you know it takes some time to fill them so on average we seeing 3 to 5% salary benefit in a vacancy savings and that is very close to $10 million so we said well that's a easy number to achieve and as as I mentioned earlier you know uh we have been thinking that our base budget reduction for this current year 2425 and then maybe next year the year after is about $20 million so uh we have a plan to cut 10 million this current year and then five more um each in the following two years now that's before the governor's you know final state budget um uh announcing that there may be 8% base cut to CSU in 2526 so now that 20 million base reduction will be a bigger number probably another 10 million more that we are working on you know how to address that uh both shortterm and long-term basis next please um Also let's look at one-time funding what do we have um so we actually have 27 million carry forward onetime money uh held centrally because we know that 2425 is a tough year uh we have 32 million new onetime money that's that's our practice on our campus that we put almost one3 actually more like 30% of our non-resident tuition Revenue we don't put it in base we use those dollars as one time to fund things that are maybe pilot or truly one time in nature um and then we have several things in red meaning they expenditure so we um need to cover the 4 million base deficit we looked at earlier so we'll use onetime money to cover that we also have 41 million of onetime expenditure pictures that are considered non-discretionary like uh for example um to fund um uh startup packages and some other defer maintenance you know a long list of things um that not that consider actually non- discretionary that we must do and then plus our share of the $5 million that's our share of the 75 million one time um general fund cut announced by the governor in his June budget so our one time once you take all the new money carry forward minus the new expenditures that leav us about 9 million left um and that $9 million will be set aside to cover 2526 anticipated deficits um next please also another um piece of information the in now July Board of trustee meeting uh actually the system um CFO Steve rer presented to the board uh what he his estimate you know uh potentially that could be A1 billion deficit for the CSU what he did was he actually took the 8% um budget C plus things that he believed the system may need to fund um uh fully and then if we do all of that will be a billion dollar deficit for the CSU so with that I mean um of course the system will continue to ocate with the state to show you know them the needs that CSU has uh in 2526 and try to uh avoid having having the 8% cut but meanwhile we also have some one-time funding you know held centrally like what we just saw you know in a previous slide but also by division so we are working with each division and basically say if try not to spend a one-time funding if we can avoid that and try to save it for to address uh issues that we may have in 25 26 next please have a little less than five minutes left and we would okay sure yeah I'm almost done but I wanted to say you know it sound like you know um it's a very challenging budget time for us which is true however CS SDSU we're in a much better position than most of our campuses in uh SSU um I'm sure some of you have heard about you know Northern California our sister campuses really have enrollment issues for example son Sonoma State they actually the enrollment is about 40% below their target uh San Francisco State East Bay you know some these campuses really are having envirment Challen challenges we actually don't uh I'm sure you've all heard that you know we have close to 120,000 applications for this 424 uh we have a strong brand we have a lot of demand for enrollment so that's something that's very positive for us we also have you know reserves as I mentioned onetime money that held by centrally and also by the division that will give us a bit longer Runway to come to address the uh budget challenges um and we have always been very conser conservative in our planning and that has you know prevented us from over extending ourselves in the past and we also have very Diversified revenue streams um so that you know we are not relying on the state budget as much as before you know the state funding is only in the 20 plus perc of our total you know budget um however having said that the campus still need to continue to work hard to balance our budget and um try to balance it with our growing expenses with limited resources next please do want to um emphasize that you know the campus will continue to invest in high priority programs uh programs that are strategic and critical we'll continue to invest in them so we will do more in certain area with more resources however that means that we also have areas that we have have less uh resources uh programs that are have lower priority maybe they're not essential we need to do less with less because we cannot continue to do more with less right so some ideas some example of you know um how do we uh delay some of the spending maybe um we can slow down on maybe delay some of the vacancy filling um and uh reduce some of the pack allocation we will continue to work with the campuses to look at also program efficiency and make adjustments accordingly so that concludes my uh presentation okay thank you everyone we have maybe a minute or two for questions are there any if so please raise your hand uh Senator paping you recognize yes I like these um Central budget discussions and presentations but then we never seem to get a feel for what this ends up meaning at the division level the college level and the department level will the Senate see some of these details moving forward um if it's something of interest I'm sure we can invite you know for example you know divisional resource manager they can you know go into more details on how does it what does it mean when it comes to the division level thank you thank you Senator p if you have specifics get them to Senate officers and we will follow up Senator sh recognize thank you um I think I would also like to see um you know in this discussion when we are doing uh less with less how um the administration is going to do less with less as well perhaps you know so it's not just us faculty not just us students but how is the administration handling this how many um how how many fewer APS you might want to hire for example and so on and so for so you know so i' I'd like to see some numbers and some some efforts on that level as well as we are talking about all these budget issues thank you yeah just wanted to let you know actually we're doing lesson less across the board it's not we're just not leaning on one particular group or the other you know we are having a lot of these conversations already um among the leadership team as well yeah thank you and our last question is uh Senator Carter Curtis thank you chair Brother Bird um and thank you um Dr Wong I um also wanted to find out um you mentioned something about FTE and um you talked about unit increases per student so going up to 15 as a minimum um I'm in the advising world and so I just kind of want to find out how I know that it's it's not um one of the questions or concerns I have is that whether or not that's in line with our advising model of keeping our students at the core because I don't believe that every student especially as they get into their upper division work can handle 15 units because of the you know they may be non-traditional students who are working or taking care of families and so I just kind of wanted to get a little more on that and how you're navigating that flow too yeah that that's a very good point um I don't know if proos is here but I we recognize you know um this is a goal but we also recognize not all students are in the positions to take a bigger load right than what they're taking you know some do have works and or other obligations but there are probably also students that can take more so I think you know we will need advisors to work with us to help you know work with those students that who have ability to take you know a closer to full Lo and it also help them to graduate you know on time right if you need to graduate in four years um you know closer to the fullo will help you get there um so um I don't know if as proos is here that want to help address that or next for his report so we'll have all right good but we'll ask him to address it then thanks thank you thank you VP Nickerson and also AVP little uh we will now transition over to interim Provost Tom for his report thank you um I have uh I have three quick topics so I'll go through some of the slides uh quickly and just mention some highlights first let me um let me talk about enrollment and um this is uh okay can you resize okay great so this is the first year um enroll and we are sitting about the same as two years ago uh 6553 this is as of uh uh this morning and this is the first year enroll and the next slide is uh showing transfer again um we're close to do we're somewhere between uh last year and two years ago and we've been trying to make sure that for those colleges that can handle uh we've been uh providing uh more students with those colleges that are kind of maxed out we are trying to not overload them too much so based on individual colleges how how flexible and what kind of capacity they have so as you can see uh it's not as high as last year next [Music] slide um so new graduate students are similar um last year there was a big drop because of my SDSU issues partly because of my SDSU issues um and we we have recovered from that um this year uh because we have to um as some of you may remember remember it was uh quite late and we couldn't uh we couldn't admit process uh uh graduate applications as well because of my scsu hiccups okay next slide so Imperial Valley is uh doing well um it's uh growing because they have new degrees now uh nursing being one of them and as uh as some of you may know that we hire a few tenure tribe professors for environmental health and and so we'll be creating new degree programs and also with the governor's uh $80 million uh lithium Valley building we will be uh we will have for the first time Wet Labs Science teaching labs in the valley so we will we our nursing majors and all the other science major will have their own old science uh science labs next slide so our retention rates are doing well both for transfers and first year students um and we want to keep them keep them up and and this is uh this is very important uh as the president mentioned earlier the the uh um the pressure we have to have uh more more and more fds and our budget our budget is really funded by FTE right not the not the head count so so so we really need to um have all the units available for all the students who want to take the units right the average is 15.6 is the target for uh for loow division and freshman level and for transfers the target is 13.6 units some students want to take more some don't not as many but uh but that's the average uh we have next slide um so as of this morning we are we are above uh the target of 3% 3.4% now remember uh that our original Target was uh 3% all right and uh and then the Chancellor's office added another 2% uh Late Late July and so now we have to we have to shoot for a higher Target um so that we we don't get any kind of cuts that they're threatening for 24 20 25 26 so so we will have to work um hard to get these numbers up um especially spring semester uh we don't have a lot of flexibility right and not as much as four semesters so so we'll we'll work on that I I want to thank all the chairs and directors and faculty who are willing to create more classes more class sessions those who can who had the capacity to do it um thank you for doing that next slide so that's the enrollment update and I want to give uh a quick update on 10e track searches okay so uh in spite of all the budget challenges we have um I've been putting um genor track lines as high priority uh because we uh we really need to have those lines up uh and try to save money elsewhere and and get us as many tenure TR lines as possible so this year we managed to get 51 lines okay all all the 51 searches are now approved and um um and and all the searches are in in progress um including one uh additional clinical scholar line uh because that particular College prefers to to to hire as a clinical scholar so that those are all all in progress my third topic is uh do you want me to pause no or continue please continue because we want to get to the space Miss okay so that that's the third topic uh I have the team uh from uh Vice Pro Lord and Eric Eric Hensen and also maybe margar maybe not I'm not sure and and those those three are here to present the next few slides thank you robost and thank you to the Senate we'll um begin with our go slide deck thank you so we're um coming here with you to share um some preliminary recommendations um related to the allocation of space so that we can work to advance um the SDSU Mission work towards the academic master plan and support the campus's larger strategic plan um through our allocation of um space in alignment with CSU policies space is not designated to any one individual but rather to campuses and to divisions and so that's a broad um systemwide uh space policy and this is then how do we make um use of that and our recommendations to move that forward next slide please so today there is more in this slide deck than we'll go over in the short period of time but wanted to make sure that we had enough information um for other um for the for your review and so we'll share a little bit about the project timeline the charge in our current level of recommendations slide so this is a timeline a project that began in May of 2021 um with the space and Facilities advisory committee that was charged with developing a process um to develop a campus wide SP policy for Space Management and um there was a consultant who um's group came in and asked um the conducted um Benchmark and analyses and met with a number of listening sessions um with faculty staff and students across s campus there was a survey that was done um and then the space facilities and advisory committee met with this group to review findings and recommendations once that was done in April of 2024 the interim Space Management um committee was created to work towards a set of Space Management recommendations that would be unique to this campus to the Council of Vice Presidents thanks and um the partial kind of charge of the esac group was to work with that consultant and look at um an audit of a current space developing some policies procedures and structures begin to think about how we could best use the space renov spaces needed um make sure that we're allocating space and planning for future allocation needs from there there was the interum space um management committee that was developed to um that was charged to look create some principles and policies for Space Management how do we prioritize our space needs on campus what procedures are space are available for managing space requests how do we come up with a transparent Financial structure and reporting of space and then to begin to create membership for a larger committee and develop a communication plan one of the things that's important to think about in this charge is that it's campus wide space so also thinking about our space really for research our um space as relates to our auxiliaries and so a holistic approach as opposed to one that was just division specific so that we can then recognize that we need more space in a particular area as the campus needs change or if there's a particular research project or a particular Student Success initiative that we would like to think about space being borrowed from another area in which it was previously conceived next slide please so the purpose of this group was to ensure effective and efficient use of space resources um how do we integrate into institutional planning efforts how do we allow for data informed decision making within a transparent and visible structure identify and manage space types utilizations where do we have surpluses where do we have deficits um we know that we continue to um have a need for more space and that how do we make sure that we're using the space we have at the highest and best use how do we proactively plan for future um capital investment as well as divestment of um an acquisition is possible and an understanding of the total cost of supporting and developing space and with this I'm going to turn it over to ABP Hansen who I believe is on call hi there all um so one of the things as we outlined uh is that we wanted to make sure that we had principles that we could agree upon so so those were basically these five the first was Authority that all space is University space um the second was uh a process for allocating space we wanted to be consistent data informed fiscally responsible and transparent third uh the prioritization of that space um we wanted to make sure that we are always supporting University strategic priorities in terms of decision rights um we wanted to make decisions at at the lowest possible level but ultimately reserve the the rights for decisions with the president and delegated to the provos and vice president from BFA for final decisions if needed and then from an assessment standpoint we want to have an an annual assessment of assignments reviewed annually working with a various colleges and divisions so that we know where folks are next slide please we also wanted to um identify uh at least the top five priorities um in terms of how space was going to be allocated or managed the first was for emergencies so this is really those unforeseen items that may happen and need immediate prioritization so sometimes these are related to flooding power outages um things of that nature that really are unexpected the second is temporary use and we call this swing space essentially this is maintained to accommodate short-term temporary use um for things like emergencies but also tend an improvements if someone's having space um renovated or what have you um and other unexpected needs um we have new opportunities occasionally um for temporary use that that uh come up the third priority is reassigned uh occupants so units or individuals impacted um by having to move out of their existing space due to um decisions or reasons beyond their control um sometimes there is a uh a need for a new space um due to buildings uh new buildings being constructed and so forth um and so being able to reassign those folks to new locations the fourth priority was new needs um so this is commun new needs that were not otherwise um had space assignments for them in previously and then the fifth priority is the changing of existing needs so this is to accommodate growth changes or consolidation of space um so when we're looking at various limited resources or limited space availability we would go through this um rubric uh of sorts to to identify those priorities the other things that we wanted to do is also have what we called criteria or considerations um to to be part of that um milli of decisions so the first was the space allocations must remain consistent with space intended and permitted use so we um unfortunately have converted some classrooms into labs and Labs into classrooms we really want to mitigate that as much as we possibly can academic activities classrooms the resource space have priority over administrative activities or offices um space assignments that save money enhanced revenues or encouraged inter disciplinary collaboration will be given priority um requests for additional space that include returning existing Square footage for uh footage to the university space will be given higher priority than those who do not so if there's consolidation or what have you um that'll always be consider a higher priority when possible program programmatically similar or supporting units should be located near each other um and then space allocations that satisfy those long-term plans take precedent over more temporary accommodations um and then the space requests requiring unplanned unfunded major uh construction will have the lowest priority um in the spaces that do not next slide please and in that space prioritization um kind of no space is created equal um so the first area that we always want to give the highest priority to is the instructional space uh then the the research scholarship in uh uh um creative activities um next is the co-curricular and community space and then and last is the office um administrative space so um again want to have highest highest level for this instructural space making sure that we're utilizing the SCU policy file guidelines for use in that utilization rate um high impact R rcca rsca um areas for the second area critical health and wellness spaces for the curricular and Co community space and then offices the principal would be one private office per faculty or staff member and we know that there are exceptions and those would be considered um proposed uh governance structure is um an important piece of this is that we want space decisions to be made at the local level and so there would be College space and divisional um space committees that would make decisions within the um space allocations that they have and then a Space Management committee the coordinating group that we meets weekly to look at any of those kind of emergency needs or temporary swing space and needs um that are on a more temporary basis with non voting support provided by a number of our colleagues across um campus so relating from planning and design and facilities and uh Research Foundation and it environmental health and safety then the Space Management committee which will be meeting weekly and then eventually the Space Management executive committee which includes um the provos and um vice president miss wers and the president so again the governance structure responsibilities is that we do want um space decisions to be made at a local level in which those campuses those divisions and smaller units would create their own internal procedures for the evaluation of space requests um and develop metrics to determine the utilization and prioritization of their own internal space needs recognizing that research needs or um space needs for the scholarship activi is going to look different at different levels and move on to the next slide um and this is what brings us to how we want to get this information shared with um each other so we shared in the spring of 2024 the to the Council of Vice Presidents um to the space facilities and advisory committee um in summer of 24 and targeted groups beginning now which would include divisional leadership the academic Affairs um Team chairs and directors to the Senate ex to the larger Senate here to Enrollment Services in the University Research council with the goal of going through a version of this slide deck we'll open it questions I think to any part of the provos report so we have a couple minutes for questions are there any yes CH you recogn thank you so much um I have two questions for um in room provos Tong related to faculty hiring the first question is you mentioned that there were 51 new lines allowed for this new this year and I'm curious to hear how many separations we've had and what the total net gain in faculty lines will be for this year and the second question related is given our huge enrollment how um will hiring be prioritized for contingent faculty whether that's hiring uh additional contingent faculty or um expanding their contracts giving them more classes that sort of thing yeah so so the first question um we this year especially the budget is really tough right i' I've I've listened to other provos uh across in the system and they can they have barely have any any new searches going on and uh so we definitely are relying on some separation and this year we don't have as many because for a good number of good reason one of them could be people want to wait wait it out uh but uh we uh we definitely do not have as many separation this year and we we don't have as many lines as we were hoping for but uh 51 is uh not uh you know not bad all the Deans uh as you probably remember uh the tpmp committee members are invited to to participate in our academic Affairs Retreat back in April right we we rank all these lines and uh and most colleges uh their high priority lines were approved and rank really high so so we're we're uh I think um okay in that respect uh we I wish we have more lines obviously um we we want uh we want some certain colleges are really maxing out for example uh for example business right follow the College of Business they are they they enrollment in GRE is the the the most uh compared to uh some of the other colleges so we we have to look at a lot of different things uh FTE as being one of them not the only thing but uh one of the one of the parameters right so so we we we look at it and as far as um as far as uh you know tenure and density and lectures and we uh we will we we talk about this briefly at the chairs and director's Retreat that the president mentioned earlier uh back in August and um we prepared some slight decks and that would take some time so we would love to talk about that at the next apmp or tpmp meeting and then we'll go over them in more detail yeah thank you last question Senator show me you recognize yeah just a quick question it seems to me that enrollment is a major uh driving force for us because we want to meet the enrollment targets and so on and so forth so my question is related to those classes that might not enroll uh maybe uh according to expectation but there are still crucial for the University to be a university so how are we going to manage that like I'm thinking of you know let's say language classes so how are we managing those um discrepancies is between highly enrolled classes versus classes that are less enrolled but crucial to be called the university I'm just wondering whether there's GNA be some idea about that thank you uh yeah absolutely um you know I I believe SDSU is a comprehensive University uh you know we we definitely want to keep it that way and uh where we're we're not using f fdes as the only parameter uh otherwise a lot of programs would have been cut already right so we have not and we we I don't I don't have any plans to do that uh but but uh the other the the low comforable degree programs uh that we we discussed last year uh that we submitted to the Board of Trustees uh we still have to deal with that uh because they they want to see uh how we're dealing with the action plans we propose right a lot of them are very good so I'm hoping that I'm hoping that we can be successful and for most of those programs and they are happy about it and and I I really appreciate all the folks who who work hard on that and they actually come up with some some reasonable program so so we we're hopeful okay so there's one final question umor know two questions okay sorry about that there actually two questions we'll go with um I hopefully it's quick I just I've seen this budget presentation the enroll presentation several times and I think some some of it's finally sinking in so because we got this other request this summer to raise it even higher after we had already accepted our class after we were already in the middle of orientation but we really supposed to hit 105% now is that what I heard you say and we're at 103.5 so we got another 1.5% year okay I get it the original Target was uh 1,75 FTE right so we that was that represented about almost 3% and then they added another 757 at the last minute that represents about 2% so we we had to shoot for 5% January exactly okay thank you okay Senator shellberg did put his hand down bre here we go did it again can you hear me yes you can hear okay um thank you for that um presentation I was curious regarding enrollments and I I share this data with the vice provos a little bit ago but if we look at from Fall 20 to fall 23 I'm noticing substantial growth in one college in particular my colleagues and found College of Business so overall from 20 to 23 overall enrollment at the undergrad level increased by 6% uh but if you look at enrollment within the Fowler College of Business increased by 21% and so I'm interested how and and I know there have been emission um the worst kept secret SDSU is are these emission pods and so I'm just little concerned to see that sort of distribution among colleges over time particularly if we're going to see a greater increase and targeted um FTE expectations and I'm wondering what is the vision moving forward while there is always demand for uh business there's also demand in other areas I'm sure it's a very complex calcul for enrollment management um but I'm curious that's pretty Stark difference overall 6% increase but within the college a 21% increase um so really more of a question for the path forward anything else yes uh so yes there one one particular college has grown quite a bit but but we have also uh kind of flattened them out a little bit because they have reach capacity right so so we don't want to overwhelm them and so this year is not as high for them and there are other colleges uh who want they want more so we've been giving them more so so we want uh we want to we want to accommodate everybody uh who want more or less uh fewer fewer students and and of course uh in some areas we're limited by the the type of building or Labs we have right the wet labs and the so and those those are those uh we don't have enough of so so we can't uh we we're teaching 8 A.M to 800m already some of the science labs so so there are some limitations but then there are other uh areas where they want more students so we've been able to accommodate uh some of that if uh if ABP Stefan Heyman is here he can add some more um well un Stephan h yeah he's he's in and out yeah I'm here here uh just just really quickly to to respond to that if you actually look at the composition of our incoming students you'll actually see that we really started to flatten out uh the number of incoming students in Fowler um in fact this year actually we have one of our largest uh incoming classes in Cal that we've had in a very long time we have a much larger increase uh in College of Education uh for example now part of what is also driven uh the growth overall in Fowler over the last couple of years has also been internal transfers so that's one of those issues where the students were admitted into a different college and then want to migrating into Fowler so I think that's also something we have to take a look at in terms of just what are those patterns uh taking place why are they happening and what are some ways that we can make sure that students understand the value of all of our programs thank you everyone I'm not seeing any of their hands raised and we've got about about 8 minutes remaining in our meeting and a huge amount of work still before us um thank you all for your reports we really appreciate it