Implementation of Access to Excellence CSU Strategic Plan
Commitment 2: Plan for Faculty Turnover and Invest in
Faculty Excellence

AS-3054-12/FGA/FA (Rev)

ATTACHMENT TO AS-3054-12/FGA/FA (Rev)

RESOLVED: That the Academic Senate of the California State University (ASCSU) support the compensation policy approved by the Board of Trustees at its January 23-25, 2012 meeting with respect to faculty compensation; and be it further

RESOLVED: That the ASCSU urge the Board of Trustees to reaffirm its commitment to investing in faculty excellence in the CSU as set forth in past statements, most notably in the 2008 Access to Excellence strategic plan, and particularly to Commitment 2, “Plan for Faculty Turnover and Invest in Faculty Excellence,” which calls for development of “a comprehensive plan for reinvestment in the faculty to meet its goals of reducing compensation gaps…”; and be it further

RESOLVED: That, for this reason, the ASCSU commend the Board of Trustees for making compensation a priority in its proposed 2012-2013 support budget and urge the Board to:

  • Develop a comprehensive multi-year plan to raise faculty compensation packages to a level competitive with those on the national level;
  • Establish a timeline for carrying out the plan;
  • Annually report on progress in carrying out the plan;
  • Publish these reports by posting them on the Access to Excellence website;

; and be it further

RESOLVED: That this resolution be distributed to the CSU Board of Trustees, the President of the California Faculty Association, and campus senate chairs.

RATIONALE: As recognized in the current and previous strategic plans of the CSU, Access to Excellence and Cornerstones, the ability to recruit and retain both high-quality leadership and high-quality faculty is central to achieving and maintaining excellence in the CSU. The ASCSU has recognized the importance of this when it comes to presidential recruitment in Fall, 2011 (AS-3043-11/FGA [Rev] http://www.calstate.edu/acadsen/Records/Resolutions/2011-012/3043.shtml) and on numerous past occasions has emphasized its importance as it applies to faculty recruitment and retention, notably in resolution AS-2702-05/FA/FGA (http://www.calstate.edu/AcadSen/Records/Resolutions/2004-2005/2702.shtml), in its 2001 report, “The California State University at the Beginning of the 21st Century: Meeting the Needs of the People of California” (http://www.calstate.edu/AcadSen/Records/Reports/CSU_21stCentury.pdf), and in its 2005 statement “Faculty Compensation and the Challenge of Retaining Faculty of High Quality” (http://www.calstate.edu/AcadSen/Records/Reports/statement_on_faculty_salariesfinal.p
df
).

That this issue of recruiting faculty has become particularly acute, in part due to repeated cuts in state financial support for the CSU, has been highlighted the ASCSU’s recent report “CSU Faculty Profile: Proportion of Tenure-Track Faculty and Demographic Trends 2001-2009” and in the CSU Fullerton report titled, “The Transition to Campus for Newly Hired Faculty” that appeared in that campus’ Fall 2010 issue of the “Senate Forum”. In each case, the evidence has shown that the CSU has been unable to achieve, to recruit and retain the necessary faculty to meet its stated goals. The ability to offer adequate compensation packages that (1) are competitive with those offered on a national level and (2) reflect the higher cost of living in California is essential if the CSU is to attract and retain highly-qualified faculty. The importance of these issues has been emphasized repeatedly by the Board of Trustees, most notably in Cornerstones implementation plan (1998) and Access to Excellence strategic plan (2008). Their importance has also been recognized by the California Post-Secondary Education Commission.

In spite of their acknowledged importance, however, efforts to reach these goals have been unsuccessful to date. For example, in the summative evaluation of the prior strategic plan, Cornerstones, the following statement made this quite clear: "It must be admitted, however, that Principle 4a, with its intention to close the faculty salary gap, has not been achieved" (p. 28). In fall 2005, Chancellor Reed committed to making faculty compensation a priority and announced a five-year plan to raise faculty salaries, but this plan was never realized, in part due to the state’s deteriorating fiscal situation. The plan nonetheless provides a model for what needs to be done today if the CSU is committed to achieving its stated goals regarding faculty excellence. The Board of Trustees should make a similar commitment to bringing faculty compensation up to levels sufficiently competitive to allow the CSU to attract and retain the high-quality faculty needed to achieve the goals set forth in the Access to Excellence strategic plan.

Approved Unanimously – March 15-16, 2012



 
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