Academic Affairs

Accountability and Responsibility:
CSU System, Chancellor's Office, and Board of Trustees

The CSU system, through the Board of Trustees and the Chancellor's Office, should assume responsibility for the following performance areas:

  1. Advancing the mission of the CSU

    Performance Areas
    • Work effectively with Legislature, Governor's Office, Office of Legislative Analyst, and Department of Finance
    • Cooperate with other educational segments, the State Department of Education, CPEC, and WASC
    • Provide leadership in regional, state, and national education communities
    • Promote welfare of CSU through effective relations with all constituencies, including the media and business community
  1. Maintaining appropriate balance between system role and campus autonomy

    Performance Areas
    • Demonstrated respect and support for Cornerstones Principle 10, which declares that CSU campuses "shall have significant autonomy in developing their own missions, identities, and programs, with institutional flexibility in meeting clearly defined system goals"
    • Maintenance of an effective advisory structure and the processes that respect, preserve, and advance campus uniqueness and autonomy
    • Desired distribution of decision-making between the system and campuses
    • Stimulation of innovative and creative approaches to effective teaching and learning Coordination of system data reporting requirements Strengthening of processes of shared governance
    • Indicator: For the system, produce and deliver to the statewide Academic Senate and the Executive Council an annual report describing achievements on the system performance areas in this section.
  1. Communication and cooperation within the CSU

    Performance Areas
    • Strengthening of communication between system administration and faculty and their representative organizations
    • Strengthening communication between system administration and students and their representative organizations
    • Strengthening of communication between system administration and alumni/ae organizations

    • Indicator: For the system, demonstrated progress in implementation of the CSU communication plan.
  1. Negotiation and implementation of multi-year performance and budget compacts between the CSU and the state administration
  2. The first budget compact between CSU and UC and the State administration was in effect from 1994 to 1998 and ensured stable funding in return for meeting specified enrollment and productivity commitments. It is expected that agreement on Compact II will be reached within the next few months. The following performance areas are likely to be included in the new compact.

    Performance Areas

    • Funding commitments by State
      • Goals for annual increases in State General Fund and Capital Outlay
      • Funding for enrollment growth goals
      • Provision of competitive faculty salaries
      • Funding for such high priority needs as libraries, technology, deferred maintenance
      • Additional funding for new or expanded programs and initiatives
    • Performance commitments by CSU
      • Accommodation of all eligible undergraduate students who complete the admission process.
      • Effectiveness of CSU outreach activities to prepare K-12 students to enter CSU fully eligible without needing remedial education
      • Effectiveness of meeting demand for school teachers and improving the quality of teacher preparation
        • Enrollments
        • Credentials recommended, credential requirements met
        • Reforms implemented
        • Effectiveness of articulation and transfer processes to CSU

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