The Lumberjack



Students Serving The Cal Poly Humboldt Campus and Community Since 1929

Tag: budget

  • Cal Poly Humboldt faces possible $8 million budget deficit next school year

    By Griffin Mancuso

    Cal Poly Humboldt may be faced with an $8 million budget deficit in the 2024-2025 school year. 

    At an Associated Students meeting on Feb. 9, Provost Jenn Capps and University Budget Office Director Amber Blakeslee gave a presentation on the university’s estimated budget and how they plan to address it.

    Beyond Cal Poly Humboldt, the entire CSU system is faced with budget constraints. Each year, the state governor puts out a proposed budget for the CSU system. After months of discussion and advocacy, the governor publishes a revised budget in May, which is then finalized in June. Currently, the 2024-2025 proposed budget for California projects a $38 billion deficit. CSU campuses get most of their funds from the state budget and funds are distributed based on enrollment.

    However, the governor and the CSU system have an agreement where their portion of state funding will increase by 5% every year, provided that the campuses continue meeting their student success outcomes. Because of the current deficit California is facing, the planned $240 million base increase will be delayed by a year and paid back retroactively. There is a chance that funding won’t be available for the 2025-2026 school year, so the CSU system is trying to redivide its funding among over-enrolled and under-enrolled schools.

    “The system is sort of reshuffling, so for campuses that were under-enrolled, [that means] reducing the targets, which means reducing funding and shifting that to campuses that are above target,” Blakeslee said. “And so for our campus, we’re going to have our target reduced by 3% next year, which means 3% of the funding will pull back as well, so it’s about a $2 million impact to our campus that we need to navigate as part of budget planning.”

    While the university’s revenue is increasing, expenses are increasing at a faster rate. For the 2024-2025 school year, the university is expecting funding from the state, the 6% tuition increase, enrollment, and California Polytechnic funding, totaling at $170 million. The deficit from compensation and benefits, financial aid, and other costs are estimated to reach $178 million.

    Blakeslee described how budget planning for the campus looks at three different scenarios for enrollment, including a baseline scenario, the best case scenario, and worst case scenario. The baseline enrollment increase projected for next year is 2.6%.

    “As a campus, we’re actively working toward ambitious growth,” Blakeslee said. “From a budget standpoint, we are conservatively planning but watching closely because we want to make sure that we are proactively supporting and growing capacity where needed as we realize the growth, but we also don’t want to spend it before it happens.”

    Carla Ho’ā, the interim Chief Financial Officer and Vice President of Finance and Administration, emphasized the university’s priority being the student population and minimizing negative effects when making budget cuts.

    “Financial resiliency is another aspect of this,” Ho’ā said. “It can be tempting at times to make short-term decisions that have long-term, and sometimes negative, consequences. [We’re] really needing to be thoughtful and looking out into the future and about the financial resiliency of the university for the long-term, like having sustainable decisions built into the process.”

    When deciding where to allocate funds for Academic Affairs, Capps collaborates with the department heads of the colleges, the library dean, and other areas to share strategies and distribute funding. She said that the university hopes to provide more opportunities for student collaboration in the future.

    “What has been asked in a lot of different spaces is, ‘Hey folks, could you share with the campus community what ideas you generate, what potential opportunities you might be going after, before you actually do it?’” Capps said. “So that you all know what we’re considering, what we’re thinking about, and potentially have a shot to weigh in.”

    Capps also said that the University Resources and Planning Committee – a part of the University Senate with representatives from faculty, staff administration and students – is hoping to hold a public forum at least once a semester. The URPC has two seats reserved for student representation and is responsible for drafting a budget proposal for the university president.

    The URPC budget recommendation will be finalized next April. The presentation encouraged students to provide input and engage with AS, administration, and other representative student communities. Several positions in AS are currently open, such as Environmental Sustainability Officer, Public Relations Officer, and college representatives. Elections for AS will be made public on March 6. For more information on the university budget and upcoming elections, you can visit the URPC and AS websites.

    https://associatedstudents.humboldt.edu/
    https://budget.humboldt.edu/urpc
  • CFA and Teamsters commit to joint strike second week of classes

    CFA and Teamsters commit to joint strike second week of classes

    by Andres Felix Romero

    Originally printed 1/17/24

    After over a year of negotiations with the California State University (CSU) Chancellor’s Office, the California Faculty Association (CFA), which represents lecturers, professors, counselors, coaches and librarians, and Teamsters Local 2010, which represents skilled laborers such as locksmiths, plumbers, painters, etc., have decided to strike during the second week of classes Jan. 22-26.

    This will be the second strike for the Teamsters following their day-long strike across the CSU system on November 14, 2023. As for the CFA, this is their second strike as well, following their series of strikes across select CSU campuses in December 2023. 

    Goals for Strike

    Teamsters such as Housing Locksmith Phillip Bradley and the CFA hope that the combined strike will bring the CSU back to the bargaining table.

    “If you don’t have classes, you’re not going to have students-and if you don’t have students, you don’t have much of a university,” Bradley said. “So honestly, we’re hoping that the threat of [a week without classes] will get us back to the negotiating table, but the ultimate goal of this is to get some fair labor contracts.”

    The CFA in particular is fighting for better aspects in their contracts, such as paid leave for parents, lactation rooms, safer bathroom options and as CFA President Marisol Ruiz highlights as the most important, a wage increase that can compete with the recent 8% increase in inflation.

    “The end goal for us is to get our 12% [wage increase] that we deserve,” Ruiz said. “[The 5% wage increase that the Chancellor’s office is offering] is behind inflation and would mean that we’re getting a pay cut. Are you seeing the gas prices? Have you seen the PG&E bill? Have you seen the food prices? [The Chancellor’s Office] is cutting our salary because it doesn’t keep up with inflation, so we’re doing the same work for less pay.”

    The CSU has previously stated that they lack the funds to accommodate the 12% pay increase. However, Ruiz questions that the CSU lacks the funds, as evidenced by the salaries of the CSU presidents and chancellors, as well as pay increases they receive.

     “If [the CSU system] didn’t have the money, why did the Board of Trustees allow [new CSU Chancellor] Mildred Garcia to [receive] almost a million dollars for her salary?” Ruiz said. “For me, [the Board of Trustees are] not making good decisions. They’re using our taxpayer dollars, our student’s money, to give the rich more, and it’s not trickling down to us, the workers – the ones on the front lines with the students.”

    Potential Impact of the CFA-Teamster Strike on Campus

    Besides classes being canceled, there are more potential and expected impacts on the campus community at large. CFA Faculty Rights Chair and member of the state-wide bargaining team for the CFA, Loren Cannon, explains the extent of the strike for faculty besides lecturers temporarily trading their markers for picket signs.

    “We cannot do any other work,” Cannon said. “There’s no halfway to strike. If somebody said, ‘Hey, I’m not going to teach my classes, but I’m going to answer my students’ emails,’ – we can’t do that. We can be reprimanded. We can be disciplined. We can lose our jobs. So, the laws about striking, it’s gotta be an all-or-nothing.”

    During the week of the strike, the Teamsters and the CFA will be picketing across campus, notably on LK Wood and 14th Street. Ruiz encourages students to support by joining the line throughout the week and hopes that the actions can be a teaching moment. 

    “[The CFA and Teamsters are] modeling,” Ruiz said. “We don’t know what industry [the students are] going to be in, but in any industry, they’re going to have to join a union to protect their wages.”

    Bradley wants to make it clear that the Teamsters’ strike isn’t to attack Humboldt but to send a message to the CSU at large.

    “This strike is not about protesting Humboldt,” Bradley said. “All this is about our collective bargaining with the Chancellor’s Office and the CSU system as a whole. We’ve got good managers and supervisors at Humboldt who have been very respectful and very supportive, and have been going above and beyond.”

    With the Teamsters on strike, there will likely be much deeper impacts on the campus. Bradley explains that the university will likely need to hire outside contractors to keep the basic functions of the campus moving.

    “We have to assume [the university is] arranging to bring in contractors or [other skilled laborers] that cover for leaks or [other repairs],” Bradley said. “But, we all have to go through extensive background checks before we’re hired because, you know, we work around students. And contractors cost more, outsourcing rarely results in long-term savings.”

    On top of the CSU Teamsters being on strike, other Teamsters belonging to other companies and groups will not be crossing the picket line out of solidarity. 

    “It’s a good strike because it’s a [Teamster] sanctioned strike,” Bradley said. “That means all of the other Teamsters won’t cross that line. Food deliveries won’t happen [such as Sysco Foods, which delivers much of the campus dining food]. UPS also won’t deliver. Any other Teamster-related service won’t cross that line. It will probably halt or delay construction on the new buildings [as those Teamsters are also affiliated with those projects.]”

    Despite Sysco Foods not delivering for the campus next week, Assistant Retail Director Carlos Castillo assures that Dining services has prepared for the strike and there will be no expected food shortages.

    “All units are ordering heavy this week in order to get through all of next week,” Castillo said. “So that way, there are no food shortages for the week.”
    What About Those That Can’t Afford to Strike?

    As much as some faculty members would like to strike alongside their colleagues, some simply aren’t able to, as the financial hit of losing pay while on strike would be too much for them. Child Development Professor Larisa Callaway-Cole is trying to find a balance between supporting the action and meeting the needs of her family.

    “I have spent significant time thinking about my position with the strike and have come to the following decision for myself,” Callaway-Cole wrote in an email to her students. “I cannot afford to strike. I am a new single mom, which has come with a significant increase in costs that I am learning to balance. If I were to strike for a whole week, I would not be able to pay all of my bills. That being said, I would like to show solidarity with my union, and will be striking on Friday, January 26.” 

    Why Strike Now?

    Cannon clarifies that he feels the strike could have been avoided if the Chancellor’s Office were negotiating fairly.

    “We weren’t getting anywhere at the negotiation table,” Cannon said. “From my perspective, it just seemed like they weren’t ready to negotiate with us at all. The strike could have been called off if they had brought us something that made sense that we could work with, but I think they just want to act like there’s no union here at all. We said, ‘All right, then the strike is going on.’ This may be the largest strike in the history of higher education.”

    Cannon highlights the importance of the unions standing in solidarity together and taking action towards the CSU system.

    “The CSU does not work without faculty. The CSU does not work without the Teamsters,” Cannon said. “If we don’t make a stand, it’s just going to get worse. It’s going to get worse for faculty members, and it’s going to get worse for students.”

  • Associated Students cuts $500,000 out of student programs

    Associated Students cuts $500,000 out of student programs

    by Angel Barker

    Faced with a deficit of more than $500,000, the Associated Students (A.S.) met Friday to make huge cuts to student programs. The Womxn’s Resource Center saw a large cut of $25,850, Diverse Male Scholar Initiative was reduced by $29,340 and Recreational Sports Clubs were cut by 50%, now left with $15,000. Those were three of the over 20 funded program cuts that were approved.

    It was a misty Friday morning in Arcata, specifically in Gist Hall room 218, where fewer than 20 people met in person to discuss the budget reform for funded student groups on campus. The meeting was called to session at 10:03am. Tensions were high and budget cuts were higher.

    A $500,000 deficit heightened the tensions between A.S. and core funded student groups on campus. With thousands lower in enrollment numbers than originally projected by the university, it has left a sour taste in the mouths of everyone whose budget was about to be cut by thousands of dollars.

    Associated Students Administrative Vice President (AVP) Andres Olmos facilitated the discussion for the necessary cuts of the budget. He stated that because of lack of funds, they are essentially starting from the ground up with the bare minimum of only wages for student workers, which would still leave them over budget. The revenue is much less than predicted in the spring due to the high enrollment projections made by the university.

    Olmos acknowledged that it was important to A.S. that student workers were able to keep their jobs, and that the main priority was keeping each budget at least at their current wages only so students could continue to survive.

    The approved 2023-2024 funded student programs budget sat at $1,278,717, and because of the lack of funding they needed to get to $750,000. Over 20 student groups like cultural centers, service organizations, and more, saw cuts that ranged anywhere from $2,500 to $186,498. Some individual budgets were getting cut entirely because they have trust funds that they can survive on for the year; others were biting their nails to try and get more than just enough to pay student workers.

    The original revenue number was $786,000. Using A.S. reserve funds the number would have been $865,000. The financial office told A.S. to get to $750,000, meaning the total number of funds cut were $528,717.

    The Eric Rofes Queer Multicultural Resource Center (ERC) approved budget for the 2023-2024 school year was $42,500 and was reduced today to $30,000 after exchanges between Ascher Marks, the fiscal director for the ERC and AVP Olmos.

    “We still need to work over the winter and spring break,” Marks said over Zoom.

    “Like I have stated to other organizations,” Olmos said, “you guys might have to reconsider working through winter break and summer break, so I apologize for that.” 

    “We cannot really consider that because our bills don’t stop during winter and summer break,” Marks responded. “We need to be working over the breaks because this is our job and how we make money.” In the end, the ERC’s budget was reduced by $12,500.

    Some organizations still have enough to sustain for the year, like the Waste Reduction Resource Awareness Program (WRAPP). The Program was cut by $9,200 leaving them below the A.S. recommendation of only wages, yet they remain optimistic.

    “We are so excited to have $44,000,” Ella Moore, Rose Co-Director said. “It means we are going to be able to pay our employees and [have] a little wiggle room for basic operations.”

    A more in depth story will be printed this week on Wednesday, October 4.

  • HSU community petitions to Push Pause on projected cuts

    HSU community petitions to Push Pause on projected cuts

    The California Faculty Association has received more than 3,000 signatures pushing for Humboldt State to hold off on making budget cuts during the current pandemic. The petition has grabbed the attention of many among the greater HSU community. On Feb 18, a meeting organized by the HSU chapter of the CFA was held over Zoom to discuss the ramifications of the class and faculty job cuts including the impacts that they would have on both students and faculty.

    Nicola Walters, a lecturer in the politics department and the organizing chair of the Humboldt CFA, spoke on her experiences over the years as both a student and now a faculty member at HSU. Frightened by what she is witnessing all around her, she wants to fight for what is right.

    “I’ve also sat in countless department meetings and watched the people who taught me, who I look up to, who make this university a place worth attending left bewildered and broken by administrative agendas that herald shared governance, but instead demand cuts to programs, classes, and jobs,” Walters said. “I’ve listened to my colleagues describe feeling disposable, exhausted, terrified, and traumatized while we grapple with overhauls to our campus.”

    Walters remarked on the contrast of HSU receiving lots of federal funding as of late against HSU slashing jobs and classes.

    “Putting profit over people’s jobs doesn’t fit with our university or our community,” Walters said. “Our campus isn’t adverse to change, it’s adverse to practices that violate trust and perpetuate cuts against our campus community. Implementing changes while faculty are unable to protect their interests is an administrative strategy and is not the way forward.

    Another key speaker was Dr. Cutcha Risling Brady, an associate professor and department chair in the Native American Studies department. Brady talked about the impact that any additional cuts would have on students. More specifically, she introduced the idea that students are feeling out of control because they are already dealing with family deaths and other hardships during the pandemic but to see faculty and staff that they rely on for support is next level unacceptable.

    One of these students, senior communication major Anastasia Tejada, is concerned that one of the closest allies in her department, lecturer Leslie Rossman, could very well have her position cut in due time. Rossman helped Tejada get into a graduate school at the University of Nevada, Reno, and secure funding for it.

    “That would not have happened without her support and guidance,” Tejada said. “I would not know where to start and in all honesty, I probably wouldn’t be headed into higher education if it was not for her.”

    Tejada was not surprised that HSU president Tom Jackson was not in attendance for the Push Pause meeting and thinks it is reflective of his entourage as a collective.

    “He has been very silent this entire time he has been missing,” Tejada said. “From almost every important conversation, the fact that he couldn’t even show up to listen just proves the point that the administration does not care about its lectures or faculty.”

  • Film Department loses budget and resources

    Film Department loses budget and resources

    Annual Humboldt International Film Festival proceeds without a budget

    Ann Alter is chair of the film program at Humboldt State University. She and other film professors significantly adjusted their instruction to the new format of virtual learning. The department typically relies on in-class teaching, specifically, access to a film set.

    “Everything is modified,” Alter said. “The scope of classes, student activities, interactions between students and faculty, teaching, assignments, grading, equipment and facilities access and even the films we are able to show in our film studies classes.”

    Professor David Scheerer is also frustrated with the uncertainty of online teaching and how its affecting students’ education.

    “Teaching the incredibly complex and aesthetically challenging on-set techniques of the filmmaking process is virtually impossible,” Scheerer said. “There is no other way but hands-on instruction to teach students the actual professional practices in order to prepare them for post-graduation reality.”

    Teachers are still requiring students to work with a partner to complete assignments, expecting them to follow safety precautions.

    Bodhi Kim-Foulk, a senior film student, transferred to HSU in the fall of 2019. He believes working with another student will help him in the long run.

    “It’s probably for the best that we still have to find a way to work with others, because the pandemic is ultimately going to end at some point and overcoming obstacles in production is what filmmaking is all about,” Kim-Foulk said. “Learning to confront these challenges can only make us more resilient as artists.”

    Despite frustrations, Scheerer does what he can to look positively on the situation.

    “I have turned a lemon into lemonade by making this an excellent exercise in solving an entirely new series of practical production problems, while students must also solve the ‘usual’ creative problems to tell their story,” Scheerer said.

    Kylie Holub is a transfer student film major. With less time spent on socializing, Holub has had the opportunity to focus more on screenwriting.

    “It’s all about finding the silver lining in what we have to work with,” Holub said. “This is a crazy time to be alive and a crazy semester we are experiencing right now. But, filmmaking and writing films, I can say, have been a major component for keeping my spirits up.”

    The film program has also experienced a lack of mentoring opportunities this semester for beginning students. Not having access to work on a film set has been detrimental. According to Alter, this historically been a key strength of the film program. Additionally, the department’s annual Humboldt International Film Festival, a tradition dating back 53 years at HSU, was given no budget this year because of the pandemic.

    Michelle Cartier is a lecturer and first year coordinator of the festival. The budget issue has forced Cartier and their team to improvise a creative strategy to keep the event going. As of now, the festival is planned for April 22-25, 2021.

    The student run event includes four different categories of films: Experimental and Animation, Narrative, Documentary and Best of the Fest. For 2021, they’ve added new categories including COVID-19, Black Lives Matter and LGBTQ+.

    While the event has been held at the Minor Theater for several years, access to the Minor Theater is in question due to funding. The festival team is considering other options including drive-ins, a virtual format and other live venues.

    Along with the impacts on students’ education, the lack of resources is affecting opportunities for students post-graduation.

    “When [a student] gets to work on a professional film production, they have something meaningful to put on their resume,” Alter said.

    Film students and instructors avoid filming in crowded areas, keep their crews small and reduce the number of actors they work with. If anything, the pandemic has helped students become more creative and resourceful in the way they tell their stories.

    “HSU film students are resilient, passionate about film, and they have important, wacky, scary, adventurous, romantic, informative and moving cinematic stories to share with the world,” Alter said. “We will continue doing this in a safe and meaningful way through all the challenges that this pandemic is bringing for everyone.”

  • Letter to the Editor: Reflections on 30 Years at HSU

    Letter to the Editor: Reflections on 30 Years at HSU

    Where we were, what went wrong & how we build a brighter future

    This is a letter to the editor from Humboldt State University Education Department Chair Eric Van Duzer, Ph.D. It has been edited only for minor punctuation and grammar style preferences.

    As I reflect back on nearly 30 years at Humboldt State University, first as a student and then for the past 20 years as a faculty member, I wanted to share some of the thoughts that I have about HSU’s current situation and where the campus might go from here.  

    As a student I experienced a remarkable education where faculty were fully invested in my intellectual and personal development. There were so many opportunities to explore areas of interest and develop new ones. I have spent many hours trying to encapsulate the nature of the schooling I experienced in a way that would really represent the experience. 

    The best analogy I have been able to come up with was that HSU offered a graduate education to undergraduates. The small classes typical of graduate school encouraged faculty to fully invest in their student’s growth. The university, set so far from the oversight of CSU headquarters in Long Beach, offered a great deal of flexibility to shape our experiences. 

    This would be impossible today. In those days HSU had the third smallest class sizes in the 23 campuses of CSU. But more than that, it had a unique faculty ethos that reflected nearly 100 years as a student-focused institution that exalted excellence in teaching above all else.  

    I was the first student CEO of the Institute of Industrial Technology, a self-supporting club that allowed us to use the skills and knowledge we were developing to grow in business acumen, engage in manufacturing and light construction on campus as well as conduct experiments for local agencies. In its second year, Bill Wilkinson used the institute to earn enough profit making desks for campus offices that it paid for several pieces of expensive equipment for the department.

    This would be impossible today. In those days HSU had the third smallest class sizes in the 23 campuses of CSU. But more than that, it had a unique faculty ethos that reflected nearly 100 years as a student-focused institution that exalted excellence in teaching above all else.  

    Faculty came to campus because this is where they wanted to spend their career. Unlike most universities where faculty play academic hopscotch building their resume through research reputations and earning ever-higher salaries as they bounce from college to college, HSU faculty built their reputations on teaching.  These were inherently local reputations, not very valuable if one wanted to move on, but rather a reflection of the values and attitudes associated with a culture of excellence in the service of students’ intellectual growth.

    As anyone who has worked with university budgets will tell you, graduate education is expensive.  That is why through the first 100 years, the administration and other services were done on a shoestring. It was common for a variety of upper administrative positions to be filled by faculty who served temporarily. Staff was thin and overworked and processes were slow and inconsistent. 

    What happened? In the early 2000s the CSU was facing the onslaught of a Generation X student bulge. Chancellor Charles Reed decided the best strategy to deal with this situation was to homogenize campuses so that if a student could not get into Sacramento State because it was impacted, they could simply go to another campus and get a similar experience. 

    Yet, the campus, with significant leadership from the faculty, focused its significant resources on classroom instruction, and through that dedication, produced exceptional graduates who were deeply committed to HSU when they graduated. 

    I remember an administrator in the early years telling me that he had been in a restaurant on the East Coast and overheard a group of students talking at a nearby table. He was so impressed with their sophistication and the values they held he found out where they came from and immediately applied for a job at HSU. 

    He was the first person hired under then-president Rollin Richmond to manage our enrollments in the early 2000s. The diversity on our campus is a credit to him and Richmond, who reached out across the state to bring in students from urban areas. Sadly he became disillusioned and left. So did most of the faculty leaders. 

    What happened? In the early 2000s the CSU was facing the onslaught of a Generation X student bulge. Chancellor Charles Reed decided the best strategy to deal with this situation was to homogenize campuses so that if a student could not get into Sacramento State because it was impacted, they could simply go to another campus and get a similar experience. 

    Shortly thereafter the upper administration received inflated titles and significant raises in an apparent effort to reduce resistance. Then the attack on the faculty began.

    Naturally, faculty on campuses such as HSU who were proud of their traditions and niche identities resisted. Fiercely. At one point, three campus presidents, including Rollin Richmond, suffered through votes of no confidence by their faculty as they implemented this strategy. 

    To achieve the required changes in the face of faculty resistance, campuses, including Humboldt, began shifting to a corporate structure of top down management. Faculty who had held a privileged position in campus life were systematically reduced to workers with only a symbolic voice in campus decisions. The administration turned its focus inward towards improving the functioning of the bureaucracy. They eliminated administrators such as Rick Vrem, an ethical provost, who refused to implement changes that hurt the traditional focus on instruction.  

    Vrem was replaced with a provost who had no such compunction. Shortly thereafter the upper administration received inflated titles and significant raises in an apparent effort to reduce resistance. Then the attack on the faculty began. Nearly 80 faculty positions were eliminated over several years and during the same time period, a similar number of new staff positions were created and filled to support administrative functions. 

    Over the majority of the intervening 15 years, budget reductions for academic programs have been the norm: reductions in staff, program availability and courses. This year it was a 6% cut, last year another and many like it before. The funds have been shifted to an ever-expanding variety of administrative initiatives. 

    Now we sound more like a parks and recreation office than a university. Come for the redwoods, the beaches, the bike riding—that is wonderful and I love it, but it is not why people pick a university.  

    We spend nearly 68% of our budget on administration and campus facilities. Despite the results of a study commissioned by Rollin Richmond’s administration that showed the two most important factors that cause a student to come to HSU are quality of education and availability of the program they are interested in, both have been repeatedly attacked, sliced and diminished.

    It is surprising that no one seems to notice that every time we cut academic programs, fewer students want to come here. And when fewer students come here, the budget suffers and HSU responds by cutting academic programs even more severely—a cycle the faculty in 2004 described as a “death spiral.” 

    As we address our current crisis and try to figure out what we need to become in order to grow back to a sustainable enrollment, we might want to engage in some soulful reflection. What would cause a 20-year-old to come to a place five hours from major centers of civilization and spend four years with us? What do we have to offer them that is so valuable, so different from what they can get at any of the other CSU campuses which are closer, cheaper and offer a great deal more college life in the community? 

    We stopped selling the small classes and close academic relationships with faculty when the hypocrisy became too much to bear as campus priorities shifted. Now we sound more like a parks and recreation office than a university. Come for the redwoods, the beaches, the bike riding—that is wonderful and I love it, but it is not why people pick a university.  

    When I arrived here as a faculty member in 2000 we had one staff member, John Filce, doing institutional research. He was wonderful and badly overworked. I am sure he still is. Now we have nine staff members listed in the directory in the Office of Institutional Effectiveness, including a vice president. I am sure their work is valuable, but to pay for it we had to cut 64 class sections. 

    Today, we are an organization of inflexible rules and their keepers.

    We have proliferated the bureaucracy, which is unfortunately necessary to achieve top-down control of a professional organization. Had our leadership studied industrial technology with me, they would know what companies in the 1970s learned: that this form of management is ineffective and inefficient in a professional organization. 

    To achieve control requires monitoring, which in turn requires more staff. For a top-down organization, where the vast majority of employees serve at the will of their manager, fear prevents innovation and compliance is key. Before the shift to this model, administrators were problem solvers. In fact, the standing joke in those days was that everything was an exception. Faculty, staff and administrators had the flexibility to serve the needs of students even when it required bending the rules. 

    Today, we are an organization of inflexible rules and their keepers. It has greatly diminished the effectiveness of the organization and its ability to make decisions that best serve our students. The resulting bureaucratic culture has seen a proliferation of forms, rule books and rigid adherence to often dysfunctional orders.

    This is no way to run a university. Perhaps a grocery store, but not an organization of 500 highly educated experts with thousands of years of collective experience. Top-down decision-making, particularly when the president and upper administrators are drawn from institutions that do not share the culture and values of the campus, is inherently poor compared to what would be possible if faculty once again had a meaningful voice in campus affairs.  

    No student has ever come to HSU because we have a wonderful registrar’s office or because the president’s office is fully staffed.  These only matter when they impact the quality of the education a student receives. 

    The proof of this is apparent everywhere at HSU. When Rollin Richmond came, he had no interest in what made HSU special. Like a white suburban principal coming to a school in Watts, he thought he knew what needed to be done to remake the university into his vision of a modern institution. That ignorance has cost us immeasurably. Today we face the consequences. The failure to fundamentally change direction of subsequent presidents has simply deepened the mess. We now have a new president, perhaps we can find a new vision. 

    In my view there are two key concerns that need to be addressed from a rational and values-driven perspective. First, an effective budget model that allows funding to follow enrollment is essential to support growing programs while shifting resources to where they will best serve student needs and interests. This can refocus the campus on providing the service/product students come here for—classroom instruction—and it is essential.  

    There are so many amazing faculty and academic staff here. They are people with a heart for their students, struggling in a system that constrains and conflicts with their efforts. Let their voices guide the future and we may yet have one worth celebrating.

    No student has ever come to HSU because we have a wonderful registrar’s office or because the president’s office is fully staffed.  These only matter when they impact the quality of the education a student receives. 

    Second, we have to decide how we are going to rebuild the excellence we once were known for in our student’s academic programs.  The day Rollin Richmond refused to give the Outstanding Faculty Award to a physics professor (selected by the faculty based on his ability to delight and inspire students) because that professor had not published, is the day we snuffed out the soul of the old HSU campus. 

    Now we need to find out what animates us in ways that provide an experience worth the isolation, cost and struggles required to live in this remote community. Redwoods are not enough; we need a reinvestment in education. 

    I am retiring from HSU at the end of this May. I am sad to see what has happened to my university. There are so many amazing faculty and academic staff here. They are people with a heart for their students, struggling in a system that constrains and conflicts with their efforts. Let their voices guide the future and we may yet have one worth celebrating.

  • HSU is Holding Administrative Meetings Online and You Can Attend Them

    HSU is Holding Administrative Meetings Online and You Can Attend Them

    How and when to watch HSU administrators make big decisions

    University Senate Meetings: 

    Meetings are available online via Zoom from 3-5 p.m. Email senate@humboldt.edu to receive a Zoom link.

    Senate meetings will be held Tuesdays on April 21, May 5 and May 19 (if needed—undecided at the moment).

    University Senate Meetings are open to the public. If members of the campus wish to speak during the senate’s open forum period from 3:15-3:30 p.m., sign-ups are available on their website. 

    University Senate Executive Committee Meetings:

    Meetings are available online via Zoom from 3-5 p.m. Email senate@humboldt.edu to receive a Zoom link.

    Executive Committee meetings will be held on alternate Tuesdays from regular University Senate meetings on April 28 and May 12 (if needed—undecided at the moment).

    Associated Students Board of Finance Meetings:

    Meetings are available online via Zoom from 2:30-3:30 p.m. Zoom link (unless changed).

    Thursdays on April 23, April 30 and May 7.

    Weekly schedule of administrative meetings:

    MondaysTuesdaysWednesdaysThursdaysFridays
    4/21: University Senate Meeting
    3-5 p.m.    		4/23: CAHSS Council of Chairs Meeting
    TBD
    AS Board of Finance Meeting
    2:30-3:30 p.m.
    4/28: Executive Committee Meeting
    3-5 p.m.    		4/30: CAHSS Council of Chairs Meeting
    9-11 a.m. 
    AS Board of Finance Meeting
    2:30-3:30 p.m.
    5/5: Associated- Residential-Athletic Council
    1-2:30 p.m.
    University Senate Meeting
    3-5 p.m.    		5/7: CAHSS Council of Chairs Meeting
    9-11 a.m.
    A.S. Board of Finance Meeting
    2:30-3:30 p.m.
    5/12: Executive Committee Meeting (“if needed” – undecided at moment)
    3-5 p.m.    		5/14: CAHSS Council of Chairs Meeting
    9-11 a.m.
    5/19: University Senate Meeting (“if needed” – undecided at moment)
    3-5 p.m.
  • IRA Budget Expected to Take Substantial Hit

    IRA Budget Expected to Take Substantial Hit

    Associated Students prepare for massive budget cuts

    Associated Students is anticipating a nearly 20% cut to the Instructionally Related Activities Committee budget.

    As of April 7, the IRA Committee budget for the 2020-2021 academic year is predicted to be about $375,000, compared with around $520,000 approved for the 2019-2020 budget. This accounts for an anticipated loss of around $27,000 due to COVID-19.

    As a condition of enrollment at Humboldt State University, each full-time student pays about $3,900 in student fees, around $2,900 of which is tuition. The remaining amount of about $1,000 is split between six student fees, including a $337 contribution the IRA.

    From that $337 paid by each student, the IRA budget is divided into about $260 for athletics, $8 for the Humboldt Energy Independence Fund, about $17 for the Jack Pass and about $19 for the IRA Committee. Made up entirely of Associated Students board members, the IRA Committee votes on the allocation of their budget among instructionally related activities.

    Executive Director of AS Jenessa Lund is heavily involved in the committee.

    “It’s interesting that there is not a lot of money compared to the big budget, but what I’ve realized over the past couple of years is because they are so visible, people react to them very strongly,” Lund said. “IRA is less than $500,000, and compared to the campus budget that’s just drops in the bucket. But because it means whether or not a group of students can go compete, or do something, they feel it directly.”

    “We had conflicting pieces of arguments that said, ‘You do this, but you don’t do that in these cases,’ which makes it very hard to evaluate who’s gonna be in and who’s gonna be out.”

    Sandy Wieckowski

    IRAs are limited to those that are disciplined, department-based and sponsored, and are integral to formal instructional offerings. They are intensive, structured activities that reflect active rather than passive student involvement. They are considered essential to the quality of an educational program and an important instructional experience, and they demonstrate skills derived from intensive coursework. They include everything from The Lumberjack newspaper to club sports, and almost everything in between.

    Made up of majority student voters, the IRA Committee has been meeting to re-evaluate their funding guidelines, based on the Education Code, their current IRA funding guidelines and memos between the AS president and HSU president from the 2019-2020 academic year that outline the direction they were headed. Sandy Wieckowski is currently the longest-acting board member.

    “This is the same thing we hit last year,” Wieckowski said. “We had conflicting pieces of arguments that said, ‘You do this, but you don’t do that in these cases,’ which makes it very hard to evaluate who’s gonna be in and who’s gonna be out.”

    Lund blamed the rotating chairs for inconsistent goals.

    “This current model has annual turnover,” Lund said. “It’s new faculty on this committee every year, and it’s often new student leaders every year.”

    On top of HSU having new administration for the past three years, AS has had four presidents in three years. With administrations in a constant state of change, it’s much more difficult to accomplish progress.

    “I’ve been on the committee four years and we’ve done it different every year,” Wieckowski said.

    Board members were assigned budget applications from IRA groups to review in advance of their April 7 meeting. During the meeting, the board looked at each application and adjusted the proposed budgets where they saw fit. As Lund scrolled down the list of submissions, board members weighed in with their recommendations.

    One significant impact looks to be the denial of a budget for the campus sexual assault prevention program, CHECK IT, as the “swag” the budget was requested to pay for wasn’t considered a priority.

    Other impacts include The Lumberjack newspaper, which faces over $8,000 in cuts from a budget of around $28,000. Osprey magazine faces about $4,000 in cuts from a $10,000 budget, and the KRFH student radio station also faces a $5,000 cut from their budget of $10,000. AS Public Relations Officer Cassaundra Caudillo suggested the cuts.

    “All of the publications on campus tend to over-print,” said Caudillo. “I think all of the publications could probably take a little bit of a cut because of that.”

    Despite the budget crunch, the IRA committee managed to make room for programs that did not receive IRA funding in the 2019-2020 academic year, including $2,500 for the Youth Educational Services program, $5,000 for reserve library textbooks and $3,000 for the Society of American Foresters Quiz Bowl. The IRA budget recommendations have been finalized, but they currently have an open appeals period before the budget will be sent to HSU President Tom Jackson by April 30.

    A potentially significant factor in next year’s budget is possible carry-over from money that didn’t get spent in the 2019-2020 academic year. That amount, for now, is yet to be known. However, the IRA Committee felt comfortable over-allocating about $25,000 they expect to gain in roll-over.

    “We have all these potential expenses out there that we need to get covered and tidy up before we try and allocate that money to next year,” Lund said.

    In the past, AS has put in place a contingency plan to allocate money based on a projected headcount in case there is money left over from the previous school year’s budget.

    “If money were to roll forward and be available in addition to what we’re looking at today, then they gave three priorities, and that was already voted,” Lund said. “So, it made it a pretty clean process for us if there was funding there.”

  • With Future Unknown Amid Pandemic, HSU Plans for Enrollment Drops and Budget Cuts

    With Future Unknown Amid Pandemic, HSU Plans for Enrollment Drops and Budget Cuts

    HSU, like all colleges, prepares for tough times and serious measures

    Humboldt State University is preparing for an enrollment drop of around 20% for the fall and a budget cut of around $20 million by the 2022 fiscal year, according to a joint press release from HSU and College of the Redwoods.

    Before the COVID-19 pandemic, HSU projected an enrollment drop for total students of around 14% for the fall and had proposed a budget cut of around $5.4 million by the 2022 fiscal year. 

    Given the uncertainty of the next year, HSU is planning for an even larger enrollment decline and budget cut. HSU currently projects new student enrollment to drop by 30%. The specifics of what the budget cuts will mean are still being worked out.

    “Many options are being looked at, including combinations of a hiring chill, spending freeze, operational changes, incentives for retirements, travel reductions, and more,” the press release said.

    In a Zoom interview, HSU Vice President of Enrollment Management Jason Meriwether said a worst case scenario projection might be only 500 new students and 500 transfer students admitted to HSU in the fall. 

    These numbers, to be clear, are projections. No one knows exactly how the next year will play out. Meriwether hoped HSU could keep enrollment and retention as high as possible.

    “The sad part is, I don’t know,” Meriwether said. “There’s no benchmark. There’s nothing to project against. We could be doing all this and, you know, 1400 students show up—which would be wonderful.”

    HSU is not alone. As noted in Meriwether’s Tuesday enrollment management report to the HSU Senate, colleges everywhere are facing enrollment drops amid the pandemic. The report cited articles from Forbes and the Associated Press along with some early data suggesting one out of every six college-bound students won’t attend college in the fall.

    With education expected to shift to a more local focus, Meriwether pointed out that HSU already shifted to local recruitment in the last year with measures like the Humboldt First Scholarship.

    Compared to an average of about 32 local students attending HSU per year in the last three years, HSU currently has 208 local students confirmed to attend HSU in the fall with the Humboldt First Scholarship. 

    “The good news is we’re not starting local recruitment today because there’s a problem,” Meriwether said. “That’s the best part of all this—is that we already have a really solid foundation that we built in the community over the last eight or nine months.” 

    The enrollment management report includes a graph of enrollment scenarios, with red lines for lower enrollment scenarios and a blue line for a growth scenario. Meriwether hoped for HSU to remain close to the blue line.

    “Essentially, pray we get as close to the blue line as possible,” he said. 

    Meriwether pointed out that, since COVID-19 has hit everywhere, current students might not have much reason to transfer. If classes are still online in the fall at HSU, they will presumably be online everywhere. 

    “Let’s say a student says, ‘OK, well, you know, I want to transfer because I didn’t want this experience,’” he said. “OK. Well, the question will be, ‘What school are you going to transfer to?’ Because every school is stuck in this scenario right now.”

    Nevertheless, the pandemic will likely temporarily derail HSU’s efforts to improve enrollment. 

    “Long term, you know, prior to COVID-19, prior to this hit, we had a plan of getting to an FTE of 7600 students [full-time students] in about four years,” he said. “So now, what if the COVID-19 environment says, well, gosh, it can make us take eight years to get there.”

    Meriwether was optimistic that eventually, HSU would get through this.

    “I believe that we will bounce back, and I believe we will bounce back strong if the hit is really bad,” he said. “This is a marathon. Enrollment is a marathon.”

  • HSU Projecting Grave Hit to Enrollment for Fall Semester

    HSU Projecting Grave Hit to Enrollment for Fall Semester

    Freshman class projected to shrink, number of academic departments to be reduced

    For the latest information, see our story here.

    Update 11:10 a.m.: a second email sent yesterday from College of Natural Resources Dean Dale Oliver and obtained by The Lumberjack makes similar points but does not give a specific number to the expected enrollment drop for fall beyond noting that a 15-20% drop was expected prior to the COVID-19 outbreak. We will update this story when we have confirmed the numbers below. The second email is pasted below.

    Humboldt State University has issued a budget directive to take immediate action to prepare for the fall semester, including the freezing of open staff positions and the reduction of the number of academic departments, according to an email sent to faculty and staff of the College of Arts, Humanities and Social Sciences Tuesday morning.

    The email, sent by Interim Dean of CAHSS Rosamel Benavides-Garb, projected a freshmen class for fall 2020 of around 500 students, down from around 1,400 students five years ago and down from around 1,000 students for fall 2019.

    “The scale and impact of our current predicament is grave and as a result our budgetary practice has to be reconsidered and reformulated based on the simple equation of demand and resources,” the email said. “We have become, de facto, a much smaller institution, which compels us to undertake a comprehensive reset at HSU.”

    The email listed six directives, including requests to freeze all vacant staff positions, reduce the number of academic departments and develop online programs for current and transfer students to complete their degrees.

    The email promised to make the process consultative and sustainable.

    “We remain committed to “the student first” approach,” the email said, “and are extremely aware of the critical importance, now more than ever, of issues of social justice, equity, and inclusion in all we do.”

    The full email is copied below:

    Dear CAHSS Colleagues,

    On April 2, the deans of all three academic colleges received new administrative directives from Interim Provost Lisa Bond-Maupin regarding the coming academic year. The directives are a call to action, issued in response to the budget and recruitment/retention reality at HSU. The Interim Provost reiterated these directives yesterday, Monday, April 6 in her Provost/VPAA Report to the senate.

    As we all know, our student enrollment has been declining for several years and the institutional budget has been negatively impacted. The administration’s efforts to address the problem must now be reframed in light of new and profound challenges the current COVID-19 pandemic poses for HSU, and the CSU system in general.

    We are projecting a freshmen class of 500~ students across all three colleges. Five years ago, the freshmen class numbered 1,400+ students. The scale and impact of our current predicament is grave and as a result our budgetary practice has to be reconsidered and reformulated based on the simple equation of demand and resources. We have become, de facto, a much smaller institution, which compels us to undertake a comprehensive reset at HSU.

    The Interim Provost has directed the three academic deans to reduce spending and grow retention/recruitment. Her directives require our college to implement the following action areas immediately:

    1. Freeze all vacant staff positions: This is indefinite or until each college develops a plan to organize staff support within colleges and across colleges.

    2. Reduce the number of academic administrative units (departments): This needs to be planned immediately and be in place for this next fiscal year so we are reorganized starting fall 2020.

    3. Develop online degree completion opportunities for certain existing majors in the last two semesters of their programs.

    4. Develop two-year degree online completion opportunities for transfer students of certain majors beginning fall 2020.

    5. Develop a partnership with CEEGE related to workforce development, responding particularly to a post COVID-19 context.

    6. Integrate the Center for Teaching and Learning (CTL) in the development and implementation of new teaching capacity.The Interim Provost has also indicated that she expects this process to be:

    The Interim Provost has also indicated that she expects this process to be:

    · Consultative with unit leadership.

    · Consultative and collaborative across colleges.

    · Sustainable by creating new retention and recruitment opportunities.

    The deans of the three colleges have already begun discussing the directives. I have also initiated planning within CAHSS, in collaboration with the three associate dean fellows, and will continue to discuss budget with the chairs. We will move forward together, exploring multiple budget management opportunities to make our colleges strong and resilient in the face of present and future challenges. We can also regard these adjustments as unique opportunities to explore new and exciting programs to attract and serve our ever-diverse student population in a shifting and challenging workforce environment. We remain committed to “the student first” approach and are extremely aware of the critical importance, now more than ever, of issues of social justice, equity, and inclusion in all we do.

    Sincerely and in solidarity,

    Rosamel

    Email from CNRS Dean Dale Oliver:

    April 6, 2020

    CNRS Faculty and Staff

    Dear Colleagues,

    Earlier today Interim Provost Lisa Bond-Maupin sent out her report to the HSU University Senate in preparation for Tuesday’s meeting.  Included in her report was a call for collective action to prepare for fewer students and fewer resources in the next academic year.  I’ve pasted the relevant section of the Provost’s report below my signature.

    Current estimates indicate we could have 20% fewer students in Fall 2020 that we had in Fall 2019.  This reduction is significant, and we must plan over the next weeks and months so that those students who start or continue with us in the fall experience high quality, engaged learning that will prepare them well for STEM professions and advanced study.

    Three items from the Provost’s report that I want to highlight are personnel, administrative re-structuring, and online education.

    Personnel: Although we will be finishing out the two faculty searches currently underway, and ensuring we have sufficient temporary faculty to deliver our curriculum, all other hiring is frozen for the moment, including those which are currently vacant and those which will soon be vacant due to expected retirements. Through improving business processes, realigning and reorganizing staff positions, and targeting professional development we will find a way to support our educational enterprise without hiring additional personnel.  This work will be both necessary and challenging, and require collaboration with relevant unions and careful consideration of multiple factors.

    Administrative restructuring: At the Dean’s level we were already planning a partial re-assignment for Associate Dean Rick Zechman to manage the marine lab while marine lab director Brian Tissot transitions from full-time director to FERP faculty.  We are also being asked to reduce the number of administrative units in the college, meaning that some departments will be merged or reformed.  This work will be done in close collaboration with the CNRS Council of Chairs and the other two academic deans.

    Online Education: There are some programs in CNRS for which one of the following scenarios might make sense:  provide an online degree-completion option for a group of students who have a year or less left to complete their degree; provide a degree-starter program for a group of first year (or transfer) students to get started with HSU from home during the fall 2020 semester, and then begin on campus in Spring 2021; provide more online sections of general education courses for undeclared students or majors from outside CNRS.  For the moment, I recommend that faculty discuss within their departments whether one or more of these scenarios might be appropriate for their program.

    For this week I am collaborating with the Provost’s office, with the other academic deans, and with a working group of CNRS Chairs to create possible models for administrative restructuring that can then be discussed among all of the CNRS chairs the following week.  Relatively soon I will also set up a mechanism by which input can be given from across the college.

    We face a significant challenge as a college and university over the next few months and years, but I am confident that we will find solutions that serve our students and the citizens of California well.  My confidence rests solidly on the incredible talent, dedication, and creativity of our faculty and staff, whom I am proud to serve.

    Best wishes, safety, and health to you and your families,

    Dale R. Oliver, Dean

    College of Natural Resources and Sciences

    From Interim Provost Lisa Bond-Maupin’s report to HSU’s University Senate, April 6, 2020

    Realignment of Spending with Reduced Revenue

    In addition to supporting instructional continuity and Academic Master Planning, our division leadership is turning our attention to budget planning for next fiscal year and beyond. Prior to COVID-19, our enrollment picture for next academic year was apparently trending toward a 15-20% fall-to-fall (one year) student headcount decline. We were likely headed toward a reduction to the HSU budget for next fiscal year that was double that anticipated when the URPC created its annual budget recommendations to President Jackson.  While the college-going enrollment impact of the pandemic is unknown for all in higher education across the nation, it is clear that the CSU and HSU will experience further decline in student enrollment. Given the enrollment challenges felt across the state, it is likely that impaction at our southern campuses will be lifted. It is highly likely that more students will choose for financial and other reasons, in the shorter term at least, to remain at home or closer to home to study. 

    While we await the release of up-to-date enrollment projections and budget information, Academic Affairs is implementing a few immediate strategies toward student retention and recruitment on the heels of the pandemic and toward further reducing our spending. As we do so, we are guided by the URPC principles and our own commitments to meeting the instructional needs of our students and protecting employment. In addition to continuing to adjust our academic offerings for Fall, immediate strategies also include: 

    • Working with each dean and director to reduce budget allocations for FY 21 

    • Freezing hiring in all open staff positions for now and planning to absorb staff attrition

    • Working collaboratively with staff within and across colleges and budget units in Academic Affairs to reimagine and reorganize our staff support 

    • Working collaboratively with department chairs and faculty to condense the number of separate academic administrative units in the colleges 

    • Working within the Office of the Provost to realign and reorganize staffing

    • Identifying academic programs ready to continue to offer upper division major courses online into next year and beyond to: a) help students in their final semesters to study from home and complete their degrees, and b) offer new transfer students an opportunity to complete their degrees online 

    • Identifying a COVID-era retention specialist in Academic Affairs who will support the continued offering of all existing retention efforts in a virtual format and will work in collaboration with ODEI to implement inclusive retention practices at a distance. 

    Each one of us will be implicated in and needed for this work. It is tough and unavoidable at this time. Each one of us has a very important role to play, now, more than ever in maintaining close connections with our students, helping them to problem-solve their educational needs and connect to resources and to stay connected to HSU. We need our students. And I think we are finding in their response to our transformed instruction – they need us. This powerful connection will ultimately move HSU through and beyond this tough moment in our collective history to the future we envision. Thank you.

  • URPC Builds Budget, Seeks Student Feedback

    URPC Builds Budget, Seeks Student Feedback

    Only four students attended the first University Resources and Planning Committee’s public budget forum, according to Associated Students President Yadira Cruz.

    Around 50 faculty, staff and community members were in attendance as well, according to Art Education Assistant Professor and URPC Co-Chair James Woglom.

    Woglom said the URPC’s presentation, which can be found online at budget.humboldt.edu, focused on the URPC’s work toward creating a scalable budget model, or a budget that can be altered periodically to represent changing values.

    “It ends up bringing more people into the process of decision-making, and thus hopefully reflecting more people’s feeling of what we want this organism to do,” Woglom said of the URPC’s new model.

    James Woglom, art education assistant professor and University Resources and Planning Committee co-chair, checking his laptop in the Humboldt State Univeristy library on Nov. 14. Woglom said the URPC has created a new scalable budget model that allows for more flexibilty and input from the HSU community. | Photo by James Wilde

    URPC has been meeting over the course of the semester to form a three-year budget for Humboldt State. Woglom said the first step for deciding where to allocate funds is to clarify which values HSU should prioritize.

    Besides the forum, the URPC is taking feedback online through an online submission form, a Google survey designed to scale which campus values are most important and a pie chart budget simulator that allows proposals of how HSU should divide funds. Woglom said he’d also be happy to take suggestions through direct emails.

    While Cruz said she appreciated the existence of the online feedback forms, she said they can be obscure due to budgetary jargon.

    “Although it’s available, it might not be accessible in that way,” Cruz said.

    The Google survey, which is not yet released, lists a series of California State University values and asks the respondent to rate how much they agree with each one.

    “It’s not saying that we want to devalue any of them, but it’s trying to get a quantitative sense of where the University’s priorities are in terms of allocation of resources based across a series of ideas,” Woglom said. “And then hopefully with that quantification we can make decisions based on where we can make things happen.”

    The URPC’s current projections show a $5.4 million budget gap by the 2021-2022 school year, which reflects the impact of reduced tuition due to declining enrollment. According to the presentation, every 100 students generate about $560,000 in tuition.

    The University Resources and Planning Committee pointed to declining tuition numbers as the cause of HSU’s current projected $5.4 million budget gap.

    Joseph Reed, a political science and economics double major and a student representative on the URPC, said the key challenge has been ramping down the budget with the declining student body.

    “It’s kind of been hard to keep this budget for about 8,000 students when we don’t have 8,000 students anymore,” Reed said.

    Cruz said the budget should focus on the students HSU has now, and not the students it had in the past.

    “Being in that cutting mindset is potentially jarring for morale. I mean, you’re coming from a space where you’re like, ‘Alright, what do we have to not do this year?’”

    James Woglom

    “I think every campus goes through these sorts of financial challenges, but I think how we move forward is centering students,” Cruz said.

    Reed said the URPC has no plans to cut whole departments. Instead, Reed said cuts are more likely to be smaller and broader across the board.

    “Every department is being affected, but each one has its own budget, so each one has its own certain amount that it’s being reduced by,” Reed said.

    Over the past three years, URPC reduced the budget by $11.5 million. However, Woglom emphasized a difference between past and future cuts due to the new scalable budget model.

    “[In the past] we’ve cut what we’ve determined to be at the fringe of the project of the University—so maybe not in direct agreement with the strategic plan of the University or the general values of the University,” Woglom said. “Being in that cutting mindset is potentially jarring for morale. I mean, you’re coming from a space where you’re like, ‘Alright, what do we have to not do this year?’”

    The University Resources and Planning Committee showed three possible enrollment and budget scenarios in its Nov. 7 public forum presentation.

    With the new model, Woglom said HSU can start with a specific budget number and then distribute it to the things HSU values most. Woglom said the budget can be continually changed, which allows HSU to scale back up or down if monetary realities change.

    “We don’t want to make hurried and necessary decisions every year,” Woglom said.

    The URPC uses Financial Information Reporting Management System codes, which are used in higher education to categorize expenses by their function, to compare HSU’s spending to other CSUs.

    FIRMS codes break down HSU’s spending into five categories: instruction ($56.6 million in the current budget), institutional support ($21.6 million), operations and maintenance of plant ($16.3 million), academic support ($15.6 million) and student services ($12 million). Each of these categories represent a FIRMS program, and the budget determines what percent of the total amount of funding goes to each category.

    Using these categories, the URPC also compares HSU’s spending to other CSUs. According to the presentation, spending at HSU in comparison to similar-sized campuses for the 2017-2018 school year was 17% higher at HSU for instruction, 24% higher for academic support, 3% higher for student services, 10% higher for institutional support and 1% higher for operations and maintenance of plant.

    The presentation also showed three possible scenarios for the future of enrollment and its effects on the budget. The best case scenario, called the growth scenario, shows a leveling off of the enrollment decline and a budget gap in the $4 million range by the 2021-2022 school year.

    The current scenario, upon which URPC’s projections are based, shows a continued decline that leads to the budget gap of $5.4 million. The worst-case scenario shows further decline and a budget gap of up to $7 million by the 2021-2022 school year.

    The URPC’s current budget plans are based on the middle scenario of a $5.4 million gap.

    Woglom said the URPC still has to figure out how to allocate its funding to keep current programs intact.

    Budget projections from the University Resources and Planning Committee’s Nov. 7 public forum presentation show a $5.4 million budget gap by the 2021-2022 school year.

    “It raises interesting questions about where you can move within that,” Woglom said.

    Just one day after the URPC’s public forum, HSU released a campus announcement detailing the process for filling staff vacancies during the current enrollment decline and budget deficit. The announcement said that while current staff positions will not be eliminated, positions deemed “non-critical” by the vice president of the relevant division won’t be backfilled when a person leaves that position.

    Woglom confirmed that announcement.

    “The intention of the University at this point is to work to determine where attrition will happen and backfill positions in that manner,” Woglom said.

    This backfiring process does not apply to faculty, according to the announcement.

    The URPC’s next and final public forum is scheduled for Dec. 3 at 11:30 a.m. in the Goodwin Forum, during which the public can review the URPC’s draft plan before it is sent to the University president for review. Woglom urges everyone to give their input.

    “Any ideas that people have that they’d like to share with us, the better our decision-making process can be,” Woglom said.

    “I think [student input is] a challenge in itself,” Cruz said. “But I think that just because it’s challenging doesn’t mean it shouldn’t be pursued.”

    Yadira Cruz

    Reed and Cruz said they don’t think two public forums are enough to gather sufficient student input.

    “I think overall we should be making a stronger effort to connect with students and get their overall opinions,” Reed said.

    Reed suggested that the URPC should seek to get input not just from some students, but from the majority of students. Cruz agreed.

    “I think that’s a challenge in itself,” Cruz said. “But I think that just because it’s challenging doesn’t mean it shouldn’t be pursued.”

  • Report Details HSU’s Impacts

    Report Details HSU’s Impacts

    Looking into ICF International’s report on HSU’s economic impact

    According to a recent ICF International report, Humboldt State University generates over $567 million in annual industry activity.

    ICF International, a global consulting firm based in Virginia, previously studied California State Universities in 2010. ICF uses a model that tracks HSU institutional, student and alumni spending and then calculates the resultant impact.

    The report splits HSU spending into three categories: operational, auxiliary and capital.

    HSU spent $166 million in the 2017-2018 fiscal year on operational expenses, which includes instruction, research, public service, academic support and student services.

    HSU spent $26 million on auxiliary expenses, which includes the bookstore, campus restaurants and research institutes. $16 million went to dining services while about $10 million was spent on parking and housing.

    HSU spent $5.5 million on capital expenses, which includes construction and renovations. The report said HSU expects to spend $33 million on capital projects over the next two years.

    “University expenditures supported a total of 3,920 jobs in Humboldt County, as well as over $96 million in labor income and more than $293 million in industry activity,” the report said.

    To reach the final figure of $567 million of industry activity, the report includes $70 million of student spending and $207 million of regional alumni impact.

    “ICF used the average “Cost of Attendance” estimates from the HSU Financial Aid Office to calculate the total student spending impact,” the report said.

    The report calls the alumni impact figure conservative, as it does not account for California’s relatively high wages in comparison with the rest of the country.

    “California wages tend to be higher than the national average,” the report said. “In 2017, California real per capita income was approximately $2,650 dollars higher than the U.S. national average.”

    The report says 58,000 HSU alumni are still in the workforce, while 23% of alumni live in Humboldt County.

    “In 2017-18, HSU degree holders living in Humboldt County earned $973 million in wages,” the report said. “HSU degree holders statewide earned more than $3 billion.”

    The most comparable CSUs in terms of student population are CSU Channel Islands, CSU Monterey Bay and Sonoma State University. While the locations of each of these universities makes them significantly different, HSU appears on par when compared.

    In terms of regional impact, HSU placed second out of the four aforementioned CSUs of comparable student population size.

    The CSU website lists summaries of each CSU’s economic impact, as recorded in the previous 2010 ICF analysis.

    In terms of regional impact, HSU placed second out of the four aforementioned CSUs of comparable student population size.

    In 2010, CSU Channel Islands generated $114 million of regional impact from $135.5 million of spending. CSU Monterey Bay generated $133 million of regional impact from $155 million of spending. HSU generated $190 million of regional impact from $232 million of spending. Sonoma State generated $330 million of regional impact from $213 million of spending.

    The new ICF report was conducted only on HSU, so it’s not known whether HSU remains on pace with other CSUs.

    “It should be noted that the previous study’s methodology is not directly comparable to the current study,” the report said.

    The report includes benefits beyond direct economic impacts, such as research, small business development and contributions to the community and local education.

    Most of the report’s findings in these extra-economic areas appear to have data behind them. However, the report includes public radio station KHSU as one of HSU’s contributions to the community.

    “Through its innovative, high quality programming, KHSU hopes to educate, enrich, enlighten, and entertain its listeners on local, national, and international issues,” the report said.

    HSU abruptly fired all seven KHSU employees last April, citing a need for reorganization and streamlining. KHSU is run by one employee under a short-term agreement lasting until the end of October.

    Nevertheless, HSU’s impact on the surrounding community appears significant, even in the midst of an enrollment decline.

  • HSU announces clean up of KHSU

    HSU announces clean up of KHSU

    Earlier this morning, Humboldt State issued a press release regarding their NPR affiliate KHSU. The radio station will be undergoing drastic changes including the removal of all but two staff members.

    Now former volunteers and station supporters meet outside of Feuerwerker House after hearing about the elimination of jobs and volunteer positions at KHSU on April 11. | Photo by Thomas Lal

    HSU press release is as follows:

    Humboldt State University is reorganizing and streamlining operations at its public radio station, KHSU, with the goal of preserving quality programming for the North Coast.

    The changes are intended to address operational challenges at KHSU, prevent further negative impact to the University’s budget, and better align HSU’s financial support with its mission and with opportunities for students. 

    Station employees were told of the changes earlier today. Because the reorganization and budget reductions include the elimination of positions, a number of individuals will no longer be employed at HSU. The University is working to provide clear information to them, and to ensure they receive any benefits they are entitled to.

    The steps taken today include:

    • Elimination of HSU’s direct payroll support, including the General Manager position and Chief Engineer position, saving the University more than $250,000 annually.
    • Elimination of five other staff positions, generating significant savings in the portion of KHSU’s budget that comes from government support, underwriting, and listener contributions.
    • Appointment of an Interim Station Director, to be supported through non-HSU funding.
    • Consolidating all KHSU operations in Feuerwerker House, reducing the inefficiency of having two separate spaces.
    • Indefinite suspension of volunteer-run programs. The University will evaluate how students can return to a more substantial on-air role at KHSU.
    • Actively pursuing collaboration with other public radio stations and seeking CPB funding to support this effort.

    The decision to realign the station reflects a comprehensive assessment. Factors included the station’s increasing cost to the University; KHSU’s limited capacity for additional fundraising and underwriting; challenges identified by the CSU Office of Audit and Advisory Services; feedback from listeners and volunteers; the University’s commitment to public service; and the appropriate role of student involvement in station operations and programming. 

    The report from the CSU Office of Audit and Advisory Services (pdf), which was recently received by HSU, includes an in-depth program review of the station that identified a number of issues with operations and administration. It was initiated at the request of HSU President Lisa Rossbacher, and she shared it yesterday with KHSU’s Community Advisory Board.

    In addition to issues identified in the report, there are serious budget issues at the station. KHSU is heavily subsidized by the HSU general fund, and the station’s budget deficits have continued to worsen. At the end of the 2017-18 year, HSU had to cover a budget deficit of nearly $135,000 beyond its regular subsidy, and this year’s projected budget deficit is even larger.

    KHSU’s budget challenge largely reflects increases in payroll costs. In addition, community support has been flat or declining, with underwriting revenue down approximately 14 percent for the year and listener support down approximately 17 percent. And while volunteers create a great deal of local programming, their efforts also come at a cost, requiring significant support by paid staff. 

    The budget challenges at KHSU come as HSU has been working to address an overall structural deficit as well as funding declines related to an enrollment drop. The University has reduced its spending by $9 million over the last two years, and is making nearly $1 million in additional reductions for the coming year.

    For context, over the last year HSU has funded nearly half the cost of KHSU. Listener support provided about 22 percent, corporate underwriting 17 percent, and government grants 12 percent. HSU directly paid more than $265,000 in salary, covered at least $250,000 for space and utilities, and spent at least $80,000 receiving and processing contributions to the station.

    Even with the changes at KHSU, listeners will continue to have access to high-quality national programming and news. The most recent audience data reaffirm this is, by far, the station’s most popular programming.

    Updates to come.

  • HSU Library Faces $150,000 in Budget Cuts

    HSU Library Faces $150,000 in Budget Cuts

    By Erin Chessin

    About $150,000 is being subtracted from the HSU Library due to extreme budget cuts the school is facing.

    This means that $80,000 is coming out of library staff positions and $70,000 is coming out of the library’s research collection, including books, databases, and journals.

    Students and staff will start to feel the impact starting July 1 when the budget cuts will take effect.

    LOLibrary2
    HSU students working on computers at the HSU Library. | Photo by Liam Olson

    Cyril Oberlander, the Dean of the University Library, said he wants to assure students that the school is making its budget cut choices in favor of the students.

    “We have to be strategic about our budget cuts in the end and decide what is most likely to help students out the most,” Oberlander said.

    The library’s biggest concern is to make sure students have all the resources they need to succeed in their education. This means providing more textbooks on reserve, improving the technology, and putting in more tables for students to work at.

    Recently the library has made new additions to the second floor of the library by adding big screens for students to hook up their computers to and collaboration tables with charger ports in order to make the library environment easier to study.

    The Dean of the Library’s goal is to keep student jobs in the library.

    “I would like to hire more students in the library,” Oberlander said. “Student employment is great for retention and many students are dealing with debt.”

    HSU Financial Affairs has to make budget cut choices amongst its departments, and unfortunately, the school cannot hold off the debt any longer.

    LOLibrary3
    Students working and sitting in the HSU Library lobby. | Photo by Liam Olson

    “We only have a budget that stretches so far and this is the year we have to make cuts,” Oberlander said.

    According to Oberlander, there are two reasons the school is facing debt. One reason is out of HSU’s control.

    “Federal and state funding for higher education has been gradually decreasing over the years,” Oberlander said.

    The second reason for the debt is the school’s overspending. A meeting was held on April 9 where the HSU Center Board of Directors met to discuss the debt issue.

    “During the last five years, the University has been overspending and this year the deficit is at $4.1 million,” Peg Blake, the VP of Enrollment Management and Student Affairs, said in the meeting’s release statement.

    LOLibrary4
    HSU students working in the HSU library. | Photo by Liam Olson

    Hundreds of students flow in and out the library every day, many relying on the computer software, databases, and textbooks on reserve to get their degree. Jocelyn Barber is a junior environmental engineering major who relies on the library to get a hold of pricey textbooks required for a class.

  • KHSU public radio faces possible defunding

    KHSU public radio faces possible defunding

    By Curran Daly

    Humboldt State’s radio station, KHSU, is facing a 16 percent funding decrease under Donald Trump’s proposed 2018 Budget Outline.

    KHSU has an annual operating budget of just over a million dollars. In 2016, KHSU received $175,061 in grants from the Corporation for Public Broadcasting. CPB is the largest source of funding for public radio. With the complete defunding of the CPB, KHSU would have to look elsewhere for funding.

    Peter Fretwell, KHSU’s new general manager, was attracted to the position as general manager at KHSU due to it’s large community involvement.

    “KHSU is near the top, if not the top of the most listened to stations in Humboldt county,” Fretwell said. “In my experience community involvement is important and I was attracted to Humboldt county and KHSU because of the deep community engagement.”

    KHSU is a noncommercial, public radio station, supported by Humboldt State University. KHSU is largely community based on and acts to provide intellectual perspectives on local and national issues.

    KHSU receives a large amount of their funding from donations from the community. In 2016 $336,289 was donated in listener support. It is this kind of support from the community that will be able to maintain KHSU’s ability to broadcast.

    KHSU is a vital resource for the community. Humboldt is relatively cut off from the world and in the face of potential natural disaster, public radio would be vital for public service.

    The recent budget outline, released on March 16, called for a complete cut to CPB funding. Similar stations with similar communal obligations all around the country face these cuts as well. Patricia Harrison, CPB’s president and CEO, outlined the importance of public media in a statement made after the budget outline was released.

    “The elimination of federal funding to CPB would initially devastate, and ultimately destroy public media’s role in early childhood education, public safety, connecting citizens to our history, and promoting civil discussions,” Harrison said.

    Fretwell has seen proposed cuts to CPB before and believes that, as before, the CPB will be able to retain its funding.

  • HSU faces $6 million budget deficit

    HSU faces $6 million budget deficit

    By | Andrew George Butler

    The who’s who of Humboldt State University gathered on April 4 at 10 a.m. to discuss the University’s budget deficit. The meeting was lead by the University Resources and Planning Committee, a sub-committee made up from HSU administrators, faculty, and students. The committee, known as URPC, works as a conduit between the CSU main office and HSU’s administration to help address and deal with budget issues.

    The URPC first addressed a charge made by Lisa Rossbacher, who was absent from the meeting. Rossbacher called for the URPC to balance the 2017-2018 budget, identify solutions to the recent drop in enrollment, and create a two-year plan for HSU’s budget. This plan is split into two phases.

    Phase one will take effect this coming year and will save HSU $1 million over the next year. Phase one will draw 83 percent, or about $800,000 from personnel cuts. Phase two will not be set in stone until the end of October, this year. However, URPC has discussed areas of the university open to cuts. Possible phase 2 cuts may include: $1 million from the Instructional/academic colleges, $250,000 from Student Services, $400,000 from Administrational costs, and $400,000 from Informational Technologies.

    HSU will face its eighth consecutive year of deficit spending. The deficit is expected to grow by $500,000 during the 2017-2018 year, to a staggering $6 million. In addition to a growing deficit, HSU is expected to see its second consecutive year of decreased enrollment; roughly 3.5 percent less students are expected to attend HSU during the 2017-2018 year.

    Furthermore, HSU expects to be 543 students short of its expected 7,603 Full Time Equivalent Student Enrollment, set by the CSU main office. Failing to reach this threshold could result in further cuts to HSU’s funding.

    The budget deficit continued to grow even as HSU’s enrollment rose during the first half of this decade. HSU simply spends too much money per student, and a solution to HSU’s budget deficit will include cuts to how much money is spent on each student’s education during their time at HSU according to URPC. HSU spent $15,810 per student during the 2015-2016 year. The average amount of money spent per student for other small CSU schools during that year was $14,339. Matching the CSU average would save HSU $5.7 million a year.

    These potential budget cuts will occur during Rossbacher’s new graduation initiative. The initiative calls for a doubling of HSU’s current graduation rate by 2025. This includes bringing underrepresented minority students and student beneficiaries of the Pell Grant graduation rate to even with the rest of HSU. UPRC did not explain how Rossbacher’s graduation initiative would coincide with budget cuts that affect students.

    Mark Rizzardi, faculty co-chair on the URPC, led much of Tuesday’s budget discussion. At the conclusion of the meeting Rizzardi said, “all the low hanging fruit has been picked, so it’s time to cut.”

    The URPC only briefly addressed the nearly $1 million athletic department deficit, and did not discuss any possible cuts to athletics. Read The Lumberjack next week for an in-depth look into the athletics deficit and the future of HSU athletics.

    *This story has been edited to fix the correct date for the meeting. From March 4 to April 4.

  • Trump watch (March 29 to April 4)

    Trump watch (March 29 to April 4)

    President Donald Trump has donated all of his earnings as President of the United States to the National Park Service. Trump donated $78,333, his first salary installment which covers the first 10 weeks he’s been in office. $78,333 is 0.005% of the money Trump’s budget would cut from the National Park Service.

    President Trump wants to warn China that the clock will run out in North Korea when they meet in Florida later this week. President Trump would like Chinese President Xi Jinping to take a tougher stance on North Korea regarding the country’s nuclear program.

    On Monday President Trump signed legislatures to diminish many Obama-era regulations. One of the legislatures included issue about education and school performance. One of President Trump’s new legislation scraps new requirements for programs that train new K-12 teachers and rolls back a set of rules outlining how states must carry out the Every Student Succeeds Act, a bipartisan federal law meant to hold schools accountable for student performance.

    President Trump signed a legislative on Monday that repeals the Federal Communications Commission’s privacy protection for internet users. The new legislature would diminish the landmark policy from President Obama’s time in office. President Obama’s policy would have stopped internet providers from collecting, storing, and selling data from internet users without their consent.