The Lumberjack



Students Serving The Cal Poly Humboldt Campus and Community Since 1929

Tag: freshmen

  • From Colorado to COVID-19 self-isolation

    From Colorado to COVID-19 self-isolation

    HSU Freshman’s experience catching coronavirus.

    After losing the second half of my senior year to the pandemic and missing out on new friendships at a new school, I begin my college journey isolated in a campus apartment, where my only access to the outside world is through a screen door I’m not allowed to open.

    Coming from dusty and deserted Western-Colorado, all I’ve wanted to do since I was accepted to Humboldt State University is explore. An area surrounded by redwood forests and ocean was a dream alone, but it’s also home to the majestic, wild banana slug – I had to see one! But first, there were a few things to do.

    On Aug. 17, I took my mandatory COVID-19 test and excitedly began moving things into my dorm, arranging a plethora of houseplants and a cozy corner for my pet tree frog, Terra. Very quickly, this became my new home. Aug. 18 was orientation day – I’d quickly adjusted and felt ready to conquer the world at HSU. That afternoon, I explored campus and the forest, making not just one, but an entire slimy armful of banana slug friends. My dream had come true, at the cost of only a few tiny slug-bites.

    Before my parents returned home on Aug. 19, we met at a local coffee shop to say goodbye; that’s when I received the call informing me my COVID-19 test had come back positive. It was as if suddenly the world started spinning; I was speechless. I never imagined it would be me who caught COVID-19; afterall I’m young and otherwise healthy. But this pandemic has taught us what we think we know to be true is often not the case.

    I wish I could say we rushed to my dorm, but instead, we stepped out of line and just stood together in shock. It occurred to me, I’d experienced possible symptoms of the virus earlier in the week – shortness of breath, nausea, low appetite, fatigue and headaches – however, each is also a symptom of my anxiety-disorder and it’s unclear which was the cause. My parents asked questions, but all I could think was of myself and every person I’d seen, connected by a piece in my contaminated puzzle. Suddenly, guilt and anxiety filled my entire being. I began to suffer a panic attack.

    It took a moment to start my car as I fought to catch my breath; my whole body felt as if it were collapsing. I called my boyfriend in Colorado but all he could understand was how afraid I was.

    This fear was never for myself; this fear was for others. Fear for my parents, for my friends, for my boyfriend and his family – fear for people I passed in the grocery store and for those I worked with. I never worried about myself. I worry about the damage I caused, unaware I carried the virus. It all felt like my fault. It felt like I’d let down the entire world.

    I was moved to a new room where I said goodbye to my parents and the company of others for at least a week. Over a thousand miles from home and yet it doesn’t seem nearly as far as the four walls separating me from beginning this new chapter of my life.

    In a state of constant fatigue and boredom, I sleep most of the day, only waking when my phone rings. Doctors, health centers and housing, all call several times each day asking similar questions and often I can’t tell them apart. When you’re only allowed in one place, you don’t have much aside from your thoughts. Is this my fault? Did I do something wrong? Should I stay quiet about it? When will they let me leave this room?

    My new room has a kitchen and a bathroom, a beautiful view through my screen door and plenty of food. HSU staff checks in consistently, doing everything they can to help me through this. I feel like I have a whole team of friends working to guarantee my health and safety.

    Despite everyone’s help, I’m still on my own. My main source of optimism is knowing my isolation is protecting others. Recognizing how our decisions affect others is the first step in preventing the spread. Sure, a mask is uncomfortable, but so is being locked in a room for seven days and so is losing someone you love because precautions weren’t taken.

    For those who don’t believe in COVID-19, it is real. It is harmful. It is possible for anyone to contract. We all believe we’re invincible until we’re not. My battle with COVID-19 continues, but I know someday I‘ll be able to step outside again and I will find another banana slug.

  • 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.

  • Retention Rate on the Rise at HSU

    Retention Rate on the Rise at HSU

    More Humboldt State students are electing to stick around, but there’s still work to be done

    Corrections: a previous version of this story incorrectly quoted Casey Park as saying “We’re absent as an institution.” The quote should have said “We were absent as an institution.” The story also wrongly included “interim” in Jason Meriwether’s title.

    Humboldt State revealed more students were staying on its campus rather than taking off for other schools or ventures in a Jan. 31 press release.

    Tracy Smith, the director of the HSU Retention through Academic Mentoring Program, said she was proud of the work she and her peer mentors have accomplished over the years.

    “I think Humboldt sincerely believes that whether students decide to stay at Humboldt or not is really a product of our entire campus community and off-campus community,” Smith said. “RAMP really is designed to support incoming students and them finding a place where they feel a connection.”

    “85 percent of new first-year students said if they were given the option to choose a college again, they ‘probably’ or ‘definitely’ would attend HSU again.”

    National Survey of Student Engagement, spring 2019

    A study done in conjunction with HSU by the National Survey of Student Engagement in spring 2019 provided some data on student perceptions of HSU.

    “85 percent of new first-year students said if they were given the option to choose a college again, they ‘probably’ or ‘definitely’ would attend HSU again,” the study said. “And 89 percent of first-year students said their overall experience was ‘good’ or ‘excellent’, compared to an overall CSU system rate of 84 percent.”

    Jason Meriwether, Ph.D., vice president for Enrollment Management, said a few things have contributed to the increased retention rates, including Enrollment Management staff and related faculty streamlining the registration process and connecting students with support services—all in an attempt to create a sense of belonging for students.

    “It’s the experience but it’s also the listening and packaging it into one,” Meriwether said. “So, all of that is about looking at the students and giving them what they’re asking for first, and using the resources that we have to create an experience for the student.”

    Meriwether said his staff’s hard work has paid off by meeting student needs.

    “We have to be aligned with what students are expressing that they need and putting ourselves in a position to support students,” Meriwether said.

    “There wasn’t attention given to the most affected and traumatized students. And those are the students who went back to where we recruit from and said ‘Humboldt is not a place for me,’ and ‘Humboldt is not a place for you.’”

    Casey Park, HSU alumna

    He noted a growing trend at HSU of transfer students outnumbering first-time freshmen. HSU has needed to move around campus resources to accommodate the influx of transfer students.

    “It’s about being nimble and seeing where the student population is going and meeting those needs,” Meriwether said.

    Meriwether added that in recent months, the Student Disability Resource Center and cultural centers have received major face-lifts, which, in turn, have opened up more doors for students.

    Casey Park, an HSU alumna, was glad for the rising number of retained students, but said the campus administration’s past actions around retention shouldn’t be ignored as a new wave of measures are enacted. Park is an Associated Students coordinator, but gave her perspective only as an alumna.

    “We are still going to need to reconcile the years where we were neglectful of students,” Park said. “It’s going to take a lot of really good decisions to hold ourselves accountable for that and kind of be like, ‘We were absent as an institution.’”

    Park said the HSU administration’s inaction regarding the Josiah Lawson case and other events affected previous student perceptions of HSU.

    “There wasn’t attention given to the most affected and traumatized students,” Park said. “And those are the students who went back to where we recruit from and said ‘Humboldt is not a place for me,’ and ‘Humboldt is not a place for you.’”