Forum Questions and Answers
View questions and answers from the University's Budget Forum.
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Academic Affairs
Below are responses to questions submitted regarding Academic Affairs. Select each item to view the answer.
Yes
Many graduate programs have been growing and represent a huge need in our community. Sadly, we are turning away hundreds of graduate students due to not enough space, faculty, or resources. Yes, FTEs numbers do include graduate students. Academic Affairs moves resources to areas in demand, but that means taking away from others.
CAPE is not funding any stateside positions. Some MPPs were moved to work more on Extended Education. Each member of the Academic Affairs leadership team engages in activities related to Extended Education programs. We began charging a percentage of the AA leadership team’s salary and benefits to Extended Education, which redirected over $250,000 back into the general fund as a result of a decision made by our leadership cabinet.
No
Although smaller class sizes often contribute to a vibrant experience, small class sizes also increase costs.
That's very true! We continue to support programs that fulfill important regional needs. Nursing and Education, in particular, have expanded and developed new programs over the last few years.
The outlined budget cuts will have an impact on students. Academic Affairs is doing everything possible to mitigate those effects, but unfortunately, there may be instances where students are unable to access certain courses they need in a given semester.
Yes.
Enrollment trends are the primary factor in determining cost reductions within departments.
The consultation process with departments was lengthy but necessary. As of this posting, all of these decisions have been made.
Historically departments may have carryforward based on unused salary from open positions. In the past, the amount of unspent salary money from open positions across the institution and within AA was enough to cover costs and leave some carryforward to return to units. When our enrollment is above target, we receive supplementation from the CO to cover AA costs.
Please refer to the posted budget slides.
Students will continue to be able to graduate. There will likely be some individual cases where graduation may be delayed.
While the cuts in Academic Affairs may affect some aspects of student success, we will do everything possible to support students in staying on track toward graduation. Currently, 37% of our students graduate within four years. However, in some cases — though not the norm — there may be delays in graduation due to limited course availability.
Cabinet
Below are responses to questions submitted for Cabinet. Select each item to view the answer.
No
Part of the question also mentioned: (i.e. President Rios-Ellis: Housing - $50K, Auto - $12K, totaling 62K). Response: Cabinet members do not receive housing or auto allowances. Many campuses have a presidential residence. Campuses that don't provide one offer an allowance. Vehicle allowances are often provided in lieu of mileage reimbursement.
The size of our Cabinet is smaller than most in the System. Cabinet size and membership is determined by the University's needs.
Nothing is off the table. We continue to look at all options.
Several MPP positions were added in response to state and federal mandates. For example, legislation such as NAGPRA and CalNAGPRA required the hiring of a designated NAGPRA coordinator — a role that was required to be classified as an MPP. Similar mandates and evolving compliance, equity, and student support needs have driven the creation of other MPP roles, even amid enrollment and revenue challenges.
Yes. New Chief of Staff starts June 1.
No. New VP started May 12.
Budget is being cut at all levels.
Diversity, Equity & Inclusion
Below are responses to questions submitted regarding Diversity, Equity & Inclusion. Select each item to view the answer.
The future of DEI offices is currently being discussed among CSU presidents, the Chancellor, and vice chancellors in response to the federal mandate. While we await systemwide direction, it’s important to reaffirm that our commitment to equity, inclusion, and belonging is deeply rooted in who we are as an institution. As a Hispanic-Serving Institution, with approximately 74% of our students identifying as first-generation, fostering a welcoming environment where all students, faculty, and staff feel respected and supported remains essential to our mission.
We couldn't agree with you more.
Enrollment
Below are responses to questions submitted for Enrollment. Select each item to view the answer.
That is a possibility. The primary factor within our control contributing to student attrition is the demand for online courses and scheduling flexibility to better align with students’ needs.
There is little difference in the impact. In the long run, it is cheaper to retain a student than to recruit a student.
We are currently exploring all options.
• That is the difficult situation that we're in and it is a situation that most of our fellow campuses across the CSU system are in.
• We're going to have to teach more students in some courses.
• And in some cases, we’re going to have to teach fewer courses.
Any framing of the issue as purely a recruitment issue was unintentional. The President understands the importance of retention of continuing students. AA and SA have engaged in numerous interventions to increase retention and we are aware of a number of issues that need to be addressed, including increased online offerings as well as scheduling courses that better fit student schedules.
We schedule tours throughout the week. Wednesdays are indeed an ideal day to schedule campus tours, as they offer a strong opportunity to showcase a vibrant and active campus environment.
Capital Planning & Facilities Management
Below are responses to questions submitted for Capital Planning & Facilities Management. Select each item to view the answer.
• There is no construction of a new pond. However, the campus is working on the Water Recharge Revamp Project. One-time funding was provided by the CSU Chancellor's Office. This is outside of our budget challenges.
• Those one-time dollars are being used to help us more efficiently manage water on campus. This revitalization will water our entire landscape and help us with our sewage.
We are currently actively exploring how to utilize our beautiful campus to create new revenue streams.
General
Below are responses to questions submitted regarding general topics. Select each item to view the answer.
The vast majority of public universities operate on some level of structural deficit. It is likely the case that your department has spent money it doesn't have. Historically this deficit has been covered by one-time funds from salary savings from open positions. Our expenses have increased so much that we no longer have one-time funds to cover the deficit. The budget cuts we are now making are how we are rectifying the issue.
We are currently evaluating those processes.
This is more complicated than it seems. The campus is working to review this option for Summer of 2026.
There has been no judgement that a CoS position is more valuable than a Dean of Research and Graduate Studies. Although we do not currently have a Dean in this role, as stated in multiple senate meetings, the functions of that role are being covered by the AVPAA and the AVPFA.
The situation we are in is a system-wide issue. Almost all CSUs have significant shortfalls.
We currently have a multi-year resolution plan to address the structural deficit.
Stan State has operated on a structural deficit for at least since the Great Recession. Until recently, we were able to rely on one-time funds and supplementation from the CO to cover costs. In the last 3 years costs across the institution have increased significantly. Without increased funding, we are no longer able to manage the shortfall without cuts. This is not an issue of mismanagement at the institution.
Stan State has not spent anything on this initiative. According to the CO, the System investment is approximately $16 million.
The CSU systemwide benefits package plays a key role in helping us recruit for open positions. However, it's important to note that this package is negotiated at the system level and cannot be modified by individual campuses. As such, shifting benefit costs to employees is not an available option — even in the face of budget constraints — which limits our flexibility and often leaves position reductions as the only path forward.
University Police Department (UPD) has taken several steps to reduce expenses. They have held off on hiring two police officer positions and will not be adding a third dispatcher. Additionally, UPD will not be receiving two new patrol vehicles that were previously anticipated. While the team is stretched thin, they continue to provide 24/7 coverage of the campus with dedication.
The slides reflect reductions we have been doing since Spring 23, not just in Spring 23.
Managers are working with their units to evaluate the critical needs of their divisions and determining functions that may need to be adjusted or reprioritized.
We are very mindful of the impact cuts have on all members of our campus community. Unfortunately, we've had to make difficult budget decisions to ensure the long-term sustainability of our institution.
The assignment of a director or assistant director is based a number of factors, including the needs and complexity of the unit as well as compliance with HEERA, Education Code, and various other regulatory requirements.
Human Resources
Below are responses to questions submitted for Human Resources. Select each item to view the answer.
That number is variable. Many of our Special Consultants are also Stan State employees.
We understand and acknowledge that layoffs have a significant impact, not just on those directly affected, but also on the colleagues who remain. These decisions are never made lightly, and are always a last resort after exploring other options.
A message went out to all represented staff about requesting VTBR as part of the collective bargaining process for layoff. Represented staff that didn't submit by Friday, April 11, can still do so to the Labor Relations inbox (laborrelations@csustan.edu) as part of the meet & confer process. Anyone interested in reducing their time base may submit a request at any time; it does not need to occur as part of a layoff process.
Classification reviews are being conducted internally by HR. This approach helps us streamline the process, reduce costs, and maintain consistency. Our HR staff are trained professionals with expertise in classification and compensation, and they follow established criteria to ensure fairness and objectivity throughout the evaluation process.
The Chief of Staff recruitment was done internally without using a search firm. When it is determined that we need a more strategic, broader reach to attract an experienced pool of applicants, we will utilize a search firm.
Consultants are hired when their expertise can help us make informed decisions that save money or improve efficiency in the long run. We use them selectively and only when the benefit clearly outweighs the cost.
Positions were eliminated based upon the evaluation of the unit’s and division’s operational needs.
The collective bargaining agreement does not allow us to reach out and provide prior notice prior to the official notice. Restricting email access is a standard business practice across organizations.
While it would have been ideal to meet with each individual for a longer, more personal conversation, unfortunately that wasn’t feasible. That said, please be assured no one was escorted out or rushed. Individuals were given the option to return to their offices, and if they preferred not to, we coordinated times for them to gather their belongings after hours or on a weekend. After meeting with HR, employees also met with our benefits team, who provided them with information about unemployment, benefit continuation, and how to transition their coverage. In some cases, individuals were placed on paid leave starting that day to give them space to begin planning their next steps. The process was handled with empathy, care, and professionalism.
We will evaluate the need for further reductions based on university operational needs and the budget.
Furloughs are a temporary savings and must be initiated at the System level. All employees, individually, have the ability to request a voluntary timebase reduction. Approval of those requests will be evaluated based on university needs.
All salaries are a challenge as our total salaries for the university account for over 85% of our General Operating Budget.
As we move through making adjustments, we are aware that some will need to have their compensation changed or people will need to be reclassed. Those actions are currently going through HR & budget office. Appropriate compensations are taken out of "savings."
Each represented group has collective bargaining agreements that address layoff provisions including severance, benefits, and reemployment rights. Non-represented employees are provided layoff rights outlined in CSU policy.
MPP Positions
Below are responses to questions submitted for MPP positions. Select each item to view the answer.
MPP's are evaluated annually and receive compensation increases in accordance with systemwide and campus policies. Compensation policies can be found online, https://www.calstate.edu/policies.
Roles are determined by function and level of responsibility required to perform the associated tasks.
Our MPPs are typically the lowest or near the lowest paid in the system; however it's important to note that the university has an obligation for all positions, including MPP's, to have fair and equitable compensation.
MPPs do not receive annual increases. The 5% increases in 2023-24 and 2024-25 were in alignment with the bargained increases for represented staff. The Chancellor's Office directed these increases for MPPs that met the eligibility criteria.
We do have a list and can share it at a later date, as the details vary depending on which specific regulation is being referenced.
We are awaiting the Governor's May Revised Budget. Further reductions are contingent upon next year's budget. Nothing is off the table. We continue to look at all options.
No positions have been filled in secret. As a public institution of higher education, our hiring processes are transparent and follow established protocols.
Nothing is off the table. We continue to look at all options.
MPPs do not receive monthly raises.
• HR non-retained one MPP
• HR has an MPP that's not non-retained and is on the books (being loaned to Chancellor's Office for next 3 years)
Business & Finance = 6
Academic Affairs = 6.5
Student Affairs = 4
The assignment of a position as an MPP is based on a number of factors, including compliance with HEERA, Education Code, and various other regulatory requirements. The work is classified as such based on the material function of the position. MPP headcount over a 10-year period is not readily available.
Research & Sponsored Programs
Below are responses to questions submitted for Research and Sponsored Programs. Select each item to view the answer.
Original question: For the 5 employees who were laid off due to their federal grant being frozen (they have always brought in their own grants), will their lay off notices be rescinded if the grant is reinstated (which is supposed to be happening soon)? Their program has been a part of the University, and the University has financially benefited from ESRP for each grant received, for 33 years.
Answer: The federal grant used to fund ESRP has been frozen. We are working with our legislators to explore ways to recapture these funds.
Original Question: Could you help us understand the decision-making criteria that led to cutting positions in self-funded programs like ours that generated overhead for the University? Especially for hourly staff that only charge for time when they work. I'm concerned about whether staff from soft-money programs and projects – many of which have been a staple of this University – were disproportionately impacted. These same projects and programs, which are self-supporting, could be used to recruit undergraduate and graduate students.
Answer: Positional eliminations in the ESRP program were due to loss of federal funding and were completed in accordance with collective bargaining agreement.
Strategically reallocate scarce resources to support faculty/staff in writing and executing grants.
Strategically reallocate scarce resources to support faculty/staff in writing and executing grants.
Staff
Below are responses to questions submitted regarding Staff. Select each item to view the answer.
Original question: You mention pay rates will be assessed due to workload increases, but the IRP declination rate in Academic Affairs is 95%. How equitable will the decisions be made in considering stipends for staff? Declination rate for Business & Finance is 88%. Declination rate in Communications is 100%. Only Student Affairs has a chance to receive fair pay. Answer: IRPs & reclassifications have been approved in certain situations. MPP equity increases have decreased significantly in the past few years. Approval of IRPs are based on a number of factors, including available budget.
We will hire based on needs.
The current plan is to use two analysts to cover the four colleges and shift many duties to staff at the divisional level
Please talk with your manager or department lead.
Due to funding decreases, some departments or divisions may have fewer student employee positions available. We also receive federal funding for student employment through the Work-Study program, which could potentially be eliminated — though, at this time, it has not been.
This is currently being assessed.
Nothing is off the table. We continue to look at all options.
Exempt employees are expected to accomplish assigned work without regard for the number of hours worked.
We are exploring alternative revenue streams to create more cash flow and positive impacts. As we evaluate these new streams all of these things will be taken into consideration. The purpose of these streams is to reduce our reliance on state revenue streams.
IRPs & reclassifications have been approved in certain situations. MPP equity increases have decreased significantly in the past few years. Approval of IRPs are based on a number of factors, including available budget.
Original question: The Promise Scholars program has a budget of $331,000, the decision to let go of the Promise Scholar Coordinator in March has raised important questions. Could you please provide an update on the status of that position? Specifically, what plans are in place for either filling the role or reallocating those responsibilities? Understanding the future direction for this key role would help clarify how the program will continue to support students effectively. Answer: The Promise Scholars program is a very important student support program. Personnel decisions are confidential, and the position is being reviewed. There are multiple staff members filling in to support this student population and they are receiving additional compensation.
Voluntary time base reductions are initiated by the individual personnel and may be requested at any time. Please follow- up with your direct supervisor if interested in reducing your time. According to the collective bargaining agreements, time-base reductions initiated by managers are considered layoffs and must follow the layoff process.
Stockton
Below are responses to questions submitted regarding Stockton. Select each item to view the answer.
The collaboration with the charter high school in Stockton provides an alternative revenue stream for the University. Currently, no formal decision has been made regarding how these funds will be allocated. The revenue could potentially support University-wide initiatives or be directed specifically to benefit the Stockton Campus. Additionally, since we do not have a dedicated foundation or auxiliary to hire grant-funded positions, these funds may help address related operational needs.
AA is currently examining the feasibility of teaching lower-division courses at Stockton
Student Affairs
Below are responses to questions submitted regarding Student Affairs. Select each item to view the answer.
We are exploring this.
University Advancement
Below are responses to questions submitted regarding University Advancement. Select each item to view the answer.
We are a public institution and we may not be able to legally monetize on that.
Original question: I have seen a theory that funding is more readily available to institutions with strong philanthropic support. Is there data to support that, if we help ourselves, our governments will be more likely to fund us? Are larger institutions with a large philanthropy base being funded differently? Answer: Base funding structures are not dependent upon philanthropy efforts. Alternative funding streams, including various government grants can be very helpful.
To enhance and grow the impact of philanthropy for Stan State.
We are exploring how external philanthropic support can help provide additional resources, including how naming opportunities may be strategically aligned with that support.
Yes, we want to increase philanthropy from all sources. 1960 Minutes of Giving was a great example of such efforts. We are committed to continuing to building traditions like this.
Sponsorships for external activities and events are being evaluated to determine where this form of community engagement should remain a priority and where it can be streamlined or accomplished through philanthropic partners on behalf of the University.
Voluntary Separation Incentive Program
Below are responses to questions submitted regarding the Voluntary Separation Incentive Program. Select each item to view the answer.
At this point in time, another VSIP is not being considered as it is very costly.
At this point in time, another VSIP is not being considered as it is very costly.
Updated: May 20, 2025