HomeMy WebLinkAboutMINUTES - 10122004 - SD3 TO: BOA"OF SUPERVISORS
FROM: Supervisor Mark DeSaulnier E . » Contra
Costa
DATE: October 12, 2004 County
SUBJECT: California State University Contra Costa County r
SPECIFIC REQUEST($)OR RECOMMENDATION(S)&BACKGROUND AND JUSTIFICATION
SUPPORT the siting of full California State University campus within our County.
ACKNOWLEDGE that under the leadership of former State Senator Dan Boatwright and Contra Costa
Times Publisher Dean Lesher,Contra Costa was able to build and open what is now Cal State Hayward
Contra Costa Campus in Concord.
ACKNOWLEDGE that Centra Costa County is the ninth largest County in the State of California antthe$`
largest county without its oven full California State University campus or University of California.
campus.
ACKNOWLEDGE that because of State and local budget situations,Contra Costa will have to partner
with the State and be open to new models to achieve the goal of a full California State University for
Centra Costa County.
ACKNOWLEDGE that Cal State Hayward Contra Costa County is embarking upon a facilities program
for the future.(Supervisor DeSaulnier has been asked to join.)
CONTINUED ON ATTACHMENT: ITS SIGNATURE:
RECOMMENDATION OF COUNTY ADMINISTRATOR RECOMMENDATION OF BOARD COMMITTEE
APPROVE OTHER
MNATUREfSk
ACTION OF BOARD ON '- a' APPROVED AS RECOMMENDED "OTHER
R h
VOTE OF SUPERVISORS
Ie I HEREBY CERTIFY THAT THIS IS A TRE
UNANIMOUS(ABSENT L �{��� AND CORRECT COPY OF AN ACTION TAKEN
AYES: NOES: AND ENTERED ON THE MINUTES OF THE BOAR
ABSENT: - ABSTAIN:- - OF SUPERVISORS ON THE DATE SHOWN.
AT'T'ESTED € ` �v°�u � O,,
JOAN SWEETEN,CLERK OFHE BOAR
SUPERVISORS AND COUNTY ADMINISTRATOR
Contact: 1/
cc: Staff,Family and Human Services Committee s ( L,.�`
Community Devetopment Director BY � ,DEPUTY
Asst.County Administrator-Legislation(Roffman)
REQUEST that through City/County Relations,the Board of Supervisors and cities work with the State
to assist in the goal of a full Cal State University in Contra Costa.For example new major development
at the airport could provide either a satellite campus facility or create a revenue stream for a new Cal
State University.
REFER for discussion to Family and Human Services Committee.Ask the Community Development
Department to report on any potential opportunities.
COMMUNICATE with the State and legislative delegation our wish to work collaboratively towards our
ultimate goal.
FISCAL..IMPACT
There is no fiscal impact associated with the recommended actions.
BACKGROUND
Contra Costa County now has a population of over 1,000,000 people. It is the ninth most populous
county in the state. Of the 10 largest counties(by population)it is the only one without either a UC or
full CSU campus.
Educational facilities deme a region. Universities are magnets attracting both families and businesses to
a region.They enhance the quality of life and increase cultural recreations as well as educational
opportunities.
Several years of planning are typically required to site academic institutions. This is an ideal time to
begin the process for Contra Costa County,anticipating the state's improving fiscal condition that will
result from continuing growth in the economy.It is also a time when we can explore financing
opportunities from within our area.
CHILDREN'S IMPACT STATEMENT
The recommended actions would support the following two children's accountability outcomes.
Children heady and.Succeeding in School, and Families that are Economically Self Sufficient.
CORRECTED COPY!
PLEASE DESTROY
PREVIOUS ISSUE
ADDENDUM TO SD.3
OCTOBER 12, 2004
Can this day the Board considered approving recommendations regarding the siting of a
:Full California State University Campus in Contra Costa County and to tape actions in
furthering that goal.
Supervisor DeSaulnier made the presentation and commented on Centra Costa County
having a population of over 1,000,000 people, and being the only County without either a
UC or full CSU campus. Supervisor DeSaulnier believed it was an ideal time to begin the
process for Contra Costa County to site academic institutions.
Craig Cheslog, (Representing Senator Tom Treason), 2801 Concord Boulevard,
Concord, expressed Senator Torlakson's strong support for this effort and thought
Contra Costa County should be taking steps to ensure they have a full CSU
campus in this County, and he looked forward to entering into a partnership with
the Board and other groups mentioned by Supervisor Deadlier;
Supervisor Gioia suggested that regional university satellites with regional names
might be preferable to establishing a Contra Costa CSU campus, and that the UC
system should work with the counties of Alameda and Contra Costa to discuss the
concept of an East Bay campus.
Peter Wilson, (California State University), Hayward-Concord Campus, 108
Bwytm Circle, Pleasant Hill, spoke about how the County could help to increase
enrollment in the satellite;
After conclusion of further discussions, the Board took the following actions:
• SUPPORTED the siting of a regional California State University campus in
Contra Costa County;
• REFERRED the matter for discussion to Family and Human Services Committee;
• REQUESTED Community Development to report on any potential opportunities;
• COMMUNICATE with the State and legislative delegation our wish to work
collaboratively towards our ultimate goal;
• REQUESTED CSU, Hayward to start discussions with Alameda County to talk
about the name change.
Supervisor DeSaulnier moved to approve the preceding recommendations, and
Supervisor Gioia seconded the motion.
Oct 6 , 2004 1 :44AV SUPERVISOR MARK DE SAULNIERNb1844 P 111
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CALIFORNIA STATE UNIVERSITY CAMPUSES
California State University Bakersfield(Kam County)
California State University Channel Islands(Ventura County)
California State University Chico(Butte County)
Californias State University Dominguez Hills(Los Angeles County
California State University Fresno(Fresno County)
California State University Fullerton(orange County)
California State University Hayward(Alameda County)
Humboldt State University(Humboldt County)
California State University Long Beach(Los Angeles County)
California State University Lae Angeles(Los Angeles County)
California Maritime Academy(Ventura County)
California State University Monterey Bay(Mont 'ey County)
California State University Northridge(Los Angeles County)
California Stene Polytechnic University,Pomona(LosAngelesCounty)
California State University Sacramento(Sacramento County)
California Stone University San Bernardino(San Bernardino County)
SanDiego State University(San Diego County)
San'Francisco State University(San Francisco County)
San Jose State University(Santa Clara County)
California Polytechnic State University,San Luis Obispo(SLO County)
California State University San Marcos(San Diego County)
Sonoma State University(Sonoma County)
California State University Stanislaus(Stanistaus County)
UNIVERSITY OF CALIFORNIA CAMPUSES
Berkeley
Davis
Irvine
Los Angeles
Merced
Riverside
San Diego
San Francisco
Santa Barbara
Santa Cruz
Oct , 6 , 2664 1 44k� SUPERVISOR MARK DE _ N'W .bZds
Strategic !. Planning
Strategic Planning at CSU
For several years, CSU has been engaged in a strategic planning effort, documented in
the Cornerstones Report. Cornerstones is an "umbrella effort," "designed to complement
and support ...strategic planning activities that are ongoing on' the CSU
campuses" (Cornerstones,preface). One of CSU's major challenges is to "secure adequate
state resources for all Californians who desire a college education" (Cornerstones,
appendix,p. 3). Within this framework, CSU aims to preserve the shamed governance,
support individual campuses in serving different communities with unique needs, and
protect and regenerate superior faculty.
THE CORNERSTONES REPORT
The CSU"s Cornerstones project identified four policy goals for the California State
University campuses,which include(1) educational results; (2) access to higher
education; (3)financial stability; and(4)university,accountability. Aligning strategic
plaguing efforts at individual CSU campuses with these policy goals will allow each
university to "contribute to a larger statewide public and policy audience"(CQ=ij=qs
Report,Preface), advancing the overall, comprehensive effort of California's higher
education,system to respond to emerging challenges.
Educational results
"The CSU seeks to ensure that each graduate of the university meets high expectations
regarding what graduates should know and do, and E will be held,accountable to achieve
these expectations." CSU will provide educational excellence,while responding to the
needs of Californians,both.young,and older_and-working-adults.These will be
accomplished through"innovation in the use of its facilities,the methods of teaching and
learning, the development of flexible academic schedules,the nature and duration of
programs,the locations where education takes place,and the ease with which students get
services" (CQn1gut
Access to higher education
"The very structure of public higher education is predicated on the idea that every
resident competent to benefit from instruction has some place to learn." CUs role is ley
in meeting this commitment. This will be accomplished through outreach programs,
retention efforts, support ofK-12 efforts, strengthening relationship with community
colleges,providing education beyond baccalaureate,including career transition education
and lifelong learning(Cornerstones Report,Access to Higher Educatioll).
Financial stability
CSU aims to provide an"environment where resources are stable enough that
campuses can make plans, determine priorities, and successfully implement them." It is
essential for students to be able to court on predictable fees and adequate aid in planning
completion of their education. While State of California's commitment to provide CSU
Oct b • 1UJ4 i I :4bAM �11�'tKV !SUK C�AKK UL 6AUL^1�tti
11 NO Gldd
with necessary funding is essential, "it must be,matched by our own efforts to produce
excellence. Financial stability will only be achieved through a combination of increased
revenues and increased productivity and savings" ( toes P effort,- ar clad
Stability).
University accountability
CSU has moved to become "a community of distinct and diverse campuses," „ in a
context of shared goals and broad commitments to the people of California," allowing
campuses a"greater flexibility and autonomy." CSU will account for its performance
through"assessment of student achievement, and E reports [of CSU's performance] to the
public."The reporting system,will focus on achievements of each university based on the
diverse nature of each campus and its students" .(_ ortetvns, epot tiiiversty
Accountability).
Implementation plan
In an effort to "create a truly student-centered university, in which every member of
the University community? faculty, staff', and administration?has a responsibility for
contributing to student success," the Cornerstones implementation plan"addresses the
!'following] key issues of system-wide concern." Each initiative suggests several proposed
implementation steps, available in the detailed text of the implementation plan draft on
the Cornerstones web site.
1. "Each university will strengthen baccalaureate education through student learning
outcomes and assessment.
2. Each university will assure the quality of the baccalaureate experience and process.
3. Each university will examine its programs to ensure that current programs are
heeded,effective, and have appropriate and understandable requirements.
4. Universities will make their service more-accessible in time and place,by
removing, to the extent possible, constraints on teaching and learning caused by
time or location.
5. The CSU will support system and university-wide efforts to increase the number
and proportions of high-school students who are prepared for college-level study
upon entry,and in the process,reduce the percentages of students iieeding remedial
education.
6. The CSU will increase access to education beyond the baccalaureate, including
degree and certificate programs as well as other forms of continuing and
professional education.
7. The CSU and each university will make systematic progress toward achieving the
conditions that will allow faculty to play their integral role in implementing the
plan" (Draft Cornerstones Implementation Plan).
RESOURCE "GAP'S"
CSU anticipates several gaps between expected need and available resources. By year
2005 CSU's deficit resulting from insufficient revenues to meet enrollments needs is
projected to be between$58 to $240 million. An estimated need for necessary technology,
replacement of obsolete equipment,maintenance of laboratories, library acquisitions,
mandatory price increases, and maintenance for new space is about$680 million.
Additional resources are necessary to accommodate a 26%projected increase ki
enrollments. Funds available to students in need of financial aid are declining, while the
number of such students is expected to increase to about 60% of total enrollments by
2005 (Cornerstones Repprt,Appetxdix, p. 6).
Uct . E 2004,J ! :40r IM'l-". S� RI i OR MARK DE S ULKIERleo b28.4 P . 4i
T,
California
-�' State :.,
niversft
Explore the System Issues &ideas Locate & Find InfoCenter liome
About orn-ji r tines.
The CSU has completed a major systemwide
strategic planning initiative called Cornerstones.
Cornerstones was stimulated in part by the
Association of Governing Boards and the Pew
Trusts Higher Education Round Table. These
associations incorporated a national roundtable
effort to model discussions about planning and
reframing higher education for the future.
They requested that CSU participate In this project
to be the first national example of a public,
muiticampus system planning effort Involving
trustees and faculty In deliberations about future
plans and decisions, The purpose was to generate
steps to meet the challenges of the next decade.
The organizing principle was the CSU`s four
fundamental commitments -- these are the
university's four "cornerstones":
• First, we have promised the highest
standards of undergraduate education. We
must define-what the public can-expect:from
a CSU education: what we expect our
graduates to have learned and how we will
assess that learning.
• Second, we have promised to meet the
demand for higher education in California
with the available resources.
• Third, we are answerable to the people of
California, and accountable for our
performance.
• Fourth, we have a non-negotiable
commitment to serve the changing
educational needs of the state and its people.
Now we tried to answer how, not whether, we can
make good on these commitments. The
Cornerstones project had two dimensions: the work
of a small group of"Cornerstones members," and
the broader involvement of the CSU community.
Cvt , G . 20G4 1 4EA\� SUPERVISOR I' ARK DE SALLNIER l,0.b6�.
WorKing in tanaern, these two processes produced
policy recommendations around each of the
University's four cornerstones. Where we are and
what we have done within this bi-dimensional work
pian has been detailed below.
Where we are going:
The Cornerstones Report was endorsed as a
systemwide planning framework by the Board of
Trustees on January 28, 1998. The next phase
includes working with campuses to develop best
methods and practices to implement the stated
principles and recommendations. Status reports
will be made to the Board of Trustees on an on-
going basis.
Naw Cornerstones was structure.,
The Cornerstones group was composed of twenty-
four nnernbers representing trustees, faculty,
students, presidents,and senior system
administrators. The group was facilitated and led
by Thomas Ehrlich, CSU Distinguished Scholar. He
has been supported by a core staff of three
individuals. Charles Undahl, Interim Senior Vice
Chancellor for Academic Affairs, and Brian Murphy
and Jane Wellman, Special Assistants for Planning
to the Chancellor.
Much of the early work was accomplished by four
Cornerstones task forces. The task farces were
organized around the four "ornerstones",of the
CSU. Each included members of Cornerstones and
partners from the broader CSU community and
beyond. The four task farces were:
Learning for the 21st Century
Chair: Jim Highsmith
Meeting the Enrollment and Resource
Challenge
Chair: Molly Corbett Broad
Institutional Integrity, Performance, and
Accountability
Chair: Bernie Goldstein
Postbaccalaureate and Continuing Education;
Helping Shape California's Future
Chair: Stephen Wever
Act , 6 . 2004 i 1 :46AW, SUHtKV I SUH MAhK Ut �AULN i tK
I t1t WSK rorces compietea tneir papers in March,
1997. These papers, together with the Principles
Document, were the basis of consultation
processes In the Spring of 1997 that started with
the Acadamic Conference in February and
Continued throughout the term with campus based
forums and meetings, Cornerstones members
attended these consultations and received
feedback on the Principles Document, Over the
summer, revisions were made to the document
which produced the August draft of the
Cornerstones Deport.
Similar campus consultations occurred throughout
the fall semester and final thoughts were received
from campus constituencies. Utilizing these
comments, a final draft of the Cornerstones report
was rewritten and accepted by members in early
December. This final draft was then adopted
unanimously by the Board of Trustees.
( About Cornerstones
Rgports [ Rejaurces
'raSUPERVISO MIARK DE SAULNIER" ! 6?8w « P 7/1
Oct . 6 200 i ' : 6A` <.� r .M1.,.,.. ,......
t
--— - California
COunties in California Sorted By Population
County 2000 ,
Population
LC3,5„�[tG''#ens.C� 9,515,338
CSrants+� •punev 2,846,289 `
ars kil ab `� r�tv 2,613,833
rnsno Civ, 1,709,434
Ssnta c ara Grunty 1,882,585
ittvaesid,C own + 1,545,367
meda_sWounty 1,443,741
5aeramn*�County 1,223,499
terraCo ntv 488,815
.z 799,407
#`ran-i4 Ctty&[aunty 776,733
� Y 753,197
Sin Ma;g C� 707,161
K rrt unto 661,645
s�41. 3 563,598
Sena-ma Gauaty 455,614
Steniskaus CDUrttY 44.6,997
motemyGa nye L -
401,762
Sntarbare c oi�*" 399,347
Solana C _nt 394,542
Ire County 368,OZ1
nraua Cu n v 255,602
(TCP 11)
6. 2004 1 ' :44A' SUPERVISOR MARK DE SAILN(ER �b4
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CALIFORNIA STATE UNIVERSITY CAMPUSES
California State University Bakersfield(Kern County)
California State University Channel Islands(Ventura County)
California State Unlversity Chico(Butte County)
California State University Dominguez Hills(Los Angeles County
California State University Fresno(Fresno County)
California Stage University Fullerton (Orange County)
California State University Hayward(Alameda County)
Humboldt State University(Humboldt County)
California State University Long Beach(Los Angeles County)
California State University Los Angeles(Los Angeles County)
California Maritime Academy(Ventura County)
California State University Monterey flay(Monterey County)
California State University Northridge(Los Angeles County)
California State Polytechnic University, Pomona (LosiAngelesCounty)
California State University Sacramento(Sacramento County)
California Stats:University San Bernardino(San Bernardino County)
San Diego State University(San Diego County)
Spin Francisco State University(San Francisco County)
San 3ose State University(Santa Clara County)
California Polytechnic State Universlty,San Luis Obispfo(SLO County)
California State University San Marcos(San Diego County)
Sonoma State University(Sonoma County)
California State University Stanislaus(Stanislaus County)
UNIVERSITY OF CALIFORNIA CAMPUSES
Berkeley
Davis
Irvine
Los Angeles
Merced
Riverside
San Diego
San Francisco
Santa Barbara
Santa Cruz
Oct . 6 . 2004 1 :44AV, SUPERVISOR MARK DE SALLN[6R NO•b ib� P 11 i
Strategic ;Planning,
Strategic Planning at CSU
For several years,CSU has been engaged in a strategic planning effort documented in
the Cornerstones Report. Cornerstones is an "umbrella effort„ "designed to complement
and support ...strategic planning activities that are ongoing on the CSU
campuses" (Cornerstones,preface). One of CSU's major challenges is to "secure adequate
state resources for all Californians who desire a college education" (Cornerstones,
appendix,p. 3). Within this frarnework, CSU aims to preserve the shared governance,
support individual campuses in serving different communities with unique needs, and
protect and regenerate superior faculty.
THE CORNERST0NES REPORT
The CSU's Cornerstones project identified four policy goals for the California State
University campuses, which include(1) educational results; (2)access to higher
education; (3) financial stability; and(4)university,accountability.Aligning strategic
planning efforts at individual CSU campuses with these policy goals will allow each
university to "contribute to a larger statewide public and policy audience" Con�erst�ne�
Report,Preface), advancing the overall, comprehensive effort of California's higher
education system to respond to emerging challenges.
)Educational results
"The CSU seeps to ensure that each,graduate of the university meets high expectations
regarding what graduates should know and do, and E.will be held accountable to achieve
these expectations." CSU will provide educational excellence,white responding to the
meds of Californians,both young,and older and working adults.These will be
accomplished through"innovation in the use of its facilities,the methods of teaching and
learning, the development of flexible academic schedules,the nature and duration of
programs, the locations where education takes place, and the ease with which students get
services" ( tr e tor! s.. �1?�'.� d lam%.Re 4.1
Access to higher education
"The very structure of public higher education is predicated on the idea that every
resident competent to benefit from instruction has some place to learn.." CSU's role is key
in meeting this commitment. This will be accomplished through outreach programs,
retention efforts, support of K-12 efforts, strengthening relationship with community
colleges,providing education beyond baccalaureate, including career transition education
and lifelong learning(Cornerstones Report,Access to Higher Education).
Financial stability
CSU aims to provide an"environment where resources are stable enough that
campuses can make plans, determine priorities, and successfully implement there." It is
essential for students to be able to court on predictable fees and adequate aid in planning
completion of their education, While State of California's commitment to provide CSU
f..
UCk b . '2UU4 11 ;4bAM �UPL V1�ON MOK Ut �AULNIt IVO,tzd N < /
with necessary funding is essential, "it must be matched by our own efforts to produce
excellence. Financial stability will only be achieved through a combination of increased
.revenues and increased productivity and savings"Qgpguyozes
stability).
University accountability
CSU has moved to become °"a community of distinct and diverse campuses," in a
context of shared goals and broad commitments to the people of California," allowing
campuses a"greater flexibility and autonomy." CSU will account for its performance
through"assessment of student achievement, and t reports [of CSU"s performance] to the
public."The reporting system,will focus on achievements of each university based on the
diverse nature of each campus and itsstudents'" .(_ or.eft e�,�L�ox-t tijiversity.
Accountability).
Implementation plan
In an effort to"create a truly student-centered university, in which every member of
the University community? faculty, staff, and administration?bras a responsibility for
contributing to student success," the Cornerstones implementation plan "addresses the
(following] key issues of system-wide concern."Each initiative suggests several proposed
zfnplernentation.steps, available in the detailed text oftl°�e implementation plan draft on
fie Cornerstones web site.
I "Each university will strengthen baccalaureate education through student learning
outcomes and assessment.
2. Each university will assure the quality of the baccalaureate experience and process.
3. Each university will examine its programs to ensure that current programs are
needed,effective, and have appropriate and understandable requirements.
4. Universities will make their service xtfore-accessible-in time and place,by
removing, to the extent possible, constraints on teaching and learning caused by
time or location.
5. The CSU will support system and university-wide efforts to increase the number
and proportions of high-school students who are prepared for college-level study
upon entry;and in the process,reduce the percentages of students needing remedial
education.
6. The CSU will increase access to education beyond the baccalaureate, including
degree and certificate programs as well as other forms of continuing and
professional education..
7. The CSU and each university will make systematic progress toward achieving the
conditions that will allow faculty to play their integral role in implementing the
plan" (Draft Cornerstones Implementation.Plan).
RESOURCE "GAPS"
CSU anticipates several gaps between expected need and available resources. By year
2005 CSU's deficit resulting from insufficient revenues to meet enrollments needs is
projected to be between S58 to $240 million.An estimated freed for necessary technology,
replacement of obsolete equipment, maintenance of laboratories,library acquisitions,
mandatory price increases, and maintenance for new space is about$680 million.
Additional resources are necessary to accommodate a 26%projected increase in
enrollments. Funds available to students in need of financial aid are declining, while the
number of such students is expected to increase to about 64%of total enrollments by
2005 (Cornerstones Report.,A,ppendzx,p. 6).
Oct 6 tOG4 1 iail ,, SUPRi�IS itAiK D SAU.If R, h '13 �!
11 '/ky i rsi:
It L:;,
yt ..
The California
4
t
Explore the System Issues&ideas Locate & Find InfoCenter Home
The CSU has completed a major systemwide
strategic planning initiative called Cornerstones.
Cornerstones was stimulated in part by the
Association of Governing Boards and the Pew
Trusts Higher Education Round Table. These
associations incorporated a national roundtable
effort to model discussions about planning and
reframing higher education for the future.
They requested that CSU participate In this project
to be the first national example of a public,
multicampus system planning effort Involving
trustees and faculty In deliberations about future
plans and decisions. The purpose was to generate
steps to meet the challenges of the next decade..
The organizing principle was the CSU's four
fundamental commitments -- these are the
university's four "cornerstones":
+ First, we have promised the highest
standards of undergraduate education. we
must-define-what the public canexpectfrom
a CSU education: what we expect our
graduates to have learned and how we will
assess that learning.
. Second, we have promised to meet the
demand for higher education in California
with the available resources.
• Third, we are answerable to the people of
California, and accountable for our
performance,
. Fourth, we have a non-negotiable
commitment to serve the changing
educational needs of the state and its people.
Now we tried to answer how, not whether, we can
make goad on these commitments. The
Cornerstones project had two dimensions: the work
of a small group of"Cornerstones members," and
the broader involvement of the CSU community.
Oct . 6. 2004 SUPERVISOR MARK DE SAULN1ER 10 b2bb N b/
Worxing in tanaem, these two processes produced
policy recommendations around each of the
University's four comerstones. Where we are and
what we have done within this bi-dimensional work
pian has been detailed below.
Where we are going:
The Cornerstones Report was endorsed as a
systemwide planning framework by the Board of
Trustees on January 28, 1998, The next phase
includes working with campuses to develop best
methods and practices to implement the stated
principles and recommendations. Status reports
will be made to the Board of Trustees on an on-
going basis.
How Cornerstones was structured:
The Cornerstones group was composed of twenty-
four members representing trustees, faculty,
students, presidents, and senior system
administrators. The group was facilitated and led
by Thomas Ehrlich, CSU Distinguished Scholar. He
has been supported by a core staff of three
individuals: Charles Lindahi, Interim Senior Vice
Chancellor for Academic Affairs, and Brian Murphy
and Jane Wellman, Special Assistants for Planning
to the Chancellor.
Much of the early work was accomplished by four
Cornerstones task forces. The task forces were
organized around the four "cornerstones" of the
CSti. Each included members of Cornerstones and
partners from the broader CSU community and
beyond. The four task forces were.
Learning for the 21st Century
Chair: Jim Highsmith
Meeting the Enrollment and Resource
Challenge
Chair: Molly Corbett Broad
Institutional Integrity, Performance, and
Accountability
Chair: Bernie Goldstein
Postbaccalaureate and Continuing Education;
Helping Shape California's Future
Chair: Stephen Weber
Act , 6 , 2004 1 1 .460 AUK MAXK Ut �AUUN i ttt
i fit rasrc rorces compieteo tnelr papers in March,
1997. These papers, together with the Principles
Document, were the basis of consultation
processes In the Spring of 1997 that started with
the Academia Conference in February and
continued throughout the term with campus based
forums and meetings, Cornerstones members
attended these consultations and received
feedback on the Principles Document, Over the
summer, revisions were made to the document
which produced the August draft of the
Cornerstones Report.
Similar campus consultations occurred throughout
the Fall semester and final thoughts were received
from campus constituencies. Utilizing these
comments, a final draft of the Cornerstones report
was rewritten and accepted by members in early
December. This final draft was then adopted
unanimously by the Board of Trustees.
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Qct ' S• 2SQ i ' :4SRt �-SIIPER'JiSO? I;ARK DE SAiCili` itio•6�83 p 71'
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California
counties in California sorted 9y Popuiation
County 2000 .
population
. i.�An �ia��t31flTtY 9,519,335
�Sran e C unto 2<846,269
�Sernardina County 1,709,434
ants Cz Cos�n�y 1,682,5$5
Riverside Counnty 1,545,387
fllztmeda County_ 1,443,741
r m run 1,223,499
nkrs a, Cou v 948,$16
799,407
$s3�Fr cis �Clty t -nu tidy I 776,733
ytturanunty 753,197
San hiato_Co n
70 7,16 1
temcau ,y 6£1,545
ilt4 i CatEnty 563,599
Sor�flrna County 459,614
Stan lsIaU Ca__�u_,nty 446,997
Nftttyry CbU 401,762
Santa Barn 399,347
5olano a r tY 394,542
Tu),re Cou+tv 368,021
;�„nra�3ux_Coun;v ; 255,602
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