Building the Structures Necessary for Mid-21st Century Success

Dear Faculty and Staff,

Typically, the content of my bi-monthly Thursday notes is relevant to all members of our community: students, staff, faculty, and alumni. Every now and then, however, I want to provide updates geared primarily to employees. Since this is one of those times, today’s note is written primarily for faculty and staff. 
 
As you have heard me say, over the course of my short tenure here, it is my hope that faculty and staff will join together—wholly and forcefully—to position California Lutheran University for both short- and long-term success. The former is within sight; the latter will necessitate ongoing commitments from each and every one of us. 
 
In terms of short-term success, three updates are top of mind. One, we are starting to see light at the end of the “pandemic tunnel” thanks to the slow but sure rollout of vaccines. Two, Cal Lutheran is eligible to receive a second round of federal emergency funding through the Coronavirus Response and Relief Supplemental Appropriations Act (CRRSAA). Three, the influx of federal funds, combined with both expense containment and our methodical plan to support enrollment (enrollment support includes a two-fold increase in residential students compared to fall, a modified resumption of athletics, and a commitment to face-to-face instruction as conditions permit), has put us in a decent financial position as we approach Spring Census. A huge thank you to all who have helped get us this far this quickly.
 
In terms of the long-range success, we are not out of the woods yet. Two critical issues are applying immediate pressure in regards to mid- and long-term success. One, our Fall ’21 TUG applications numbers are down significantly. This shortfall calls us to work collectively, in strong and smart ways, to bolster applications, yield rates, and deposits for the Fall term. Two, we need to build, in short order, the structures, culture, and policies suited for a future-focused, mission-driven Lutheran university. With the second point in mind, please review the macro-level descriptions of three positions that we plan to appoint in the next fiscal year. These positions have been crafted amidst the strategic yet difficult personnel layoffs, budget reconfigurations, and staffing modifications implemented this year.
 
A new Diversity Officer Position (title to be determined). For several months now, I have weighed input and recommendations regarding a senior diversity position from campus affinity groups, diversity councils, and other internal and external stakeholders. Additionally, in mid-December, the entire Cabinet completed a five-hour diversity training program with Lasana Hotep, Director for Diversity, Equity, Inclusion and Belonging at UC Berkeley. Currently, Cabinet members are conducting information interviews with sitting CDOs throughout the country so we can better understand the advantages and disadvantages of the Diversity, Equity, Inclusion (DEI) structures on their respective campuses. 
 
Based on data from these activities, we will soon draft a position description for a Cal Lutheran diversity officer. The new officer will be empowered to work with constituents across all levels of the organization to foster a healthy campus climate. I expect to launch a national search in March that will be aided by an inclusive search advisory committee. As part of the search process, finalists will be invited to come to campus in late spring (if health and travel protocols allow) or meet with faculty, staff, and students on zoom. If all goes well, the successful candidate should be poised to assume the post before the start of the Fall ’21 semester.
 
A reconfigured Director of Faculty Development and Excellence.  One of the most important ways an academic institution can operationalize its overall commitment to diversity, equity, and inclusion is to work with faculty on pedagogical strategies, curricular innovations, and student learning assessments that reinforce this commitment. At Cal Lutheran, our commitment to DEI must be connected to our identity as a Lutheran university deeply rooted in liberal arts and science. As such, we have an obligation to both assist faculty in creating classroom experiences that align with our mission and values and to hold faculty accountable for creating and continuously improving a rigorous and inclusive curriculum. As we know, a liberal arts curriculum fosters the free exchange of ideas, the tireless pursuit of truth, and diversity in all of its manifestations. At Cal Lutheran, we must ensure that our diversity includes diversity of academic disciplines, perspectives, methodologies and diversity of identity and experiences. 
 
Associate Provost Taiwo Ande and Provost Neilson have worked together to reconfigure the vacant position we currently have in the Center for Teaching and Learning. The description for the new position charges the incumbent with leading a comprehensive faculty development program that focuses on 21st-century teaching, learning, research, diversity, equity, and inclusion. The incoming director will work collaboratively with faculty in each of the Schools and with staff in key areas such as Global Education, the Center for Cultural Engagement and Inclusion, Digital Learning, and Project CHESS, to name a few. Like the position above, we hope to have the Director in place by the Fall Term.
 
A new Chief of Staff. With six months under my belt, it is now clear to me the needs for timely and transparent communications, reciprocal community partnerships, comprehensive shared governance, and master and strategic planning have never been more pronounced than they are right now. To address these pressing areas, I am reconfiguring the staffing pattern in the Office of the President to create and maintain a lean but efficient team. To this end, I have recently eliminated the position of Executive Assistant to the President. Knowing that Human Resources is understaffed, I have also moved the Employee Engagement & Communications Specialist who currently splits her time between the Office of the President and Human Resources fully to HR. In place of these two assistant positions, I will add a senior position: the Chief of Staff.
 
In short order, I will ask Patricia Parham, AVP for Human Resources, to post—internally—the vacancy announcement for a Chief of Staff position. Since it would be helpful to have someone who knows the lay of the land, I have decided to launch this particular search, at least initially, as an internal one. We will post the position for 14 days; if no qualified internal candidate(s) apply during that time, then we will launch a national search. 
 
For the time being, the Office of the President will be staffed by Special Assistant to the President, Rian Curley. Rian will work with me and eventually the incoming Chief of Staff to identify which—if any—other positions are needed to support the incredibly fast-paced environment in which we currently work.
 
I hope this information is helpful and that notes like this give you an informed perspective of some of the steps we need to take as we pave both our short and long-term path forward.

Sincerely,

Lori E. Varlotta, Ph.D.
President