WSCUC Accreditation Liaison Officer
Kate McCarthy
530-898-6650
kmccarthy@csuchico.edu

Current Reaccreditation Effort

Executive Committee

Steve Perez, President
Leslie Cornick, Provost and VP of Academic Affairs (AA)
Isaac Brundage, VP of Student Affairs (SA)
Jamie Clyde, VP of Business and Finance (BF)
Monique Sendze, VP of Information Technology (IT)
Kristine Mazzei, VP of University Advancement (UA)
Joseph Morales, University Diversity Officer

Steering Committee

Kate McCarthy, WSCUC ALO, Chair
Ben Juliano, Vice Chair
Mahalley Allen, AA
Michael Coons, Academic Senate Chair
Serge Desir, SA
Tricia Douthit, IT
Ashley Gebb, President's designee
Jennifer Gruber, AA
Scott Kodai, IT
Ysabella Marin, Student Senator
Rachel McBride-Praetorius, Tribal Relations
Rebecca Nelson, Staff Council representative
Ryan Patten, AA
Shawn Ryan, SA
Curtis Sicheneder, BF
Andrew Staples, UA
Kureha Takayama, AS Government
Clare Van Ness, AA
Michael Watts, Library

WSCUC reaccreditation effort timeline graphic

Note: Click on the image above to view a larger version.

Add your voice, Wildcat Students!

Are you a current student at Chico State? Scan or click on the QR code below to access our WSCUC Student Survey:

Campus Engagement

The WSCUC institutional self-study is designed to be a collaborative and reflective process that engages the entire university community. To support broad participation, the WSCUC Steering Committee conducted three surveys during the self-study process to gather perspectives from university employees and students.

The surveys served the following purposes:

Identify institutional initiatives and practices that demonstrate the university’s commitment to the WSCUC Core Commitments and Standards.
Collect stories and examples from across campus that illustrate how programs, services, and collaborations support student learning and student success.
Highlight areas of strength where the institution is making meaningful progress.
Identify opportunities for improvement, including areas where additional attention, resources, or coordination may strengthen institutional effectiveness.

The responses provided valuable insights that informed the institutional self-study, helping the university both celebrate effective practices and reflect on opportunities to enhance programs, processes, and student outcomes.

Employee Survey

A campus employee survey with 3 open-ended questions was administered in October 2025 through February 2026. Respondents were not required to respond to all 3 questions. The survey was actively shared with campus leaders, at meetings with various groups, etc. A total of 104 responses were collected.

Qualitative responses were analyzed using an AI-assisted thematic coding process followed by human validation. A summary of the results from each question is provided below. A more detailed analysis of the survey is available from our campus WSCUC ALO.

1. What are some of the most impactful changes our campus has seen since it was last accredited in 2019?

Summary table of major themes in impactful changes identified in the survey responses.
Major Theme	Description	Subthemes	Frequency	Relative Prevalence	Overall Tone	Representative Excerpts
COVID and Post-Pandemic Transformation	Pandemic as defining structural pivot point affecting instruction, student engagement, and campus culture.	Mental health surge; virtual services; modality shifts; disaster response; burnout	~40-50%	Very High	Mixed	“COVID drastically impacted our students and campus culture.” • “We were able to revive our campus community after COVID.”
Expansion of Online/Hybrid/Blended Education	Significant growth in online degrees and HyFlex infrastructure.	200+ HyFlex rooms; Zoom normalization; blended BS/MS programs; online competition; AI impacts	~40%+	Very High	Mixed	“Massive growth of online students.” • “We are teaching too many online classes right now.”
Enrollment Trends and Enrollment Management	Volatility followed by growth; strategic enrollment efforts; demographic pressures.	8 semesters growth; transfer increase; marketing expansion; demographic cliff; funding impacts	~35-45%	Very High	Mixed	“8 consecutive semesters of enrollment growth.” • “Major enrollment drop … budget headaches.”
Student Support, Equity, and Basic Needs	Institutionalization and scaling of student-centered services.	Affinity centers; advising expansion; pantry growth; housing navigation; parenting support; accessibility	~30-40%	High	Strongly Positive	“Institutionalization and measurable expansion of Basic Needs.” • “Affinity centers … allowed spaces for belonging.”
Capital Projects and Physical Infrastructure	Major new buildings and modernization projects reshaping campus landscape.	BSS Building; Science Building; Human ID Lab; Farm Store; NCAA upgrades; LEED buildings	~30-35%	High	Strongly Positive	“State of the art facilities.” • “Human ID Lab… only one of its kind on the west coast.”
Budget Reductions and Workload Strain	Resource contraction affecting morale and operational capacity.	Staff reductions; increased workload; reduced research time; grant losses	~30%+	High	Strongly Negative	“Reduced staff for increasing workload.” • “Workload … increased tremendously.”
Leadership and Strategic Direction	New leadership and institutional strategy shaping direction.	President Perez; Playbook; IT modernization; HSI designation; reflective culture	~20-25%	Moderate–High	Mostly Positive	“Incredible senior campus leadership.” • “Culture of intentional reflection and improvement.”
Changing Student Population and Academic Readiness	Post-COVID shifts in preparedness, mental health, and student demographics.	SAT/ACT removal; transfer growth; neurodiversity; FAFSA changes; AI impacts	~20-25%	Moderate–High	Concern-Oriented	“Very different student population with far more students who are less prepared.”

Note: Many responses contain multiple themes.

2. Do you have a campus success story that might help shape our Institutional Report?

Summary table of major themes of sample campus success stories provided in the survey responses.
Major Theme	# Responses	# Strong Stories	Sample Initiatives	Representative Quotes from Responses
Student Success and Transformational Student Stories	~18	~8	MESA Engineering Program, Rawlins Scholarships, faculty mentorship, residence hall support, major-change advising	“She is a first-generation Latina from an immigrant family… and is going on to pursue a PhD degree.” • “He switched his major … and ultimately graduated last year.” • “He approached me at the end of the semester and thanked me for walking with him that first week.”
Equity, Access, and Belonging	~15	~7	Black Resource Center, El Centro, APIDA Resource Center, PATH Scholars Center, TRIO programs, CalFresh office, Queer & Trans Student Needs Assessment	“Affinity centers provide a safe space for students to celebrate culture and build connections that impact belonging and persistence.” • “TRIO programs serve students from 6th grade through doctoral programs and provide a pipeline of support.”
Experiential Learning and High-Impact Practices	~14	~6	Undergraduate STEM research programs, CSRI summer research, Model UN, Student Managed Investment Fund, internships, anthropology repatriation projects	“Summer 2025 saw 83 STEM students complete hands-on undergraduate research… one of the biggest programs in the Western U.S.” • “The Student Managed Investment Fund has outpaced the S&P 500 since its creation.”
Institutional Effectiveness and Process Improvement	~13	~6	HELP referral system, advising collaboration, math placement redesign, Canvas accessibility initiative, electronic diplomas/transcripts, emergency aid rubric	“The HELP referral system has had the biggest improvements in cross-departmental support of our students.” • “Emergency and housing aid awarded increased from $251,349 in 2024 to $631,913 in 2025.”
Community Engagement and Regional Impact	~10	~4	Center for Regenerative Agriculture, University Farm, community research partnerships, alumni entrepreneurship, civic internships	“Lovebirds Coffee… started as a mobile trailer on campus and now has a brick-and-mortar location in the BSS building.” • “Students work directly with community members providing assistance through programs like CLIC.”
Academic Innovation and Program Development	~9	~4	Online business programs, cybersecurity degree, study abroad recognition, technology equity programs	“Success of College of Business online programs… nationally ranked.” • “We implemented technology equity programs to provide students with hotspots and laptops.”

Note: Some stories shared covered multiple themes.

3. What are some of Chico State’s most important areas for improvement right now?

Summary table of major themes of important areas for improvement provided in the survey responses.
Major Theme	# Responses	Key Issues/Subthemes Identified	Representative Quotes from Responses
Student Support and Advising	38	Need more advisors and lower advisor-to-student ratios; better onboarding and transfer processes; proactive retention strategies; career-readiness integrated into curriculum; mental health support	“Advising! We need more prof advisors! Many students fall through the gaps because we are stretched thin.” • “I feel the student transfer process needs to be smoother…Streamlining and simplifying the process would be huge.”
Faculty and Staff Workload / Compensation	28	Overworked faculty/staff; pay inequities and salary transparency; support for faculty research; professional development and retention; standardizing 3:3 teaching loads	“I would like to see 3:3 teaching loads standardized for all faculty. This would help us better support students, do research, and provide meaningful service.” • “Steps were instituted in 2025, but they don’t seem to be what we fought for … employees are constantly shuffling.”
Curriculum and Instruction	23	Flexible scheduling for adult learners; improved online instruction; experiential education and Universal Design for Learning; interdisciplinary courses and curriculum updates	“We need to adapt to demand from adult learners…making programs more flexible for returning adults and working professionals.” • “Any innovation that is stymied by CSU system-level policy requires recruiting support from sister campuses and then lobbying the CO.”
Institutional Governance and Communication	20	Shared governance; leadership transparency and trust-building; reducing silos across divisions; clear decision-making before implementation	“Leadership needs to be more transparent regarding the communication that takes place when change is happening. People feel dismissed and advisors are burnt out.” • “Enhancing shared governance and transparency. Identify and acknowledge successful programs and projects.”
Equity, Diversity & Inclusion	17	Support for marginalized and Latinx students; inclusive campus visuals and culture; effective EDI leadership; closing equity gaps and accessibility for all students	“Better support for marginalized students. Doing so with intention and care is critical in the current political climate.” • “With the loss of HSI funding, our campus needs to plan for continued support for Latinx students.”
Facilities & Technology	15	Deferred maintenance of buildings and athletic facilities; campus safety hazards (sidewalks, e-bikes); classroom and student services technology updates; sustainable funding for technology	“Deferred maintenance is high. Intercollegiate athletics facilities are outdated and need repair or replacement.” • “Broken and raised sidewalks. Dangerous e-scooter and e-bike usage on campus at high speeds around large groups.”
Budget & Resource Management	14	Structural deficits and need for proactive budget strategy; funding for new programs and maintenance; optimizing resources without overburdening staff	“Can we please have a budget strategy? Something other than attrition.” • “Many changes are being decided and implemented with very limited input from faculty … understaffing of support staff.”
Brand & Enrollment Strategy	12	Marketing and brand recognition (state side and self-support); creating programs that attract students; adapting programs to adult learners; enhancing online and in-person program appeal	“Finding ways to make Chico State a top-of-mind option is the biggest opportunity … bolstering programs that address emerging areas of academic and professional interest.”
Innovation & Assessment	10	Strengthen innovation culture and nimbleness; proactive, data-driven interventions; scaling successful initiatives; use of AI and emerging technologies	“We can do better at building clear pathways to scale what works, sustain it long-term, and integrate it into core institutional planning and budgeting.”
Campus Life & Community	8	Return focus on in-person instruction and vibrant campus life; stronger student engagement and co-curricular experiences; building lasting community	“Return to in-person instruction and more vibrant campus life.” • “Connecting students to the University for more than just 'school'. Creating a community that lasts more than 2–4 years.”

Student Survey

This survey is ongoing.

Compliance with WSCUC Standards Survey

The submission of a completed Compliance with WSCUC Standards Form is one of the required elements when submitting an Institutional Report for WSCUC reaffirmation. To get feedback in completing this form, a Compliance with WSCUC Standards Survey was administered in AY 2025-26.

The analysis of this survey is ongoing and the results will be used to validate completion of the required form.

Institutional Report Essay Teams

Essay 1: Mission and Integrity

Michael Coons
Ashley Gebb
Rachel McBride-Praetorius
Andrew Staples (Lead)

Essay 2: Educational Objectives and Student Success

Serge Desir
Jennifer Gruber
Kate McCarthy (Lead)
Shawn Ryan
Clare Van Ness

Essay 3: Resources and Organizational Structures

Mahalley Allen
Scott Kodai
Rebecca Nelson (Lead)
Curtis Sicheneder

Essay 4: Quality Assurance and Improvement

Tricia Douthit (Lead)
Ben Juliano
Ysabella Marin
Ryan Patten

Visiting Team

Rhoberta Haley

Team Member

Dean, School of Nursing

Pacific Lutheran University

Bonnie Irwin

Team Chair

Chancellor

University of Hawaii at Hilo

Brian Klunk

Team Assistant Chair

Associate Professor Emeritus

University of the Pacific

Deborah Wallace

Team Member

VP, Administration and Finance

CSU, Dominguez Hills

Fanny Yeung

Team Member

AVP, Institutional Strategy and Effectiveness

CSU, East Bay