Yes, the Alignment is still a CSU priority, and the project is on track. Following the initial announcement in early 2025, feedback indicated that the pace of transition needed to allow for additional evaluation and engagement. As a result, the approach has been intentionally adjusted; however, this adjustment reflects a refinement of how the work is being done—not a pause or reversal of the effort.  

 CSU must champion innovation and change to ensure success and viability. The alignment initiative is designed to improve long-term operations with optimized resources, unified leadership and support, increased collaboration across departments, greater opportunities for professional growth, and more consistent service delivery. This alignment will integrate university-wide efforts in HR and Finance, allowing units across campus to sharpen their focus on their core priorities. The alignment is a strategic step to preserve CSU’s core academic mission while advancing operational and service excellence, particularly in light of fluctuating state funding. 

This alignment is an 18-month process, and it is essential that we take action now to see future benefits. This alignment is not intended to immediately reduce financial pressure; instead, it will empower units to maximize their budget long-term by concentrating their efforts on their specialized priorities. This alignment is a long-term strategy to protect jobs, enhance operational efficiency, and strengthen CSU’s ability to fulfill its mission, even in the face of fiscal challenges. 

Every path has costs—including doing nothing. If we stay with business as usual, CSU continues to absorb risks, inefficiencies, and uneven service. Over time, this erodes trust, stretches resources, and limits our ability to adapt. It’s like the saying “What we are not changing, we are choosing”. The cost of retrofitting or “catching up” later is much higher than adapting now. Inconsistent processes create compliance and audit risks that can damage CSU’s credibility. Service gaps erode trust among faculty, staff, and students, making it harder to attract and retain top people. Higher education is changing quickly; a stagnant operating model locks us into outdated practices. Overall, the alignment will enhance our effectiveness and ensure a more sustainable future for CSU.

 Higher education is changing quickly. A stagnant operating model locks us into outdated practices and leaves us vulnerable. By proactively evolving now, CSU strengthens its foundation for the future—ensuring we can respond to challenges and opportunities with agility, consistency, and confidence. By modernizing to industry best practices, as many of our peer institutions have already done, we streamline processes and enhance collaboration while also strategically positioning CSU to adapt swiftly to future challenges, creating a more innovative, agile, and responsive institution. 

At its core, the alignment aims to enhance the student experience by strengthening support services that promote academic and student success. By streamlining administrative functions, improving support services, and reducing administrative burdens, academic units can focus more on their core missions, easing administrative workload and boosting overall capacity.