Dear Colleagues: 

I shared in a previous message that we are beginning the process of aligning our resources with our strategic priorities, starting with the reorganization of the Office the Provost. Today, I want to provide a more complete overview of the Academic Affairs administrative restructuring, including how these changes support our long-term sustainability and strengthen support for faculty, staff, and most importantly, our students. 

My team and I have approached the administrative restructuring work holistically, guided by the Academic Affairs Strategic Framework and Reach Higher commitments. Our focus is clear:

This is about realigning resources to better support our academic mission and evolving to best meet the needs of our students.

Office of the Provost Restructuring 

The Office of the Provost will be streamlined to create a more focused, collaborative, and strategically aligned leadership structure. The Office will shift toward a simpler model, with work that is less procedural and more strategic, emphasizing partnership with colleges and units across Academic Affairs. 

As part of this transition: 

These transitions allow us to thoughtfully reconfigure leadership roles in ways that strengthen alignment across the academic portfolio. 

Key leadership updates include: 

With these changes, the number of Provost’s Cabinet positions will be reduced by two members to support a more streamlined and effective structure. 

Updated Office of the Provost Organization Chart (effective May 6, 2026). 

Creation of the Center for Academic Innovation 

To strengthen support for teaching, research, scholarship and creative activity, we are establishing the Center for Academic Innovation. This center will serve as a central hub for faculty, bringing together key functions that advance the teacher-scholar model, including the Center for Scholarly and Creative Excellence (CSCE) and the Pew Faculty Teaching and Learning Center (FTLC). 

The Center for Academic Innovation will be co-led by: 

This structure is designed to better integrate curriculum development, teaching innovation, and research support, creating a more collaborative approach to advancing faculty excellence. 

As part of this work, the General Education Program and Supplemental Writing Skills Program will move to the FTLC. An Assistant Vice Provost for Research and Innovation role will help lead the work in the CSCE. 

Searches will be opening for two part-time faculty roles: Director of General Education and Director of Curricular Innovation. Additional information about these opportunities will be shared in an upcoming Lakers Ready. 

Updated Center for Academic Innovation Organization Chart (effective May 6, 2026). 

Creation of the Center for Student Success and Experiential Learning 

We are also creating the Center for Student Success and Experiential Learning to better connect advising, student success, and experiential learning across the institution. 

Donovan Anderson will serve as Vice Provost for Student Success and Experiential Learning, providing leadership for this integrated approach. 

This center will bring together:

Cathy Buyarski will transition from the Provost’s Office to serve as Executive Director of Student Success, supporting this work. 

This integration promotes collaboration within and across divisions and strengthens how we support students—connecting their academic pathways with meaningful, engaged learning experiences. 

Updated Center for Student Success and Experiential Learning Organization Chart (effective June 21, 2026). 

Restructuring of University Libraries, Art Museum, and Academic Supports 

To provide more coordinated learner-scholar support, we are aligning several support units under University Libraries, reporting to Melanie Shell-Weiss, Interim Dean of University Libraries. 

This alignment allows us to provide more holistic academic support for students. As part of this work, the following centers will administratively become part of the university’s Knowledge Market: 

These centers will remain in their current physical locations, and their alignment within University Libraries will strengthen coordination, collaboration, and access for all students. 

In addition, the Art Museum will transition to report to the Dean of Libraries, supporting greater integration of collections, access, and public engagement through the arts and humanities  

Updated University Libraries Organization Chart (effective May 6, 2026). 

All of the changes I’ve shared will be implemented thoughtfully between now and June 30, which is the end of the fiscal year. Any employees directly impacted have been notified, and we will continue to communicate openly as this work progresses. A webpage with additional information is in development and will be shared soon.  

In the meantime, if you have questions or feedback, I encourage you to complete this feedback form. We will address common questions and themes in Lakers Ready and on the restructuring webpage. 

I am deeply grateful for the care, professionalism, and commitment you bring to our work. At its core, Academic Affairs is a community, one grounded in collaboration, purpose, and a shared commitment to our students. 

Best, 

Jen