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When Jane Close Conoley became president of Cal State Long Beach in 2014, the world was a different place. Barack Obama was in the White House, electric cars were a novelty, Instagram overflowed with filtered photos of avocado toast, and TikTok only referred to the sound of a clock. Meanwhile, students navigated campus life with paper maps, waited in line to register for classes and associated Zoom with speed, not screens.    

A lot has changed since then.  

Over the past decade, Conoley has guided The Beach through historic challenges, groundbreaking achievements and an era of extraordinary transformation. From championing diversity and inclusion and expanding student wellness services to forging deep community partnerships and growing enrollment to some 41,000 students, her leadership has shaped a university that stands stronger and more connected than ever.  

As she prepares to step down — which she will do in June 2025 — Conoley reflects on her time at The Beach, the moments that defined her presidency and her hopes for the future of the campus she has called home for more than a decade. 

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What drew you initially to ɫ��ɫ?  

Throughout my higher education career, I focused significant energy on outreach to regional K-12 schools that surrounded my campuses. These efforts involved research, professional development for teachers, organizational consultations, and inclusion of mental health strategies in classrooms in numerous school districts. The pivotal role of ɫ��ɫ in improving educational attainment in the greater City of Long Beach area through the Long Beach College Promise was well known to me. I was excited to join ɫ��ɫ, in part, because of the opportunity to be a leader in the well-regarded promise program.  

You seemed to bring a clear vision from the outset. What was it?  

My vision for ɫ��ɫ included that we should have dense and mutually beneficial partnerships with local governments, businesses, industries, nonprofits and educational entities. My goal was to bring resources to campuses — paid internships, faculty research opportunities, service-learning opportunities — and develop our university into an “anchor institution” for the City of Long Beach and beyond. That is, I wanted ɫ��ɫ to be indispensable to the welfare of our region.  

Looking back, what moments were the most memorable?  

Memorable moments include great sadness — the terrorist murder of Nohemi Gonzalez in Paris, for example — and great joy as we are regularly recognized as in the top five of national universities in promoting social mobility for our students. Witnessing our Men’s Volleyball team earn two national championships was remarkable, as was recognizing our many alumni who hold leadership positions throughout California and the nation. They as mayors, police and fire chiefs, city managers, congressmen and congresswomen, business CEOs and higher-education leaders. 

You’ve led ɫ��ɫ through significant milestones, from record-breaking fundraising to expanding student services such as the Basic Needs Program. Which accomplishment makes you the proudest?  

I am very proud of our Beach Wellness program which provides population-based strategies to promote thriving in our students. I’m also delighted about one of our newest programs, Pluralism at The Beach, which supports 20 student fellows per year to learn the skills to listen, be curious about and respond respectfully to diverse viewpoints held by the many groups that make up our U.S. democracy. The fellows are immersed in deep dives about the strengths and challenges of navigating the array of political, religious, age, ability, identity and historical differences among our most diverse nation. A goal of the project is to expand student understanding about how to promote their values in effective and respectful ways and to increase their influence in creating brave and authentic spaces for discussion and debate. I must also mention that every time one of our student organizations — such as the Trivia Team, , , Rocketry,  , Choir, or the Team — achieve national attention, I’m delighted that they can see what great potential they have. 

I keep a list of events that I found challenging to handle; there are 53 items on it right now. 

What were your hardest moments? 

I keep a list of events that I found challenging to handle; there are 53 items on it right now. That’s about five events per year, so handling hard moments is clearly part of my job. I have great teams across the university that are always ready to keep the campus as secure as possible and to recover from natural and person-made disasters. Despite that, we do experience tragedies such as student suicides, sexual assaults and car accidents. Each of these are heartbreaking because I’m acutely aware that losing young lives deprives us all of their brilliance. I think getting the news that we’d lost a student to a terrorist attack in Paris was one of the hardest moments. Nohemi was on a study-abroad experience and was killed. Losing a student in our care was awful. 

ɫ��ɫ has a deep commitment to diversity and inclusion, a cause you've championed passionately. How has your perspective on DEIA evolved over your time here?  

ɫ��ɫ is one of the most diverse campuses in the nation. This diversity includes all aspects of humanity. My perspectives about DEIA have expanded as I’ve interacted with campus colleagues. For example, I have a new understanding about the historical experiences of our Native American tribes in California and the ongoing experience of our transgender community members. I know now how important it is that everyone at ɫ��ɫ can bring their full selves openly to campus without fear of stereotyping or harassment.  

The future is already here; it’s just distributed unequally.

You’ve been an exceptional president, known for your compassionate commitment to student success and steady, thoughtful approach to the challenges of leading a university of our size. What makes the end of this academic year the right time to step away?  

As a person who has worked at one thing or another since age 14, including a 49-year career in higher education, I knew it was time to turn more time and attention to my family. Collie and I have given up lots of time together and with our children and grandchildren because of our careers. I am ready to experience life outside work.

What do you think you’ll miss most about being part of the ɫ��ɫ community?  

I will miss being part of the meaningful work of education. Leaning into student success has provided such purpose to my life that I know I’ll miss that sense of being involved in something very important for individuals and for their families and communities.  
  
Do you have a message for students, faculty, staff, alumni and university friends?  

I will be a constant cheerleader for The Beach. The lessons and the friendships I forged during the past 11 years are among the most important of my life. Collie and I plan to stay connected with the campus by attending various events and supporting Beach initiatives, such as the President’s Scholars Program and Pluralism at The Beach. I want campus community members to realize how special they are and how exceptional ɫ��ɫ is. I’ve worked at six different universities, and so I have some experiences that help me appreciate our focus on student success, collegiality and the fabulous talent that characterizes our faculty, students and staff. As we all know, the future is already here; it’s just distributed unequally. Cal State Long Beach is the future of higher education — serving the “new majority” of students, accepting a mission to offer lifelong learning and embracing the newest technologies while remaining compassionate, creative and committed to the welfare of the entire community. 

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