Education dean has exciting vision for the future

By Roger Ruvolo

When Karen Myers-Bowman became dean of Cal State Monterey Bay's College of Education in 2023, her first priority was to bring stability to a college that had seen several leadership changes in a short span of time. There were also significant financial challenges facing the entire university.

Two-and-a-half years later, Myers-Bowman feels she has not only provided that stability but has also led the college through the development of its first-ever strategic plan and positioned it to expand its regional impact despite unprecedented funding challenges.

Myers-Bowman, who earned her doctorate and master’s degrees in child development and family studies at Purdue University, recently discussed the college’s status and future. 

Question: How have things changed under your leadership?

Answer:  Beyond providing stability, we've accomplished something significant: creating our first strategic plan, "Purposeful Growth by 2030: Vision to Impact." It was developed with input from faculty, staff, students, alumni and community members. The five-year roadmap identifies clear goals for expanding the college's reach and deepening its service to the Tri-County region. We're now implementing several initiatives from that plan. We've also built a culture of financial awareness and responsibility that's essential in today's environment. The university has faced significant financial challenges since I began, and I'm proud of how our college has responded. Our faculty and staff have shown remarkable resilience, creativity and a continued commitment to our students and the broader community.

Q: What are the college’s strengths? 

A: Our faculty and staff are our greatest strengths, along with our students. They all are especially enthusiastic and care deeply about having a true impact in order to make the world a better place. Every undergraduate completes service learning, requiring them to contribute in the community while implementing what they are learning in the classroom. Our graduate students are working toward credentials and licenses and complete hundreds of clinical hours each. I believe we contribute over 200,000 hours of service each year to our surrounding community. That's an extraordinary impact!

Q: What programs or courses does the college offer that are unique or hard to find? 

A: The College of Education distinguishes itself through innovative clinical programs that simultaneously train future professionals and provide essential services to the community. Our Center for Reading Diagnosis and Instruction has transformed lives through literacy since 2007, serving over 100 families annually across Monterey County communities. Students receiving CRDI services show 25-50% growth in reading outcomes each semester. We provide school-based after-school programs, on-campus instruction, and virtual services throughout California. Approximately 30 preservice teachers annually gain hands-on experience delivering evidence-based literacy interventions—training they consistently report as the most valuable component of their preparation.

Our Clinic for Educational Supports represents another innovative model where graduate students in School Psychology, Speech-Language Pathology, and Social Work gain clinical training while serving community members. Speech-Language Pathology patient volume increased 57% from 2023 to 2024, treating individuals with complex conditions, including aphasia and stroke-related cases. In School Psychology, we've assessed 60 clients over two years. These programs address critical workforce shortages while providing essential services to families who often lack access to specialized support.

Through these distinctive programs, we demonstrate our commitment to addressing critical workforce shortages while delivering measurable impact — transforming lives through literacy, supporting families navigating complex developmental challenges, and ensuring that every service hour contributes to both student learning and community well-being.

Q: How is the college dealing with the challenges of recent changes in grant funding?

A: Our college has lost over $10 million in federal grants since the beginning of 2025. In some cases, we've had to scale back, and that's been heartbreaking, because much of this funding provided scholarship money for students. But our faculty and staff are sincerely committed to our students and the broader community. They are tenacious and continue to use their creativity to explore other ways to support our students and faculty. I also am pleased that we have a strong College of Education Champions Council made up of community members who are committed to helping us find the resources to turn our visions into reality.

Q: What are the areas of greatest focus for you now? 

A: I'm working on implementing our strategic plan while building and maintaining a thriving culture of care. I'm putting significant effort into finding sources of funding and building our relationships with the community and alumni. 

Q: Three years from now, where do you expect to see the college?

A: I hope we'll have been able to implement our exciting vision. We're exploring adding new teaching credential classifications in areas like PE, art, and early childhood education, expanding our graduate programs, and, in Fall 2026, we will launch an interdisciplinary-studies major to help students who have already earned some credits to complete a comprehensive degree. As we move into the future, our strategic plan will guide our efforts, and I'm confident that we will continue to provide an excellent educational experience that transforms lives and strengthens our community.