Planning Council MeetingSeptember 29, 2003

Strategic Planning

Task Force

Overview

Mission and Vision Strengths Weaknesses Opportunities Threats Matching Methodology Strategic Goals

Strengths

Modern, rigorous curriculum and programs (e.g. active learning, technology rich, second language, writing requirement, academic blueprint, CoBA senior experience, teacher education, etc.)

Excellent support programs (e.g. University Village program, financial aid, etc)

New and future facilities (e.g. Kellogg Library, University Village, field house and union, Science Hall, CoBA building) and usable land

Strengths (Cont.)

Growing visibility, strong community support, and positive regional relations

Dedication of campus community Academically active faculty and

professionally qualified staff

Weaknesses

Constrained by CSU budget model as exemplified by: Unfunded mandates Inability to maintain competitive salaries FTES driven planning Budget not tied to planning and assessment Unfunded costs associated with new buildings

Insufficient revenue base for parking Lack of resources to support growth and development

Not enough tenure-track faculty Thin staffing levels, staff turnover, and functionality gap Absence of incentives for innovative programs and

projects Others …

Insufficient number of academic programs

Weaknesses (Cont.)

Internal tensions Lack of team effort by higher management Campus perception of funding as a Zero-sum

game Cross-division rivalry Ambiguous campus identity (teaching only vs.

teaching and research, small classes vs. larger classes, etc.)

Lack of attention to student flow Student retention from freshmen to sophomore

year Time to degree Alternative schedules

Threats

Economical Weak California economy Reductions in CSU funding High living costs of local area Funding method used by legislature Increased required costs – rate increases

and growth increases (e.g. energy, operations, etc.)

Proposed golden handshake

Threats (Cont.)

Political Gubernatorial and legislative leadership Higher education as a political pawn Other state agencies (e.g. prisons) Current high visibility of CSU (i.e. CMS)

Threats (Cont.)

Competitive Other local institutions (e.g. National, U of

Phoenix, SDSU in Carlsbad, UCSD MBA, others …)

Difficulty recruiting faculty and professional staff

Turnover of faculty and professional staff High rate of FERP and retirement

Threats (Cont.)

System Based Required downsizing of enrollment Diversity of eligible student pool under

conditions of impaction Increased student demand due to weak

economy

Threats (Cont.)

Relational Negative perceptions of local community

due to reduced enrollment and impaction Greater competition for sources of donated

funds

Opportunities

Fiscal Demand for usable land External partnerships Grants Trustees willingness to increase fees

Opportunities (Cont.)

External relationship based Need for experts in service area Increased external support Availability of new community partners

Opportunities (Cont.)

Academic/Programmatic System declaration of impaction and weak

economy could encourage higher quality students

Higher demand Niche programs SWRC

Opportunities (Cont.)

New leadership Several new administrators New President

Environmental Growth in population of service area Changing economic base of service area

population

Strategic Goal 1

Become the higher educational leader, with high visibility and high

impact, within the region we serve.

Strategic Goal 2

Develop Cal State San Marcos as an institution of first choice that attracts and retains a well-qualified, diverse student

body, quality staff, and active faculty committed to teaching and scholarly

activity

Strategic Goal 2Objective 1

Strengthen and develop excellent academic programs to meet the existing and future needs of the region and state

Strategic Goal 2Objective 2

Develop a comprehensive program to assess and improve existing levels of

student learning

Strategic Goal 2Objective 3

Strengthen the campus environment for active learning and for engaging

students in communities on and off campus

Strategic Goal 2Objective 4

Recognize and support faculty in their research and creative activity, and their service to students and the community

Strategic Goal 3

Strengthen existing community partnerships and aggressively pursue

new partnerships with important campus constituencies

Strategic Goal 4

Promote a climate of collaborative leadership and representative

governance that emphasizes respect, trust, and support for all members of the

campus community

Strategic Goal 5

Develop additional resources and improve management of existing resources