Planning Council Meeting September 29, 2003

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Planning Council MeetingSeptember 29, 2003

• Strategic Planning
• Task Force

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Overview

• Mission and Vision
• Strengths
• Weaknesses
• Opportunities
• Threats
• Matching Methodology
• Strategic Goals

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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

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Strengths (Cont.)

• Growing visibility, strong community support, and
  positive regional relations
• Dedication of campus community
• Academically active faculty and professionally
  qualified staff

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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

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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

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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

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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)

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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

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Threats (Cont.)

• System Based
• Required downsizing of enrollment
• Diversity of eligible student pool under
  conditions of impaction
• Increased student demand due to weak economy

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Threats (Cont.)

• Relational
• Negative perceptions of local community due to
  reduced enrollment and impaction
• Greater competition for sources of donated funds

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Opportunities

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

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Opportunities (Cont.)

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

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Opportunities (Cont.)

• Academic/Programmatic
• System declaration of impaction and weak economy
  could encourage higher quality students
• Higher demand
• Niche programs
• SWRC

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Opportunities (Cont.)

• New leadership
• Several new administrators
• New President
• Environmental
• Growth in population of service area
• Changing economic base of service area population

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Strategic Goal 1

• Become the higher educational leader, with high
  visibility and high
• impact, within the region we serve.

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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

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Strategic Goal 2Objective 1

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

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Strategic Goal 2Objective 2

• Develop a comprehensive program to assess and
  improve existing levels of student learning

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Strategic Goal 2Objective 3

• Strengthen the campus environment for active
  learning and for engaging students in communities
  on and off campus

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Strategic Goal 2Objective 4

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

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Strategic Goal 3

• Strengthen existing community partnerships and
  aggressively pursue new partnerships with
  important campus constituencies

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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

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Strategic Goal 5

• Develop additional resources and improve
  management of existing resources