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
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