Strategic Plan

A Message from the Senior Leadership Team

In spring 2022, California State University San Marcos announced its Strategic Plan, “The Power of CSUSM.” This bold plan set the stage for transformative growth and innovation across our campus. In fall 2023, the Division of Student Affairs began its strategic planning process to build on this foundation and further our shared goal of student success. 

Our strategic planning process will establish divisional goals and foster a culture of continuous improvement and innovation. By incorporating diverse stakeholder perspectives, we will enhance the student experience by focusing on student success, diversity, equity, inclusion and belonging, partnerships and collaboration, well-being, and streamlined processes. 

With extensive experience in higher education, Batista Consulting has played a crucial role in facilitating our strategic planning process. Their guidance and expertise have been instrumental in ensuring our plan is comprehensive and aligned with the university's broader goals. 

We extend heartfelt thanks to all Student Affairs staff, campus colleagues, and community partners involved in developing our strategic plan. Your dedication, insights, and hard work are invaluable as we move forward.

Our strategic plan will not just be a document; it will be a dynamic blueprint for our future, designed to keep us relevant and competitive while fostering creativity and innovation to better support our students, our team, and the long-term success of our division. 

Thank you for your continued commitment and support. 

Viridiana Diaz, Vice President for Student Affairs and the Senior Leaderhip Team (SLT)

Strategic Planning Approach and Process

Our strategic planning approach is highly collaborative, involving staff, administrators, and students. This process is designed to strengthen our division by aligning our goals and outcomes with the evolving landscape of higher education, including budget and enrollment projections. The planning process is structured into four distinct phases: 

• Phase 1: Initial Data Gathering and Readiness
  In the first phase, we laid a solid foundation by gathering essential data about our division and assessing our readiness for strategic planning. This involved understanding our identity in the post-pandemic landscape and reflecting on our journey thus far. Key activities included preliminary information collection, project design, readiness sessions, and discovery meetings to ensure we were well-prepared to move forward. 
• Phase 2: Data Collection and Organizational Assessment
  During Phase 2, we focused on gaining a deeper understanding of how our division is perceived. We conducted surveys, focus groups, and stakeholder meetings to capture diverse perspectives from staff, administrators, campus partners, and students. The data collected during this phase was carefully analyzed and synthesized to inform the next steps. Additionally, members from the Senior Leadership Team developed and finalized Student Learning Domains, which help define the outcomes we aim to achieve through our programming and services. 
• Phase 3: Data Analysis, Observations, and Recommendations
  We are currently progressing through Phase 3, where we are analyzing the data collected in the earlier phases. This analysis has resulted in 10 divisional recommendations, which the Senior Leadership Team is now refining into 5 to 6 strategic goals. Last spring, a dedicated workgroup developed our new mission, vision, and values, providing a strong foundation for these goals. In early October, a Strategic Goals and Objectives Workgroup, consisting of representatives from each unit, will convene to identify actionable steps and develop assessment metrics for each goal. Their recommendations will be submitted for final review. 
• Phase 4: Plan Launch and Implementation
  As we approach the final phase, we look forward to officially launching the strategic plan in early December. This will mark a significant milestone in our journey and will set the stage for aligning departmental goals with the new strategic plan. In spring 2025, we will introduce a tracking and reporting system to continuously monitor our progress, ensuring we stay on course and hold ourselves accountable for achieving our goals. 

Key Achievements To Date

We are steadily advancing in our strategic planning journey, with each milestone bringing us closer to completing the plan. 

Mission, Vision, Values

We have established a new mission, vision, and values to guide our collaborative efforts moving forward. A special thank you to the Mission, Vision, & Values Workgroup for their crucial role in developing these foundational elements.

• Mission
  The mission of the Division of Student Affairs is to transform lives, one student at a time.
• Vision
  The Division of Student Affairs will champion student success and foster social mobility by meeting students where they are. We aim to promote well-being, cultivate a sense of belonging, celebrate our diverse community, support academic excellence, and equip students with lifelong skills throughout the student life cycle and beyond.
• Values

  Values Statement: The Division of Student Affairs values serve as guiding principles that define our commitment to the campus community. We hold ourselves accountable to these values which shape our actions, decisions, and the overall environment we strive to create. The values form the foundation of our mission to transform lives and our vision to champion student success and foster social mobility. 

  1. Integrity: Rooting our work in ethics, honesty, and trust. Our actions advance divisional goals, align with professional standards, and match our commitments. 
  2. Respect: Valuing all members of our community by treating them with dignity, kindness, and empathy.
  3. Diversity, Equity, Inclusion, & Belonging: Celebrating all identities, cultures, and backgrounds, and fostering an environment where individuals are respected, accepted, and heard.
  4. Care & Well-being: Promoting an environment that supports the campus community’s mental, physical, and emotional health.
  5. Shared Purpose: Embracing collaboration and working as one division towards shared goals.  
  6. Advocacy: Serving as champions for diverse voices and perspectives.
  7. Adaptability & Creativity: Adopting a growth-oriented mindset that embraces change and meets the evolving nature of higher education. 

Learning Domains

The Student Affairs Learning Domains provide a common framework for planning and assessing programs and services, supporting an integrated learning environment. These domains empower students to apply the knowledge and skills learned within and outside the classroom through a myriad of intentional learning opportunities, ultimately preparing graduates for economic and social mobility.

• Domains

  The eight Learning Domains below align our divisional efforts to enhance co-curricular development while allowing flexibility in developing programmatic tactics to achieve desired learning outcomes. 

  Collaborative Leadership (adapted from NACE) 

  Develop the skills to harness both individual and collective team strengths to achieve shared objectives and goals.  

  Career and Professional Development (adapted from NACE) 

  Cultivate the capacity to identify and apply personal interests, strengths, values, and skills to inform and pursue academic and career pathways.  

  Critical Thinking (adapted from Wesleyan University and NACE).  

  Enhance the ability to actively and skillfully conceptualize, apply, analyze, synthesize, and evaluate information gathered from observation, experience, reflection, reasoning, or communication as a guide to belief and action. 

  Holistic Wellness (adapted from NIRSA) 

  Build resilience skills and establish lifelong habits to realize personal definitions of success. 

  Equity & Inclusion (adapted from NACE) 

  Integrate, be knowledgeable of, and engage with people from different backgrounds. Actively challenge systems, structures, and policies of inequity to create a more just community.  

  Social Responsibility (adapted from Top Hat) 

  Recognize and engage in opportunities to care for the environment, civic responsibility, community involvement, and moving toward social change. Apply concepts of sustainability to address one’s social, economic, and environmental impacts. 

  Oral and Written Communication (adapted from NACE) 

  Effectively utilize diverse forms of communication to express ideas to targeted audiences, including verbal, written and digital styles. 

  Technological Fluency (adapted from NACE) 

  Gain proficiency in ethically integrating technologies that support knowledge acquisition, collaboration, innovation, and productivity.  

Consultant Recommendations

Based on the data gathered, our consultant provided 10 key recommendations to enhance our division's impact. Our Senior Leadership Team is now refining these into 5 or 6 focused strategic goals to drive our efforts forward. 

• Recommendations
  1. Cultivate Organizational Agility  
  2. Enhance Strategic Communication  
  3. Strengthen Alumni and Community Engagement  
  4. Expand Diversity, Equity, Inclusion and Belonging (DEIB) Initiatives  
  5. Prioritize Employee Well-Being and Development  
  6. Enhance Financial Management and Sustainability   
  7. Improve Technological Infrastructure and Services  
  8. Elevate Student Centered-Services and Engagement  
  9. Foster a Collaborative and Inclusive Culture  
  10. Streamline Operational Processes and Decision-Making  

Project Timeline

This timeline provides a detailed account of the key milestones and activities throughout our strategic planning process. 

Engaging our Stakeholders

Our strategic planning process has been deeply enriched by the active participation and input from a diverse range of stakeholders. Below is an overview of how we have engaged each group to ensure their voices are reflected in our planning:

• Students

  Students were engaged through focus groups and participated in stakeholder surveys, providing them with opportunities to share their experiences and offer insights on how the division can better serve their needs. 

• Student Affairs Staff

  Student Affairs Staff shared points of pride and participated in focus groups and stakeholder surveys. Staff members are also taking part in various workgroups, playing a key role in shaping specific aspects of the strategic plan.  

• Student Affairs Leadership Team (SALT)

  The Student Affairs Leadership Team (SALT) has been actively involved in identifying strengths, challenges, and opportunities for the division. They participated in group discussions and exercises during their meetings, with feedback collected and shared with Batista Consulting for further analysis. SALT members are also part of key workgroups.  

• Campus Partners

  Campus Partners, including senior administrative teams, participated in focus groups and stakeholder surveys. These sessions provided a platform for campus partners to contribute their perspectives on how Student Affairs can align more effectively with broader institutional goals. 

Acknowledging our Workgroups

We want to recognize and express our gratitude to the workgroups whose efforts have been essential in developing key aspects of our strategic plan. 

• Mission, Vision, & Values Workgroup
  • Norma Larios, Assistant Vice President of Divisional Operations (Co-Chair) 
  • Dr. Annie Macias, Executive Director of Associated Students, Inc. (Co-Chair) 
  • Robert Aiello-Hauser, Director of the Pride Center
  • Alondra Lopez, Coordinator of the ASI Cougar Pantry
  • Heather Northway, Director of TRIO Student Support Services
  • Jennie Ruiz, Interim Director of Success Coaching
  • Michelle Saavedra-Diaz, Counselor in Disability Support Services  
  • Todd Snedden, Associate Director of Athletics 

• Student Learning Domains Workgroup
  • Norma Larios, Assistant Vice President of Divisional Operations
  • Alan Brian, Director of Compliance Title IX/DHR 
  • Dr. Jason Schreiber, Associate Vice President & Dean of Students 
  • Dr. Gail Cole-Avent, Associate Vice President for Student Life 

• Strategic Goals & Objectives Workgroup
  TBD

About Batista Consulting

Transformation By Design, formerly Batista Consulting Services, excels in helping organizations achieve lasting success by providing leaders with transformative strategies for aligning goals and values. Drawing on their vast experience in higher education, they have been pivotal in guiding our strategic planning process. For more information, visit Transformation By Design/Batista Consulting.