1. Planning Council Meeting September 29, 2003 Strategic Planning Task Force

2. Overview  Mission and Vision  Strengths  Weaknesses  Opportunities  Threats  Matching Methodology  Strategic Goals

3. 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

4. Strengths (Cont.)  Growing visibility, strong community support, and positive regional relations  Dedication of campus community  Academically active faculty and professionally qualified staff

5. 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

6. 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

7. 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

8. 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)

9. 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

10. Threats (Cont.)  System Based Required downsizing of enrollment Diversity of eligible student pool under conditions of impaction Increased student demand due to weak economy

11. Threats (Cont.)  Relational Negative perceptions of local community due to reduced enrollment and impaction Greater competition for sources of donated funds

12. Opportunities  Fiscal Demand for usable land External partnerships Grants Trustees willingness to increase fees

13. Opportunities (Cont.)  External relationship based Need for experts in service area Increased external support Availability of new community partners

14. Opportunities (Cont.)  Academic/Programmatic System declaration of impaction and weak economy could encourage higher quality students Higher demand Niche programs SWRC

15. Opportunities (Cont.)  New leadership Several new administrators New President  Environmental Growth in population of service area Changing economic base of service area population

16. Strategic Goal 1 Become the higher educational leader, with high visibility and high impact, within the region we serve.

17. 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

18. Strategic Goal 2 Objective 1 Strengthen and develop excellent academic programs to meet the existing and future needs of the region and state

19. Strategic Goal 2 Objective 2 Develop a comprehensive program to assess and improve existing levels of student learning

20. Strategic Goal 2 Objective 3 Strengthen the campus environment for active learning and for engaging students in communities on and off campus

21. Strategic Goal 2 Objective 4 Recognize and support faculty in their research and creative activity, and their service to students and the community

22. Strategic Goal 3 Strengthen existing community partnerships and aggressively pursue new partnerships with important campus constituencies

23. 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

24. Strategic Goal 5 Develop additional resources and improve management of existing resources