2018-2023 Strategic Plan

Overview

Overview

Introduction

Developed collaboratively by the Titan Family, this strategic plan presents a thoughtful yet ambitious road map for addressing our most compelling opportunities and enhancing our most successful endeavors. The plan is wholly in support of our educational mission, reaffirms our position as a first-choice institution, celebrates our far-reaching impact as a university of significance, and further empowers all Titans — faculty, staff, students, and alumni — to Reach Higher. With this plan, we collectively commit ourselves to its goals and objectives, all in pursuit of our fundamental mission.

Mission

California State University, Fullerton enriches the lives of students and inspires them to thrive in a global environment. We cultivate lifelong habits of scholarly inquiry, critical and creative thinking, dynamic inclusivity, and social responsibility. Rooted in the strength of our diversity and immersive experiences, we embolden Titans to become intellectual, community, and economic leaders who shape the future.

Values

• Student success: We educate confident, innovative, and culturally competent Titans who continuously adapt to meet and exceed new workforce demands, social justice challenges, and community service opportunities.
• Scholarly and creative activities: We cultivate and promote the collaborative exchange of ideas through rigorous academic and creative activities.
• Diversity, equity, and inclusion: We commit to our rich diversity by increasing culturally proficient and equity-minded practices across all campus communities.
• Civic engagement: We encourage free expression, both as a right and a responsibility, and aim to inspire all Titans to be informed, active, and engaged citizens.
• Collegial governance: We embrace inclusivity, consultation, collaboration, and transparency to bring all Titans into the deliberative process that shapes our communities, challenges our beliefs, and addresses the needs of a diverse global society.
• Integrity: We act from a foundation of ethical principles and through the cultivation of strong character.
  Service to the region:We provide a place and space for the region’s current and future leaders to grow and develop in ways that inspire them to better serve our communities.

Goal 1 

Goal 1:

Our Commitment to a Transformational Titan Experience

Provide a transformative educational experience and environment for all students.
Titan students are immeasurably enriched by immersive experiences and a robust array of services that support their well-being, provide a sense of belonging, and promote academic success. The many benefits from this institutional commitment — enhanced learning, retention, confidence, and affinity for the university — ensure Titan graduates are well prepared to excel in the workforce or in further education.

Objectives:

• Develop and broaden nationally recognized signature elements of the Titan experience.
• Ensure all undergraduate students participate in at least three high-impact curricular or co-curricular experiences.
• Support and implement models that build increased cultural competencies.
• Develop and implement a model of comprehensive student health and well-being support services.
• Enhance the model of the Titan Experience, including student participation in events, student pride, and connection to the university.

Strategies:

1. Identify, develop, and highlight university signature programs that provide a transformative experience for students.
2. Develop and expand inter/multidisciplinary curricular programs.
3. Scale and institutionalize culturally responsive curricular/cocurricular High Impact Practices (HIPs).
4. Enhance global competencies through increased access to and participation in immersive learning experiences, including those focused on internationalization and home and study abroad.
5. Create, enhance, and communicate programs and policies to narrow gaps in basic student health and well-being.
6. Enhance strategic enrollment management to increase outreach to underrepresented student populations.
7. Increase existing outreach with community partners and alumni to connect faculty, students, and staff.
8. Increase on-campus student employment, internships, and professional development opportunities.
9. Expand faculty-student mentoring opportunities, particularly during the last year of the undergraduate experience.

Goal 2

Goal 2:

Our Commitment to Student Success and Completion

Strengthen opportunities for student completion and graduation.
Perhaps nothing is more central to our educational mission than providing equitable access to the opportunities and resources necessary for student success. Degree completion is one metric, albeit a fundamental one, by which student success is measured, and our commitment to supporting students in achieving that goal is interlinked with myriad endeavors that promote student success in all its forms.

Objectives:

• Achieve the following by August 2023:
  • 39% of first-time, full-time freshmen graduate within four years.
  • 72% of first-time, full-time freshmen graduate within six years.
  • 42% of undergraduate transfer students graduate within two years.
  • 83% of undergraduate transfer students graduate within four years.
  • Eliminate equity gaps (underrepresented/non-underrepresented, Pell/non-Pell) for first-time, full-time freshmen.
• Examine existing measures for postbaccalaureate and graduate student success and completion, set benchmarks for greater progress, and develop recommendations to achieve those goals.

Strategies:

1. Engage in the deep interdivisional and cross-divisional collaboration essential to holistic student advisement
   and support.
2. Develop and implement course schedules aligned with road maps that support an average of 15 units per semester load.
3. Accelerate the identification of and response to program bottlenecks and barriers.
4. Implement 15 credits per semester campaign. Provide support to increase the percentage of students who achieve these benchmarks and improve the average unit load for the campus.
5. Design and implement a mandatory in-person orientation experience, including for transfer students.
6.  Increase interventions to support retention efforts, including focus on equity and opportunity gaps.
7. Promote and support the critical roles of faculty and staff in collaborative student success efforts.
8. Implement a graduate studies task force to identify and articulate benchmarks and recommendations for graduate education.

Goal 3

Goal 3:

Our Commitment to Faculty and Staff Diversity and Success

Recruit and retain high-quality and diverse faculty and staff.
We value the abundant depth and breadth of diversity of our campus, and recognize the profound power gained from learning amid, supporting, and celebrating the multitude of backgrounds and perspectives here. Key to our success as an institution is elevating and infusing equity-minded practices in all that we do. We must also continue to recognize and uplift the vibrancy of our faculty and staff, as our students grow and achieve in an environment that is as diverse as they are.

Objectives:

• Assess the university climate and establish benchmarks for faculty and staff safety and sense of belonging.
• Establish and implement benchmarks to increase faculty and staff retention.
• Increase the number of tenured or tenure-track faculty, with concentrated attention to those from historically underrepresented groups, and report annually.
• Increase the number of full-time staff with concentrated attention to historically underrepresented groups and report annually.
• Assess, adjust, and enhance the effectiveness of current programs to support faculty teaching, scholarly and creative activities, and service.

Strategies:

1. Conduct campus climate surveys and aggregate data on a regular basis. Report findings to the campus community.
2. Incorporate diversity, equity, and inclusion in all assessment and annual goals for divisions, colleges, departments, and programs.
3. Develop, support, and promote an inclusive campus culture for the professional success of historically underrepresented staff and faculty.
4. Develop and enhance campuswide data-driven recruitment processes.
5. Build and support programs that enhance a sense of belonging and community.
6. Establish diversity programming, education, and strategies throughout the recruitment and hiring cycle that promote the recruitment of diverse faculty and staff.
7. Develop and implement leadership training for faculty and staff professional development.
8. Diversify and grow opportunities to promote faculty teaching, scholarly and creative activities, and support services to enhance the professional lives of faculty.

Goal 4 

Goal 4:

Our Commitment to Our Learning Environment and Legacy

Expand and strengthen our financial and physical capacity.
In direct service to the educational mission of the university, we seek to maximize revenue opportunities and philanthropic investment in the institution, while also ensuring that our physical spaces best support and promote our learning environment and the evolving needs of the Titan community.

Objectives:

• Complete the institution’s first-ever comprehensive fundraising campaign.
• Complete the creation of a comprehensive campus physical master plan that provides the framework for future development of the campus physical environment as of 2020.
• Complete the planned renovation of McCarthy Hall, Pollak Library, College Park, Titan Hall, athletic facilities, the promenade, and other buildings and facilities as needed, including the creation of spaces and places for communities of gathering and convening.
• Expand the university’s self-support and entrepreneurial activities.

Strategies:

1. Align appropriate resources to create capacity and build infrastructure to meet the goals of the comprehensive fundraising campaign.
2. Build greater alumni affinity for the institution and strengthen alumni advocacy and financial support.
3. Embrace marketing communications as a core university function that supports the long-term advancement of the institution.
4. Foster universitywide community engagement efforts that develop a deep, meaningful CSUF presence throughout Orange County.
5. Implement routine multistage research and tracking of post-graduation employment, further study, satisfaction with the CSUF experience, perceptions of degree equity, and other appropriate metrics to advance the mission of the university.
6. Complete the final draft of the Campus Master Plan in February 2020 for approval and adoption by June 30, 2020.
7. Enlist the concurrent support of the Environmental Impact Report (EIR) consultant to monitor and anticipate any environmental impacts of the recommended Campus Master Plan projects both to expedite plan approval and to ensure a sustainable campus.
8. Incorporate formal milestone meetings with key stakeholders in any major construction and renovation schedule to improve communication, stakeholder satisfaction, and timely completion of projects.
9. Increase connectivity with alumni to promote ambassadorship for awareness, advocacy, and contributions.
10. Define an overall university goal for revenue from self-support/entrepreneurial activities.
11. Develop appropriate financial models and business plans in each self-support/entrepreneurial program to realize net revenue targets.

Reports & Media 

Reports and Media 

  Strategic Plan 2018-23 Final Report     Strategic Plan 2018-23 Celebration Video

• Strategic Plan 2018-23 Highlights (May 2023) 
• Strategic Plan 2018-23 Progress Report (Spring 2021)

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2013-2018 Strategic Plan

Overview

Overview

Introduction

Developed collaboratively by the Titan Family, this strategic plan presents a thoughtful yet ambitious road map for addressing our most compelling opportunities and enhancing our most successful endeavors. The plan is wholly in support of our educational mission, reaffirms our position as a first-choice institution, celebrates our far-reaching impact as a university of significance, and further empowers all Titans — faculty, staff, students, and alumni — to Reach Higher. With this plan, we collectively commit ourselves to its goals and objectives, all in pursuit of our fundamental mission.

Mission

California State University, Fullerton enriches the lives of students and inspires them to thrive in a global environment. We cultivate lifelong habits of scholarly inquiry, critical and creative thinking, dynamic inclusivity, and social responsibility. Rooted in the strength of our diversity and immersive experiences, we embolden Titans to become intellectual, community, and economic leaders who shape the future.

Values

• Student success: We educate confident, innovative, and culturally competent Titans who continuously adapt to meet and exceed new workforce demands, social justice challenges, and community service opportunities.
• Scholarly and creative activities: We cultivate and promote the collaborative exchange of ideas through rigorous academic and creative activities.
• Diversity, equity, and inclusion: We commit to our rich diversity by increasing culturally proficient and equity-minded practices across all campus communities.
• Civic engagement: We encourage free expression, both as a right and a responsibility, and aim to inspire all Titans to be informed, active, and engaged citizens.
• Collegial governance: We embrace inclusivity, consultation, collaboration, and transparency to bring all Titans into the deliberative process that shapes our communities, challenges our beliefs, and addresses the needs of a diverse global society.
• Integrity: We act from a foundation of ethical principles and through the cultivation of strong character.
• Service to the region: We provide a place and space for the region’s current and future leaders to grow and develop in ways that inspire them to better serve our communities.

Goal 1 

Goal 1:

Develop and maintain a curricular and co-curricular environment that prepares students for participation in a global society and is responsive to workforce needs.

CSUF aims to provide innovative, high-quality programs and services that offer students broad educational experiences, facilitate lifelong habits of intellectual inquiry and prepare them for successful careers. We recognize that achieving these aims requires comprehensive and coordinated advising and actively engaging students in the learning process. A robust program of assessment will allow us to demonstrate student learning, document student achievement and be accountable to ourselves and to our stakeholders.

Objectives:

• Implement a sustainable University-wide assessment process that includes curricular and co-curricular components.
• Ensure that at least 75% of CSUF students participate in an advising system that integrates academic, career and personal development components.
• Increase by 25% the number of CSUF students participating in international, service learning, internship, community engagement or other innovative instructional experiences that prepare students for professional endeavors in a global society.

Strategies:

1. Execute an assessment process that builds upon existing efforts, incorporates recently approved University Learning Outcomes, provides resources and training, supports program accreditation and emphasizes the use of assessment to improve student learning.
2. Institute a mandatory advisement requirement in addition to New/Transfer Student Orientation for all CSUF students.
3. Provide training and resources needed for campus units involved in advisement services and ensure a point of common access to information regarding individual academic, career and personal development plans.
4. Identify, expand and provide resources to curricular and co-curricular programs that advance students' recognition of roles they play in an interdependent global community.
5. Provide resources for programs that increase student participation in activities and services that link degree, career and community.

Goal 2

Goal 2:

Improve student persistence, increase graduation rates universitywide, and narrow the achievement gap for underrepresented students.

A critical measure of a university’s performance is the effectiveness with which it employs its resources to ensure students meet their educational goals in a timely manner. This institutional and social priority must be accompanied by a commitment to the success of all students, including those from historically underrepresented groups. Improving persistence of our students, especially in their entering year, is an important first step in this process. High-Impact Practices (HIP), those pedagogical and programmatic approaches that promote student engagement, retention and graduation, are integral to these efforts.

Objectives:

• Increase the overall 6-year graduation rate, such that the Fall 2012 cohort of first-time full-time freshman is at least 10 percentage points higher than that of the Fall 2006 cohort.
• Increase the 4-year transfer graduation rate, such that the Fall 2014 cohort is at least 10 percentage points higher than that of the Fall 2008 cohort.
• Reduce by at least half the current 12% achievement gap between underrepresented and non-underrepresented students.
• Increase participation in High-Impact Practices (HIPs) and ensure that 75% of CSUF students participate in at least two HIPs by graduation.

Strategies:

1. Identify and expand programs that have a documented impact on increasing student achievement in bottleneck, gateway and low success rate academic courses.
2. Identify and increase participation in new and ongoing efforts that support underrepresented student persistence and achievement.
3. Identify, track and integrate curricular and co-curricular High-Impact Practices and ensure participation in one HIP in the first year and one subsequent HIP in student's major field.
4. Establish accountability metrics at the division, college, department, and program levels to ensure progress on retention and graduation rate strategies.

Goal 3

Goal 3:

Recruit and retain a high-quality and diverse faculty and staff.

A critical measure of a university’s performance is the effectiveness with which it employs its resources to ensure students meet their educational goals in a timely manner. This institutional and social priority must be accompanied by a commitment to the success of all students, including those from historically underrepresented groups. Improving persistence of our students, especially in their entering year, is an important first step in this process. High-Impact Practices (HIP), those pedagogical and programmatic approaches that promote student engagement, retention and graduation, are integral to these efforts.

Objectives:

• Assess the campus climate and utilize results to identify and implement retention and engagement strategies.
• Implement effective and systematic faculty and staff recruitment and retention programs.
• Align CSUF faculty demographics with national pools of appropriately qualified applicants.
• Provide additional training programs and increase opportunities for professional development available to post-tenure faculty and staff to promote career advancement.

Strategies:

1. Create and implement a Diversity Action Plan to improve recruitment and retention and to foster an inclusive environment.
2. Enhance professional and leadership development opportunities to better support retention and engagement throughout all career stages.

Goal 4

Goal 4:

Increase revenue through fundraising, entrepreneurial activities, grants, and contracts.

In an environment of decreasing resources, CSUF seeks to increase funds available to the entire campus community. Stabilizing our finances and securing revenue sources will allow us to invest in the success of our University, our students and our communities. Increasing alumni and community engagement is essential and will position the University to be more effective in meeting its mission. We recognize such efforts must be integrated, collaborative, innovative and purposeful.

Objectives:

• Increase overall philanthropic giving to at least $15 million yearly in order to be in the top third of our CSU Peer Group.
• Increase by 25% overall grant and contracts revenue generated through Principal Investigator applications.
• Implement support mechanisms and incentive programs to increase entrepreneurial activities at CSUF, such that revenues generated by those activities increase by 50% over the life of the plan.
• Increase communications and stakeholder engagement by 50% over the 2011-2012 baseline.

Strategies:

1. Implement a comprehensive development plan with an established baseline that moves the University toward its desired position in terms of stakeholder engagement and fundraising.
2. Provide resources, enhance infrastructure, develop support systems and provide incentives necessary to increase faculty and staff engagement in fundraising, entrepreneurial activities, grants and contracts.
3. Enhance the University’s external relationships by informing and educating external stakeholders about the impact of CSUF and our students on the region.

Reports 

Reports

• 2013-18 Strategic Plan Scorecard Final Report