Shape the Future: Phase II of the Strategic Plan

Students, faculty, staff and administrators have begun the process to define phase two of San Diego State University’s strategic plan, the 2025-2030 plan. Every university community member plays a crucial role in shaping our future priorities and outcomes, and input directly impacts how we serve students, faculty, staff, and the broader communities connected to our institution

How to Participate

All students faculty and staff are invited:

Review the 2020-2025 strategic report
Review the initial proposed activities below
Share input via the online form

Becoming a Premier Public Research University: A New Kind of HSI
Resilience. Designed to Thrive
We Are SDSU
Equity and Inclusion in Everything We Do
Students at Our Core

Becoming a Premier Public Research University: A New Kind of HSI

Based on 2024 feedback, the recommendation is to revise goals related to this priority, as follows:

Revise Goal 1: Position SDSU to cultivate a sustainable research and scholarly activity trajectory consistent with our unique identity as a transborder, HSI, and AANAPISI institution.
Revise Goal 2: Leverage SDSU’s unique identity as a transborder, HSI, AANAPISI, student-centered R1, on Kumeyaay land to enhance the quantity and quality of scholarship.

The following are recommended activities for Phase II of the strategic plan:

Research Infrastructure

Proposed activity: Implement recommendations of external consultant (Maximus)

Builds on Activity 1 [Conduct an assessment with recommendations for needed resources for the university’s research infrastructure (such as library acquisitions, equipment needs, research support).]

Proposed activity: Continue to develop and build upon previously funded proposals for at least three new collaborative research centers with more than $1.5 million each in external funding per year in response to external requests for proposals (RFPs)

Builds on Activity 2 [Develop proposals for at least three new collaborative research centers with more than $1.5 million each in external funding per year in response to external requests for proposals (RFPs).]

Expand Graduate Programs

Proposed activity: Formally propose new Ph.D. programs that leverage our unique identity (transborder, HSI, AANAPISI, on Kumeyaay land, etc) and are aligned with specific applied and/or career trajectory pathways.

Builds on passage of AB656 and Activity 3 [Formally propose eight to 10 new professional doctoral programs while advocating for the authority to offer independent doctorate degrees.]

Hispanic Serving-Institution Grants

Proposed activity: Identify resource support for the continued effort to submit federally designated HSI competitions for which SDSU is eligible.

Builds on Activity 5 [Submit proposals for 80% of federally designated HSI competitions for which SDSU is eligible each fiscal year.]

Transborder Programs and Faculty

Proposed activity: Continue to explore new research partnerships with universities in Latin America.

Builds on Activity 6 [Establish new research partnerships with three universities in Latin America]

Proposed activity: Conduct hires of faculty members (five to ten lines) clustered around public-facing, border or Indigenous scholarship.

Continuation of Activity 7 [Conduct hires of faculty members (five to 10 lines) clustered around public-facing, border or Indigenous scholarship.]

Resilience. Designed to Thrive

Based on 2024 feedback, the recommendation is to maintain the following goals related to this priority, as follows:

Goal 1: Diversify and expand revenue streams that support our mission and our scholarly and creative activities, teaching and athletic aspirations.
Goal 2: Allocate resources with transparency, equity, efficiency and accountability.
Goal 3: Invest in organizational practices that prioritize the responsible management of resources with a focus on global and environmental sustainability.

The following are recommended activities for Phase II of the strategic plan:

Revenue Generation

Proposed activity: Develop a structure that promotes entrepreneurial aspirations, which includes a competitive net revenue generating proposal process for each college.

Continuation of Activity 9 [Develop a structure that promotes entrepreneurial aspirations, which includes a competitive net revenue generating proposal process for each college.]

Expand Shared Services

Proposed activity: Implement identified areas (Procure-to-Pay) for shared services across all colleges and divisions.

Builds on Activity 12 [Identify areas to advance synergies for shared services across divisions and other units, and develop an organizational plan.]

Budgeting

Proposed activity: Develop and align a process for Multi-Year Strategic Objective Setting and Budget Planning for the university.

Continuation of Activity 14 [Develop and align a process for Multi-Year Strategic Objective Setting and Budget Planning for the university.]

Communication of Efforts

Proposed activity: Enhance the visibility of campus Deferred Maintenance efforts

Proposed activity: Enhance the visibility of strategies to provide sustainable housing for students, faculty, and staff.

Sustainability

Proposed activity: Reevaluate staffing recommendations for Office of Energy & Sustainability

Builds on Activity 15 [Designate executive-level leadership to develop and provide oversight of SDSU’s Sustainability Efforts.]

Proposed activity: Implement updated climate action plan (CAP)

Builds on Activity 16 [Update the University Climate Action Plan, inclusive of all campus locations, with defined benchmarks until June of 2025.]

We are SDSU

Based on 2024 feedback, the recommendation is to maintain the following goals related to this priority, as follows:

Goal 1: Foster an inter-connected and equitable SDSU experience through implementing resource generation and allocation, communication and information-sharing, and systems of transportation.
Goal 2: Expand SDSU’s academic infrastructure and partnerships to meet the needs of broadly diverse learners in our region, across the nation, and the world.

The following are recommended activities for Phase II of the strategic plan:

Imperial Valley Transportation

Proposed activity: Establish a working group to explore transportation needs in the Imperial Valley.

Revision/builds on Activity 23 [Pilot a daily shuttle service between the SDSU and SDSU Imperial Valley campus locations]

Cohesive Campus-wide Communications

Proposed activity: Identify opportunities to streamline internal communication channels to reduce fatigue, including consideration of e-newsletters, outreach text messaging and alumni communications.

Builds on Activity 21 [Develop and implement a Culture of Communication Plan for the university that improves synergy and collaboration between all campuswide communication personnel.]

Expand Personalized Communications

Proposed activity: Explore the use of AI algorithms to personalize campus communications.

Real-time Data for Decision-making

Proposed activity: Create centralized dashboards to provide internal campus community members real-time updates on university data, policies, performance, decisions and other metrics.

Campus Connection-making Activities

Proposed activity: Identify increased opportunities for community-building events that encourage collaboration and knowledge sharing by bringing together faculty and staff across divisions and across university locations.

Create a Unified Portal

Proposed activity: Create a centrally-located unified portal where faculty and staff can locate timely news and university activities, relevant policies, Senate meeting information and minutes, and announcements.

Build on Activity 21 [Develop and implement a Culture of Communication Plan for the university that improves synergy and collaboration between all campuswide communication personnel.]

Equity and Inclusion in Everything We Do

Based on 2024 feedback, the recommendation is to maintain the following goals related to this priority, as follows:

Goal 1: Ensure that diversity, equity and inclusion (DEI) initiatives across campus are aligned and implemented consistently, effectively and efficiently.
Goal 2: Foster and sustain an environment where all students, faculty, staff and alumni feel welcomed, supported, and valued by the university.
Goal 3: Recruit, retain and advance graduate students, faculty and staff who can and will effectively support the diverse student body and communities served by SDSU.

The following are recommended activities for Phase II of the strategic plan:

Centralized Support for the Disabled Community

Proposed activity: Establish and provide institutional support for a sustainable unit responsible for managing campuswide services and support for the disabled community.

Revision of Activity 31 [Establish a sustainable centrally funded information technology unit responsible for managing campuswide accessibility to implement and drive institutional governance and policy]

DEI Communication

Proposed activity: Establish protocol for on-going assessment and communication of diversity initiatives and resources

Builds on of Activity 37 [Develop a protocol for continuous review and development of campus materials, events and programs to ensure diverse backgrounds, identities, and experiences are reflected with respect and authenticity]

Community-building

Proposed activity: Establish and provide institutional support for a centralized program for campus dialogue, to include both proactive learning programs and support for conflict resolution and repair.

Revision of Activity 40 [Establish and launch intergroup dialogue programs (such as Human Library, racial equity learning groups, peacemaking circles)]

Enhance Accountability for DEI

Proposed activity: Incorporate accountability for DEI goals into employee evaluations, including developing measurable criteria and ensuring participation in professional learning on inclusive evaluation practices for all those involved in employee evaluation.

Builds on Activity 42: Ensure participation in professional learning on inclusive practices for all search committees; retention, tenure, and promotion committees; staff supervisors and managers; and admissions committees

Mentoring

Proposed activity: Establish and provide institutional support for a sustainable unit to coordinate structured mentoring programs for faculty and staff.

Revision/Continuation of Activity 43 [Establish and provide institutional support for structured mentoring programs for all faculty and staff (regardless of classification)]

Staff and Leadership Development

Proposed activity: Establish and provide institutional support for structured leadership development opportunities for all faculty and staff (regardless of classification) aligned with unit Diversity and Inclusion Plans.

Continuation of Activity 44 [Establish and provide institutional support for structured leadership development opportunities for all faculty and staff (regardless of classification) aligned with unit Diversity and Inclusion Plans]

Students at Our Core

Based on 2024 feedback, the recommendation is to either revise or maintain the following goals related to this priority, as follows:

Revise Goal 1: Ensure that all members of the campus community are prepared to advance student success by building accessible, sustainable and inclusive models of instruction and closing equity gaps
Revise Goal 2: Expand access to affordable, high-quality, rigorous, and engaged university undergraduate and graduate education for the people of our region and beyond.
Revise Goal 3: To support student success and well-being both inside and outside the classroom, SDSU will strategically increase its programming, resources and capacity to provide mental health, wellness and basic needs support for all undergraduate and graduate students

The following are recommended activities for Phase II of the strategic plan:

Professional development

Proposed activity: Continue focus and institutional investment in faculty development to maintain teaching quality, providing better training and staffing for advising services, and incentivizing evidence-based instructional practices.

Builds on Activity 45 [Provide all faculty and advisors with information on student success and equity gaps in their classrooms and their respective colleges. In addition, provide research-informed recommendations and professional development for ways to support student success in their teaching.] and Activity 46 [Invest in campuswide technological and professional development support as the foundation for a coordinated campus approach to advising, teaching, and co-curricular support services.]

Proposed activity: Ensure that all graduate programs will develop a professional development plan for graduate students.

Continuation of Activity 49 [Ensure that all graduate programs will develop a professional development plan for graduate students.]

Data

Proposed activity: Create new campuswide accounting of experiential learning.

Builds on Activity 48 [Achieve a 75% placement rate for undergraduate students in internships, research opportunities, and fellowships to enhance employability and access to graduate studies.

Proposed activity: Develop a repository of data on career outcomes of alumni to help students understand the connections between majors and careers, and the ROI of an SDSU education.

Proposed activity: Implement a personalized, app-based tool that pre-populates degree requirements and course-taking options to offer students real-time, semester-by-semester planning for registration and degree completion.