Strategic Plan

Cultivating Opportunity:
Catalyzing the American Dream
Stanislaus State Strategic Plan 2031

Stan State is the region’s most powerful driver of social and economic mobility, opportunity and prosperity. We are nationally ranked in the top 10 for social mobility, quality and the return on investment we deliver to our students and alumni. Behind that ranking are endless stories of the Sueño Americano, the American Dream, realized. Our students and alumni solve the regional challenges their families and communities have faced for decades. They are the stories of the community college transfer student who becomes the first elected official in their family. The daughter of farmworkers who builds an accounting career without leaving the Valley that raised her. The nurse who finally earns a wage that matches their potential. The majority of our students are the first in their families to attend college, and many are multilingual learners, caregivers and contributors to their families and local economies. Each day they proactively navigate and solve the challenges that have detrimentally affected their communities for generations.

The Stan State community knows that there is an undeniable throughline between student success, family values, alumni mobility and regional prosperity. There is no separation between student and family success. Our students and alumni carry stories of sacrifice, mobility and aspiration that define our region. Catalyzed by their ancestors’ wildest dreams, it is their determination that thrives in every classroom, every lab and every community space.

At Stan State, we learn from our students. Their resilience, care for and commitment to their families and communities enrich every part of our campus and remind us daily of what access to the American Dream makes possible. Our commitment is to build on our students’ strengths, honoring their perseverance and cultural wealth with pathways to real economic prosperity and lasting personal and familial transformation.

Stan State’s value stems from our unwavering commitment to equitable access to educational experiences that change the social and economic trajectory of families and the region. As a federally designated Hispanic-Serving Institution and aspiring Asian American, Native Hawaiian and Pacific Islander-serving campus, we continue to strengthen support for historically underserved students, including Black, Indigenous and other communities. Through resonant, student-centered programs, we advance educational opportunity, success and upward mobility for all improving lives of families and communities throughout the Central Valley.

We are charting our future aligned with the strength and frameworks of the CSU, the largest public higher education system in the world. Centered on people, collaboration and a shared vision, this effort is grounded first and foremost on the success of our students and alumni — measured in the lives transformed, careers built and prosperity generated in the families and communities they call home.

As the Central Valley grows, and the need for accessible and affordable public higher education strengthens, purposeful service to the people and communities of our region sharpens our intention to ensuring that Stan State students and alumni leaders are catalyzing their aspirations into ongoing value creation and prosperity.     

The Central Valley is faced with critical gaps in several key professional workforce sectors, including but not limited to health and human services, technology and agriculture, education, supply chain logistics and entrepreneurship. Stan State’s critical role in mitigating these professional workforce needs throughout our six-county service area is aligned with multi-sector coalitions informing our vision to foster an accessible and prosperous future. This regional alignment, coupled with the overarching CSU Forward Strategic Plan and CSU Student Success Framework, chart our future. Guided by local workforce needs and the expertise and commitment of our campus community, our plan provides both clear focus and measurable objectives that serve as the backbone of our strategic vision.  

The grass-roots effort that shaped our plan was fueled by the passion, expertise and lived experiences of our students, faculty, staff, alumni and community members. These collaborative efforts invited inclusive dialogue and co-creation of institutional priorities, grounded in shared commitment to student success, regional vitality and a flourishing University community. 

The communities served are continuously and consistently inspirational. At Stan State, the American Dream is alive and well and fueled by the perseverance, resilience, generosity and family values of the diverse populations that comprise our region. Although many use the phrase “Valley Tough,” the Central Valley is also “Valley Kind.” Together, we are building something powerful: a University nationally recognized for its quality, value and impact.

Through industry and community partnerships, innovation, resourcefulness and expertise, we are preparing the next generation of leaders, educators and professionals who will prosper together, uplifting their families and our communities. The reciprocal agency felt between the ways in which Stan State reflects the Central Valley and collectively shapes its future is palpable. At Stan State, the pulse of possibility and the power of perseverance, commitment and creativity fuel the American Dream, creating an invincible force throughout the heartland of California.

Mission

California State University, Stanislaus provides a nationally ranked, inclusive student-centered experience fostering academic excellence, social mobility, and leadership.

Vision

Stanislaus State inspires students to flourish as engaged leaders who make meaningful contributions throughout Central Valley communities and beyond.

Core Commitments

Student Experience

We integrate the classroom and broad co-curricular portfolio to support stellar academic achievement through active learning, personal growth and potential for regional and global leadership.

Equity, Diversity & Inclusion

We honor and integrate diverse cultural assets, identities, experiences and agency to foster access, belonging and educational excellence.

Academic & Experiential Excellence

We advance high-quality teaching, scholarship and creative activity grounded in intellectual growth and expression, best practices and continuous improvement.

Community and Industry Engagement

We seek partnership with community, industry and government to share challenges and create solutions, thereby strengthening communities and expanding opportunity and prosperity.

Shared Responsibility & Stewardship

We are committed to collaboration and reciprocal learning to catalyze a dynamic, accountable and mission/vision-driven University.

Institutional Strategic Position

Stanislaus State is a highly ranked leading economic, cultural and community-building engine in the Central Valley. Fueled by dedicated faculty and staff and the long-term, mutually beneficial partnerships with alumni, community and industry stakeholders, we have consistently demonstrated the value of a Stan State degree through exceptional national rankings. As we develop new programs, and fortify those existing, in alignment with regional needs, the recognition of Stan State’s value and overall impact will become even more pronounced.

Our strategic position, Programs in Partnership, represents our commitment to engage each other, community, industry and professional development alliances to maximize the value of the Stan State experience and optimally serve the Central Valley. This community-centered, reciprocal framework emboldens Stan State’s responsiveness to the unique needs of our region through high-quality education and degree pathways that cultivate long-term success and prosperity. In alignment with the CSU Forward and Student Success Framework, we will evolve and expand experiential learning and development opportunities. Through Programs in Partnership, our students will be prepared to lead in a rapidly changing technological and professional environment, inspired to serve as leaders in their respective communities and boldly shape the future of the Central Valley and beyond.

Stanislaus State will drive social mobility, cultural enrichment and economic growth in the region. This Strategic Plan provides the opportunity to coalesce University and community stakeholders, establish shared understanding, optimize resources and facilitate our collective ability to engage in high-quality educational endeavors. It also provides innovative strategies and high-impact practices to bolster student and professional success, while facilitating individual, community and generational health and prosperity.

Strategic Focus Areas

The Strategic Plan is grounded in four strategic focus areas to frame the future of Stanislaus State. Over the next five years, through this plan, we will: 

1. Deliver an Exceptional Student Experience;
2. Inspire People and Culture that represent the collective Stanislaus State spirit; 
3. Operate within a mindset of Resource Optimization; and
4. Cultivate regional pride, identity and prominence through Elevated Reputation and Recognition. 

Strategic Focus 1
Deliver an Exceptional Student Experience.

Definition: An exceptional student experience is comprised of curricular and co-curricular opportunities that support and scaffold exploration, learning and holistic development. Within a supportive and inclusive environment, Stan State students garner critical thinking expertise, career training, applied skills and leadership development to foster meaningful and prosperous lives.

Opportunity: Create a comprehensive, integrated student success ecosystem that extends to, and positively impacts, regional communities.

Initiatives:

• Create flexible learning pathways allowing for easy navigation throughout the Stan State journey.
• Meet regional needs in health and human services, entrepreneurship, logistics, AI, teacher training and agriculture.
• Develop paid experiential learning and internship opportunities with alumni, community and industry stakeholders.
• Advance a student support infrastructure to deliver integrated and proactive academic and non-academic wraparound services.
• Advance culturally resonant curricular and co-curricular experiences that align students’ cultural capital with their academic learning to create global and local (“GloCal”) leaders.

Desired Outcomes:

• Increase retention and graduation rates.
• Increase the percentage of graduates employed in a first-career job in high-demand areas within our region or enrolled in further study.
• Increase the percentage of graduates who completed at least one paid internship or paid experiential learning placement prior to graduation.
• Increase opportunities provided for students to engage in short-term, accessible and affordable study abroad and study away experiences.
• Create an integrated academic and career advising structure.
• Create a co-curricular transcript that aligns and scaffolds students’ experiences, highlighting student engagement in the many high impact practice opportunities at Stan State.

Strategic Focus 2
Inspire People and Nourish Culture

Grounded in our core commitments, we celebrate and support the People and Culture that represent our collective Stanislaus State ethos and spirit.

Definition: The Warrior spirit embodies caring for self and others. We are committed to investing in people and operating from a position of deep respect, building trust to create spaces in which we persevere, innovate and thrive. Warrior spirit reverberates throughout the Warrior community, building impact and legacy.

Opportunity: Increase sense of belonging and connection to ensure Stan State community members are supported in their efforts to achieve their professional goals while advancing the mission and vision of the institution.

Initiatives:

• Advance and celebrate employee wellness, professional development and engagement.
• Advance a leadership culture at all levels, grounded in a commitment to caring for one another and relational trust that strengthens collaboration, inclusion and collective impact across the institution.

Desired Outcomes:

• Create a culture focused on wellness/belonging and increased number of supportive programs.
• Increase number of on-campus events to engage the Stanislaus State community.
• Increase recruitment of first-choice candidates in faculty, staff and management positions.
• Increase retention and advancement of faculty, staff and management personnel.
• Build a sustainable HR structure and culture.
• Initiate a university-wide awards process to celebrate outstanding achievement.
• Increase positive responses to the HEDS (Higher Education Data Sharing) survey for items pertaining to value, recognition, trust, leadership, transparency, fairness and collaboration.

Strategic Focus 3
Optimize Resources for Impact

Definition: Stanislaus State aligns internal practices with external state budgetary constraints and system policies to ensure optimal fiscal responsibility and use of resources while serving as mindful stewards. We are committed to pursuing growth opportunities through philanthropic engagement, contracts and grant-making, as well as building new and expanding existing revenue streams.

Opportunity: Identify and implement specific approaches to increase operational efficiency and diversify revenue streams to support fiscal sustainability and growth.

Initiatives:

• Develop and catalyze fundraising infrastructure and culture.
• Develop and catalyze grants, contracts and sponsored research infrastructure.
• Optimize campus assets for our internal and external community.
• Optimize procedures, processes and workflows.

Desired Outcomes:

• Increase annual philanthropic revenue averaged over a rolling three-year period.
• Increase annual expenditures from grants, contracts and sponsored programs.
• Increase annual revenue and utilization rate of campus facilities and auxiliary assets.
• Increase alternative revenue streams.
• Increase alignment of resources to critical strategic priorities.
• Engage in a systematic campus-wide review of business and administrative policies and practices leading to increased sustainability, efficiency and innovation.

Strategic Focus 4
Elevate Reputation and Recognition 

Definition: Stanislaus State is embracing the pulse of possibility, strengthening regional pride and amplifying the University’s growing impact on progress and prosperity. We aim to position Stan State as the region’s most prominent, high-quality University of Choice. Through broad engagement and data-informed strength-based storytelling that celebrates our students, alumni, faculty and staff, Stan State’s value will resonate and reverberate locally, regionally and beyond.

Opportunity: Amplify Stanislaus State’s signal by elevating brand recognition to increase awareness of the University’s reputation and distinction as a national leader in academic quality, social mobility and regional impact.

Initiatives:

• Develop a comprehensive alumni network that leverages digital engagement and regional presence to drive career development, community and industry partnerships.
• Develop regionally resonant partnerships to address workforce needs in health and human services, agriculture, education, business and technology.
• Invest in Strategic Communications and Marketing to expand meaningful, strength-based storytelling that increases stakeholder engagement and brand visibility.
• Advance athletics and the arts through expanded community programming to drive attendance, financial support and campus-community connection.

Desired Outcomes:

• Increase of alumni engaged annually through at least two measurable touchpoints, including event participation, mentoring, hiring students, volunteering, or giving.
• Increase enrollment growth and degree completion in regionally targeted programs aligned with workforce demand.
• Increase unaided brand awareness and positive brand perception scores among key regional stakeholders.
• Increase year-over-year growth in earned media placements and external recognition highlighting faculty, student and community expertise and impact.
• Increase annual attendance and external revenue generated by athletics and arts programming.

Conclusion

In the current economic and educational climate, Stanislaus State stands at a decisive moment. More than merely refining previous iterations of our Strategic Plan, this new plan sharpens our institutional edge. The path forward is clear. We align mission with priorities and initiatives, and regional need with institutional strength and growth. Cultivating Opportunity: Catalyzing the American Dream is rooted in heartfelt commitment and accountability to the communities we serve. Together, we will create value through advancing social mobility, economic vitality and cultural enrichment and recognition throughout the Central Valley.

Stanislaus State will lead with both intention and commitment to serve.

Stanislaus State will lead through cutting-edge teaching, research, scholarship, creative activity and community engagement.

Stanislaus State will lead the Central Valley in cultivating opportunity for students, families and the region — catalyzing the American Dream.

Acknowledgements

We extend our sincere thanks and gratitude to the members of the University Strategic Planning Council (see full list of members below), but especially Provost Rich Ogle and Speaker of the Faculty Arya Alami who served as co-chairs, as well as past Speaker Dana Nakano who served as co-chair in the early phases.

The logistical efforts required to facilitate participation among the Blue Dot Groups and to update materials shared with everyone involved in the process were coordinated by Neisha Rhodes, director of presidential initiatives and Amanda Theis, the provost’s chief of staff. We thank them both for their commitment to stewarding this process from the beginning to its successful conclusion.

We also extend our deep appreciation to the faculty, staff, students and community members who provided input throughout this process. Your candor, comments and commitment to Stan State on this process have been invaluable.

University Strategic Planning Council Members

• Rich Ogle (co-chair), Provost and Vice President for Academic Affairs
• Arya Alami (co-chair), Speaker-elect, Academic Senate / Associate Professor of Exercise Science
• Dana Nakano (co-chair), Speaker, Academic Senate / Professor of Sociology
• Eryka Lepper, President, Associated Students, Inc.
• Sebastian Sclofsky, CAHSS – Associate Professor, Criminal Justice
• Jingyun (Jenny) Li, CBA – Associate Professor / Chair, Management, Operations & Marketing
• Kilolo Brodie, COEKSW – Professor, Master of Social Work
• Bjorg Johannsdottir, COS – Associate Professor, Mathematics
• Margarita Zamora Saunders, Library – Research, Instruction, Outreach & Inclusivity Librarian
• Heather Dunn-Carlton, Associate Vice President and Dean of Students
• Sarah Sweitzer, Dean of the Stockton Campus
• Carolina Alfaro, Assistant Vice President for Student Leadership, Engagement and Belonging
• Mandeep Khaira, Director of Marketing and Digital Strategy
• Ryan Storm, Associate Vice President for Financial & Support Services
• Alexander Lazar, Talent Acquisition and Employment Coordinator
• Juan Esquillin, Lead Grounds Worker
• Bobby Ismail, Community Representative/Foundation Board

Technology and Planning Team Members

• Neisha Rhodes, Director, Presidential Initiatives
• Amanda Theis, Academic Affairs, Chief of Staff
• Jennifer Humphrey, Student Affairs, Assistant Vice President for Operations
• Kristina Stamper, Director for Communications and Creative Services
• Christopher Claus, Professor, Communication Studies
• Dai Li, Director of Institutional Effectiveness & Analytics
• Al Speckens, Deputy Chief Info Officer/Chief Information Security Officer

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