Priorities by Departments

  • Build on the successes of 2019/20, ensuring connection and belonging are established with first-time students as well as continuing students throughout cohort programs (EOP, Promise Scholars, FSP, Undeclared & Pre-Nursing students, Kinesiology majors <40 units, First-Gen Fridays, WOW, Stockton Scholars). The ASC will look towards offering services outside the traditional hours of operation and increase use of alternative modes of communication like chat and text. Why? The advisors strongly believe in fostering a supportive advisor-student relationship, empowering students to own their academic journey, meeting students where they are in an accessible and safe environment.
    University Strategic Plan: G1; RP Group Factors: Directed, Connected, Nurtured, Valued; Division Priority: Inclusion.
  • Continue partnership with Enrollment Services, and Faculty Fellows, refocusing efforts on recommendations from the Advising Taskforce and new ASI resolution. Why? Effective communication and removal of administrative barriers is necessary to advance student success efforts.
    Division Priority: Communication: GI 2025: Administrative Barriers
  • Continue roll-out of Warrior Connect (EAB Navigate) for academic advisors across campus, as well as support faculty advisor adoption with support of the Faculty Fellows. Why? This student success platform will enable the university to create a coordinated care network, be more proactive with the use of data and case management tools. GI 2025: Data-Driven Decision Making.

1. Provide meaningful student services and student life opportunities (virtually and in person)

  • Provide meaningful student services and student life opportunities (virtually and in person)
  • Provide services to our students in need (food insecurities, textbook help, emergency help, laptop giveaways)
  • Collaborate with other departments to provide meaningful programs and services for students
  • Promote services provided by other departments to spread awareness during COVID-19
  • Encourage campus pride within a virtual setting (i.e. wearing Red on Warrior Wednesdays)
  • Re-evaluate marketing services and pricing

2. Commitment to Diversity, Inclusion & Social Justice

  • Support, advocate, and contribute to Black Lives Matter (BLM) movement on campus by offering new services and programs
  • Support, advocate, and contribute to Indigenous students by offering new services and programs
  • Cultural awareness and inclusivity training for all professional staff, student assistants, Board of Directors & members
  • Creation of diversity and inclusion statement for ASI & SC
  • Commission and install a Diversity Mural in the University Student Center

3. Supporting students by promoting campus mental health awareness and basic needs resources

  • Refer students (internally and externally) to mental health campus resources and services
  • Coordinate mental health awareness week during Spring semester
  • Support basic needs by advertising food distributions
  • Include mental health workshops for internal life skills workshops
  • Weekly mental health check-ins during COVID-19 virtual setting with ASI & SC staff, student assistants and members

4. Support Student Organizations with continued programs, services, and training

  • Create promotional videos for Student Organizations
  • Leadership training for Student Organizations (i.e. Tabling 101, recruitment flyers, etc.)
  • Promote Warrior Hub to increase communication with Student Organizations
  • Build a strong relationship with Student Organizations created based on race or cultural background

5. COVID-19 transition

  • Create meaningful Student Life and Student Success opportunities in virtual setting
  • Student Fee Transparency on programs and services provided during virtual setting
  • Implement University Student Center “More than a building campaign”
  • Follow health regulations and guidelines to ensure a safe and clean building during and post COVID-19
  • Offer temporary services and resources during COVID-19 (i.e. Event Center used as computer lab/study space, answering campus phone line, etc.)
  • Research, update, and/or implement administrative policies and procedures, software, and new processes to support programs and services

6. Completion of University Student Center capital projects

  • Campus Pride art installations (mural, quilt, mascot exhibit, art gallery, etc.)
  • Alumni Brick Plaza
  • Warrior bronze statue
  • Chief Estanislao statue
  • Stan State letters
  • Additions of microwaves
  • Install wayfinding signage (decals, directional signage, etc.)
  • Install foot traffic counters
  • Parking spaces
  • Outdoor storage

7. Continued commitment to programs, services and enhancing student space at Stockton Campus

  • Complete the renovation of spaces and coordinate Grand Opening Event
  • Define and create Student Life opportunities to gain student engagement on campus
  • Collaboration with Basic Needs and Warrior Cross Cultural Center
  • Encourage Campus Pride within a virtual setting (i.e. through Campus Pride events and campaigns)
  • Campus Pride art installations (mural, decals, etc.)

8. Research, update, and/or implement additional sustainability efforts

  • Develop recycling procedures for the University Student Center
  • Implement a composting program in the University Student Center
  • Educate students and bring awareness on recycling within University Student Center
  • Draft a policy and procedures for the ASI Green-ovation Program
  • Develop educational campaign to bring awareness to sustainability practices

  • Return to student-athlete safety and well-being in a team-oriented athletics environment.
  • Continue to maintain successful NCAA progress toward degree standards with online instruction.
  • Retain and grow scholarship funding for new and continuing student-athletes to provide opportunities for degree completion while contributing to a diverse and inclusive student body. 

  • Maintain and expand Basic Needs programming at both the Turlock and Stockton Campuses. University Strategic Plan: G1:B8, G2:A4, G5:A5
  • Increase campus community awareness of, and involvement in, the Basic Needs programs. University Strategic Plan: G1:B3, G1:B8, G1:B12, G1:C7, G1: E3, G2:A4, G2:E4, G4:A4,  G5:B3, G5:B7, G5:C2
  • Promote continuous program improvement utilizing representative student feedback and data from a variety of sources. University Strategic Plan: G1:B8, G2:A4, G3:E4

  • Encourage participation in out-of-class activities, including the exploration of new means to virtually serve students. RP Group Factor for Student Success:  Engaged
  • Directly engage students to get feedback about desired services.   Administer student surveys and use of social media to understand student perception in the areas of: what works, what needs improvement and what's missing.  RP Group Factor for Student Success:  Engaged, Valued
  • Increase Alumni participation in activities.  RP Group Factor for Student Success:  Engaged
  • Promote participation in programs offered by the Campus Recreation Department.

  • Provide career education for students and help them increase career readiness by connecting them to the CareerReadyU pilot. University Strategic Plan: G1:E4, GI 2025: Student Engagement and Wellbeing;RP Group Factors: Engaged, Focused, Connected
  • Provide students and alumni connections to employers and job & internship opportunities. University Strategic Plan: G1:B11; GI 2025: Student Engagement and Wellbeing; RP Group Factors: Connected, Directed, Engaged, Focused
  • Assist students with career decision making. University Strategic Plan: G1:E4; GI 2025: Student Engagement and Wellbeing; RP Group Factors: Connected, Directed, Engaged, Focused

  • Continue advocacy for an anti-racist/anti-discriminatory environment for BIPOC and LGBTQ+ students.  We will accomplish this by implementing monthly department trainings to strengthen cultural humility and awareness. Maslow’s Needs: Belonging, Esteem, Self-actualization.
  • CAPS will continue partnerships with The Warrior Cross Cultural Center, President’s Commission on Diversity & Inclusion, Black Student Union, Student Athletes, etc. DIAP: Community Partnerships.
  • Increase student access to mental health services. University Strategic Plan: G4
  • Onboarding 2 new counselors (Filling vacant positions)
  • Hiring a Director for CAPS
  • Offer TeleHealth Services to Stockton Campus
  • Increase Social Media presence (TAO, Instagram, CAPS Website


  • Increase student outreach and contact during pandemic. This will help students at risk of getting “lost” due to their disabilities be able to continue their studies while mitigating the effects of their disabilities. While a number of students are having difficulty during the pandemic, students with disabilities can have an extremely difficult time as the senses of isolation and loneliness. Some students also have difficulty learning in an online modality due to their disabilities. By providing increased outreach to those students, we’re able to make sure that they can keep moving forward and be successful. University Strategic Plan:  G1
  • Partner with Career Services to create a workplace transition workshop/conference for graduating students with disabilities. Because the unemployment rate for people with disabilities is as high as it is (7.3% compared to 3.5% for people without disabilities) and the employment rate is particularly low (19.3% compared to 66.3% for people without disabilities), DRS would like to partner with Career Services to create a workplace transition workshop or conference for students with disabilities. The focus would be on graduating students, but the information would benefit students still studying.  University Strategic Plan: G3
  • Reevaluate our department mission, vision, values, goals, and learning outcomes while also developing a Department Diversity Statement. In the wake the difficulties of physical distancing and other pandemic hardships combined by the extrajudicial police killings of unarmed Black people, DRS decided to re-valuate who we are as a department. This includes examining our mission, vision, values and goals. We will be developing learning out comes and developing a department diversity statement to help clarify our ideas regarding disability, intersectionality, equity, and inclusion.  University Strategic Plan:  G1 

  • Convert all health education and promotion programming to a virtual-ready format for Fall 2020 as most classes will be offered remotely due to COVID-19.
  • In prepping for virtual programming, attend IT trainings (as necessary) to be educated on the various capabilities of Microsoft Teams and Zoom, how to build and implement a survey using Qualtrics, and other useful web-based applications.
  • Continue efforts with the health communications and social media including Instagram and the Social Norming Campaign.

  • Develop assessment plan that includes the following considerations:Involvement of entire team in plan, Review and evaluation of how we measure success in our programs, What things are we measuring and why?
  • Synthesize the most recent Resident Satisfaction Survey, CAS (Council for the Advancement of Standards in Higher Education) Assessment, and Support Unit Review into a summary, to be used to help inform discussions with the Housing team members on what areas we need to address or improve.
  • Map out our entire program to determine what we need to assess and why. 
  • Develop and start to implement an inclusion and diversity training plan for the growth of professional and student staff.  
  • Develop a residential curriculum. University Strategic Plan: G1:A6 and GI 2025: Academic Preparation

  • Development of robust online programming to include student assistant orientations, ongoing professional development, and best practices. Developing best practices to connect and engage students through online programming while providing strong learning supports. Providing professional development opportunities for the Instructional Student Assistants as they support students in this online format. While building a sense of connection through engagement, and supporting their personal needs.
  • Develop plan for restructure of Testing services. Moving all programming remote has eliminated tests and has provided an opportunity to examine testing needs for Stan State students. This plan will require, reviewing testing needs, barriers, and the impact of the test on student’s direction for degree attainment or career preparation. As well as planning on how tests could be implemented both remotely and in person. 
  • Develop department mission and vision that will provide the Learning Commons with a shared goal to guide our team and support programming. Developing a mission and vision will provide the team the opportunity to engage in meaningful conversations rooted in diversity and inclusion.

  • Continue to ensure and promote quality, comprehensive, and cost-effective healthcare and work to integrate quality improvement in all programs, services, and work processes (as the Student Health Center merges with Psychological Counseling, Recreation, and Health Education and Promotion to become the Health and Wellness Department within Student Affairs). In doing so the SHC contributes to the health and safety of our students. Each student encounter at the SHC is used as a educational opportunity.
  • Pursue technological improvement and innovation as a means toward greater efficiencies for improved care, risk management, and outcome measurement. 2020 is the perfect example of why technology is so important. Thanks to our technology advancements the SHC was able to implement a hybrid tele-medicine model. This allowed the SHC to continue to serve students and encourage health and safety. The SHC was able to work with Students remotely and offer education remotely.
  • Promote staff engagement and provide a rewarding, supportive, and safe workplace that fosters professional and personal growth and well-being. In promoting staff engagement, and a safe work place it fosters genuine care for our students. This gives students a sense of safety (Maslow), and engagement (RP Group Factors). The SHC is able to not only educate students regarding health and safety but also model the behaviors we are educating students on. Growing our staff professionally benefits the student’s overall wellbeing. 

  • Increase student leader training to provide a more comprehensive program for our students utilizing the following resources - California Summer Student Leader Mixer (CSU,UC, CCC); Foundations training modules; expanded Nuts & Bolts Conference; Fall 2020 Virtual California Student Leadership “Rise Up” Conference (CSU,UC, CCC); Panhellenic New Member Orientation platform; and California Higher Education Speaker Series (CSU,UC, CCC). University Strategic Plan Goal 2: Provide transformational learning experiences
  • Develop and implement transition programming for all incoming students (both First Year and Transfer) to assist in their transition to Stanislaus State.  This will include the facilitation of a Transition Peer Program, Weekly virtual events and workshops, Student Services Day, Transitions Monthly Newsletter, and Parent/Family events. GI 2025: Student Engagement & Well-being
  • Incorporate diversity and social justice practices into our daily work so that it serves as part of the foundation of our department.  This will involve listening to our students to understand their needs, educating about diversity and how to support members of underrepresented communities, infusing cultural competence into our student leader training, teaching about and role modeling equity, and serving as advocates for all of our students.  We will work in partnership with the campus community to achieve these efforts. University Diversity and Inclusion Action Plan: Campus Climate and Community Partnerships

  • Assess and refine remote service delivery in alignment with TRIO SSS grant objectives and required services. TRIO SSS moved all personnel to remote operations during Spring 2020. Continued emphasis will be placed on improving and expanding delivery of remote services and assessing use of remote services options once in-person services resume. 
  • Continue to assess program outreach and application intake. Priority will continue to be placed on incoming freshman and continuing lower division students. Outreach and intake must keep pace with students exiting the program (mostly due to graduation). TRIO SSS must continue to serve a minimum of 250 students annually. 

  • Create programs/activities that are intentional and intersectional.
  • Strategic ways to connect with our students virtually: (video chats, you tube, virtual advising, connecting students using new engaging platforms).
  • Launch Male Success Initiative program and build partnerships with on and off campus stakeholders.

Updated: August 10, 2023