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2025-2030 Strategic Plan

A Message from the Vice President

Our comprehensive plan establishes clear divisional goals and fosters a culture of continuous improvement and innovation. By incorporating diverse stakeholder perspectives, we have developed a strategy that enhances the student experience with a dedicated focus on student success; inclusive excellence; partnerships and collaboration; well-being; and streamlined operations.  

This Strategic Plan is not just a document—it is our shared vision for the future, a framework that ensures Student Affairs remains responsive, innovative, and student-centered. As we move forward, this plan will guide how we strengthen our programs, enhance collaboration, and ensure every student has the support they need to thrive. Go Cougars! 

2025-2030 Strategic Plan

Strategic Planning Approach and Process

Our strategic planning approach is highly collaborative, involving staff, administrators, and students. This process is designed to strengthen our division by aligning our goals and outcomes with the evolving landscape of higher education, including budget and enrollment projections. The planning process is structured into four distinct phases:

• Phase 1: Initial Data Gathering and Readiness
  In the first phase, we laid a solid foundation by gathering essential data about our division and assessing our readiness for strategic planning. This involved understanding our identity in the post-pandemic landscape and reflecting on our journey thus far. Key activities included preliminary information collection, project design, readiness sessions, and discovery meetings to ensure we were well-prepared to move forward.
• Phase 2: Data Collection and Organizational Assessment
  During Phase 2, we focused on gaining a deeper understanding of how our division is perceived. We conducted surveys, focus groups, and stakeholder meetings to capture diverse perspectives from staff, administrators, campus partners, and students. The data collected during this phase was carefully analyzed and synthesized to inform the next steps. Additionally, members from the Senior Leadership Team developed and finalized Student Learning Domains, which help define the outcomes we aim to achieve through our programming and services.
• Phase 3: Data Analysis, Observations, and Recommendations

  In phase 3, we analyzed the data collected in the earlier phases. This analysis resulted in 10 divisional recommendations, which the Senior Leadership Team refined into four strategic goals. Furthermore, a dedicated workgroup developed our new mission, vision, and values, providing a strong foundation for these goals. A Strategic Goals and Objectives Workgroup, consisting of representatives from each unit, convened to identify actionable steps and develop assessment metrics for each goal.

• Phase 4: Plan Launch and Implementation

  In phase 4, we officially launch the strategic plan! This marks a significant milestone in our journey and set the stage for aligning departmental goals with the new strategic plan. Departments will begin tracking and reporting system to continuously monitor our progress, ensuring we stayed on course and held ourselves accountable.

Mission, Vision, Values

We have established a new mission, vision, and values to guide our collaborative efforts moving forward. A special thank you to the Mission, Vision, & Values Workgroup for their crucial role in developing these foundational elements.

• Mission

  The mission of the Division of Student Affairs is to transform lives, one student at a time.

• Vision

  The Division of Student Affairs will champion student success and foster social mobility by meeting students where they are. We aim to promote well-being, cultivate a sense of belonging, celebrate our diverse community, support academic excellence, and equip students with lifelong skills.

• Values

  Values Statement: The Division of Student Affairs values serve as guiding principles that define our commitment to the campus community. We hold ourselves accountable to these values which shape our actions, decisions, and the overall environment we strive to create. The values form the foundation of our mission to transform lives and our vision to champion student success and foster social mobility.

  1. Integrity: Rooting our work in ethics, honesty, and trust. Our actions advance divisional goals, align with professional standards, and match our commitments.
  2. Respect: Valuing all members of our community by treating them with dignity, kindness, and empathy.
  3. Diversity, Equity, Inclusion, & Belonging: Celebrating all identities, cultures, and backgrounds, and fostering an environment where individuals are respected, accepted, and heard.
  4. Care & Well-being: Promoting an environment that supports the campus community’s mental, physical, and emotional health.
  5. Shared Purpose: Embracing collaboration and working as one division towards shared goals.
  6. Advocacy: Serving as champions for diverse voices and perspectives.
  7. Adaptability & Creativity: Adopting a growth-oriented mindset that embraces change and meets the evolving nature of higher education.

Goals and Objectives

Four strategic goals will guide Student Affairs over the next five years, shaping our priorities and driving our efforts forward. These goals define how we will fulfill our mission, realize our vision, and uphold our values.

Focused on student success, employee well-being, operational sustainability, and partnerships, they provide a framework for strengthening services, fostering collaboration, and ensuring our work remains adaptable, innovative, and student-centered.

• Goal 1: Promote Student Success throughout the Student Life Cycle

  Provide comprehensive, equitable, and student-centered support that adapts and responds to students’ evolving needs from recruitment and outreach through graduation and beyond.

  Objectives

  • 1.1 Expand outreach and recruitment efforts to increase visibility, applications, and enrollment, in alignment with the university’s Strategic Enrollment Plan.
  • 1.2 Monitor and analyze retention and graduation rates, including comparisons between students who participate in Student Affairs programs and those who do not, to inform targeted interventions.
  • 1.3 Expand access to culturally responsive mental health and wellness support services to promote student well-being and overall success.
  • 1.4 Enhance student services based on impact and satisfaction data, using findings to improve support structures.
  • 1.5 Advance programs and initiatives that celebrate diversity, foster belonging, and recognize the contributions of historically underrepresented communities, enriching the campus experience for all students. 
  • 1.6 Ensure divisional policies and procedures promote equitable access to Student Affairs services and resources by identifying and addressing systemic barriers that may limit student engagement and success.
  • 1.7 Inventory and assess programs, services, and initiatives that promote retention and student engagement to identify areas for improvement.
  • 1.8 Promote opportunities that support career readiness, professional growth, and post-graduation success, including career pathways, internships, alumni networks, and graduate education.
• Goal 2: Foster Employee Well-being and Professional Growth

  Cultivate an inclusive and supportive work environment that prioritizes employee well-being and professional growth. 

  Objectives

  • 2.1 Assess organizational climate to strengthen employee morale, engagement, and effectiveness.
  • 2.2 Support self-care initiatives, mental health resources, and wellness programs. 
  • 2.3 Develop a mentorship program that connects employees with leaders to support skill-building and career advancement.
  • 2.4 Provide professional development opportunities that align with individual, departmental, and divisional goals.
  • 2.5 Expand and enhance opportunities for employee input, involvement, and recognition.
  • 2.6 Establish ongoing training to strengthen understanding of and commitment to equity and inclusion.
• Goal 3: Enhance Operations and Sustainability

  Enhance structures, processes, communication, and resource management to improve efficiency, agility, and long-term sustainability while ensuring operations remain inclusive, data-informed, and responsive to evolving needs.

  Objectives

  • 3.1 Leverage technology to enhance operations, communication, and student support, including optimizing Dynamics for student engagement.
  • 3.2 Implement a communication strategy that ensures timely updates, fosters engagement, provides structured avenues for feedback, and prioritizes inclusive and accessible communication for respective stakeholders.
  • 3.3 Ensure departmental spending aligns with divisional strategic priorities and long-term fiscal sustainability. 
  • 3.4 Develop cost-saving strategies to maximize resources and improve operational efficiency.
  • 3.5 Assess and refine workflows to enhance responsiveness, eliminate inefficiencies, and strengthen collaboration across departments.
  • 3.6 Strengthen data-informed decision-making processes that enhance operations and ensure responsiveness to the diverse needs of students and employees.
• Goal 4: Strengthen Campus, Alumni, and Community Partnerships

  Strengthen partnerships with the broader campus, alumni, and external organizations to enhance student engagement, foster collaboration, and create mutually beneficial opportunities.

  Objectives

  • 4.1 Deepen collaboration with campus divisions, alumni, and external partners—including local businesses, nonprofits, and industry leaders—to align student support efforts and enhance institutional impact.
  • 4.2 Enhance partnerships that advance equity, expand access to academic, professional, and support resources, and create opportunities for all students, including historically underrepresented populations. 
  • 4.3 Develop partnerships that increase access to experiential learning, mentorship, and career pathways for students.
  • 4.4 Build community-based initiatives that foster student engagement, civic participation, and reciprocal benefits for students, alumni, and external partners.
  • 4.5 Strengthen and expand partnerships that contribute to student success, institutional progress, and positive community impact.

Learning Domains

The Student Affairs Learning Domains provide a common framework for planning and assessing programs and services, supporting an integrated learning environment. These domains empower students to apply the knowledge and skills learned within and outside the classroom through a myriad of intentional learning opportunities, ultimately preparing graduates for economic and social mobility.

Project Timeline

This timeline provides a detailed account of the key milestones and activities throughout our strategic planning process. 

Engaging our Stakeholders

Our strategic planning process has been deeply enriched by the active participation and input from a diverse range of stakeholders. Below is an overview of how we have engaged each group to ensure their voices are reflected in our planning:

• Students

  Students were engaged through focus groups and participated in stakeholder surveys, providing them with opportunities to share their experiences and offer insights on how the division can better serve their needs.

• Student Affairs Staff

  Student Affairs Staff shared points of pride and participated in focus groups and stakeholder surveys. Staff members are also taking part in various workgroups, playing a key role in shaping specific aspects of the strategic plan.

• Student Affairs Leadership Team (SALT)

  The Student Affairs Leadership Team (SALT) has been actively involved in identifying strengths, challenges, and opportunities for the division. They participated in group discussions and exercises during their meetings, with feedback collected and shared with Batista Consulting for further analysis. SALT members are also part of key workgroups.

• Campus Partners

  Campus Partners, including senior administrative teams, participated in focus groups and stakeholder surveys. These sessions provided a platform for campus partners to contribute their perspectives on how Student Affairs can align more effectively with broader institutional goals.

Acknowledging our Workgroups

We want to recognize and express our gratitude to the workgroups whose efforts have been essential in developing key aspects of our strategic plan.

• Mission, Vision, & Values Workgroup
  • Alondra Lopez, Coordinator of the ASI Cougar Pantry
  • Heather Northway, Director of TRIO Student Support Services
  • Jennie Ruiz, Interim Director of Success Coaching
  • Michelle Saavedra-Diaz, Counselor in Disability Support Services
  • Robert Aiello-Hauser, Director of the Pride Center
  • Todd Snedden, Associate Director of Athletics
  • Dr. Annie Macias, Executive Director of Associated Students, Inc. (Co-Chair)
  • Norma Larios, Assistant Vice President of Divisional Operations (Co-Chair)
• Student Learning Domains Workgroup
  • Alan Brian, Director of Compliance Title IX/DHR
  • Dr. Gail Cole-Avent, Associate Vice President for Student Life
  • Dr. Jason Schreiber, Associate Vice President & Dean of Students
  • Norma Larios, Assistant Vice President of Divisional Operations
• Strategic Goals & Objectives Workgroup
  • Alan Brian, Director, Compliance Title IX/DHR
  • Ashley Fennell, Associate Executive Director, ASI
  • Christiana Moen, Director of New Student & Family Programs
  • Daniel Melara, Assistant, Athletic Trainer
  • Daphne Joie Smith, Student Engagement Coordinator, ASI
  • David Espinoza, Career Counselor
  • Hector Mercado, Specialist, Financial Aid
  • Jamie Acevedo, Associate Director, USU
  • Jason Stock, Associate Director, Compliance, Athletics
  • Jennie Ruiz, Interim Director, Success Coaching
  • Josefina Espino, Assistant Director, DRO
  • Leigh Quijada, Director, ACE Scholars Services
  • Makayla Hall, Coordinator, SLIC
  • Paola Romo, Resident Director
  • Dr. Yasmine Farley, Director, Career Center
  • Chair: Dr. Erik Ramirez, Director, Divisional Initiatives & Partnerships

About Batista Consulting

Transformation By Design, formerly Batista Consulting Services, excels in helping organizations achieve lasting success by providing leaders with transformative strategies for aligning goals and values. Drawing on their vast experience in higher education, they have been pivotal in guiding our strategic planning process. For more information, visit