Plan for Excellence II (2001-2006)

In the fall of 2000, it became clear that the university had made major progress on most, if not all, of the strategic plan goals. In a short time, over a three-year period (1997-2000), faculty, staff and administrators had accomplished the objectives outlined in the plan's goals. In light of these accomplishments, a new review and evaluation of the university's vision and goals was launched during the 2000-2001 academic year. The final result of this review was the development of our new strategic plan, Plan for Excellence II: 2001-2006, which was endorsed by the Academic Senate on September 24, 2001, and approved by the President on October 18, 2001. The implementation phase of the new strategic plan, Plan for Excellence II, is currently underway.

Indicators of Implementation Success

As we begin the implementation of the Plan for Excellence II goals, it is important that we begin to identify indicators that will measure the successful implementation of our plan. The indicators presented below are an initial reflection on outcomes and accomplishments that are directly related to the plan's goals. This list is not intended to be all-inclusive, and additional indicators will be identified and developed as each major division of the university and the Strategic Planning Steering Committee move forward with the implementation process.

By 2006, if we are successful in implementing our new plan, we will have:

  • An Honors College enrollment of 400 students and each College and School will have established an honors program.
  • A seamless transition process for students from the junior year in high school to California State University, Fresno that will include on-line coursework, on-line services, and dual admission programs.
  • A more diverse student population (ethnically, culturally and geographically), with improved enrollment management in specific academic programs.
  • Twenty doctoral graduates per year.
  • Increased significantly the number of graduate student assistantships, tuition waivers and fellowships that we provide our students.
  • An increasingly diverse and technologically-skilled cohort of teacher/scholars.
  • Faculty who are consistently recognized by national awards, such as the Fulbright, Pulitzer Prize, CASE Teacher Award, Hesburgh Award, and Wang Family Excellence Award.
  • Achieved a faculty workload that takes into account our vision, and recognizes the responsibilities of faculty in relation to graduate education.
  • Adequate resources to support faculty scholarship in the areas of teaching, research, creative activity and service.
  • Additional external partnerships and collaborations that enhance academic programs.
  • An endowment of at least $150 million.
  • Annual grants and contracts of $50 to $60 million
  • Implemented, and be within one-to-two years of completing, a capital campaign for academic programs.
  • Planned and begun construction on the finest library in the Central California Valley.
  • Planned and begun to develop facilities for a Center of Excellence in Agriculture and prepared a long term plan for the university farm laboratory.
  • Fully implemented a number of professional development programs, such as the Connections program that is characterized by self-satisfaction of employees; quality service; and positive communication with students, colleagues and visitors.
  • A student body with each student having access to a digital device (laptop or similar instrument).
  • Technologically accessible classrooms.
  • Wireless access to LAN and high speed Internet access will be available on campus and to Central Valley Internet Project (CVIP) clients.
  • Alumni/ae that are connected to the campus by the web.
  • A full suite of administrative software in place for financial, human resources, and student administrative systems.
  • Established the university as a first point of contact for community leaders and public officials who seek assistance in problem solving, applied research, and technical assistance.
  • Provided advanced graduate education to policy makers and business and community leaders who will be prepared to contribute their knowledge to transform the region.
  • Stimulated the rebirth of the community adjacent to the campus.
  • Established a physical presence in additional locations in Fresno and the Central Valley.
  • Additional student housing facilities
  • Additional day care facilities.
  • Increased individual faculty offices by 25 percent.
  • Updated and implemented a long-term maintenance plan for at least 75 percent of our laboratory, clinic and research facilities; and established long-term development and maintenance plans for the remaining 25 percent of these facilities.
  • Developed a self-generating power enterprise and model energy conservation program.
  • A competitive Division I athletic program with at least 16 to 18 intercollegiate sports.
  • Established recognition as the premier cultural and entertainment center in the Central California Valley, which includes the Save Mart Center and the new student recreation center.