The CSU is facing new realities and new challenges. The challenges are not unique to the CSU but given our size and scale we feel them acutely, especially as a public system facing significant budgetary constraints. While these challenges are real, they also represent an opportunity for the CSU to develop transformative solutions and lead the way for the nation in delivering the future of higher education. In order to do this, we need to engage in long-term planning to proactively chart our path forward.

• Elizabeth “Betsy” Boyd, Chair, Academic Senate of the California State University
• Jack Clarke, Chair, Board of Trustees
• Kristin Crellin, Chair, CSU Foundation Board of Governors
• Nathan Dietrich, Assistant Vice Chancellor, Advocacy and State Relations
• Iese Esera, President, California State Student Association
• Danielle García, Associate Vice Chancellor & Chief of Staff to the Chancellor, Executive Office
• Saúl Jiménez Sandoval, President, Fresno State University
• Julia Lopez, Trustee, Board of Trustees
• Lynn Mahoney, President, San Francisco State University
• Dilcie Perez, Deputy Vice Chancellor & Chief Student Affairs Officer, Academic and Student Affairs
• John Poli, President, CSU Alumni Council
• Greg Saks, Vice Chancellor, External Relations and Communications

Registration is required to share feedback on this platform to protect the authenticity of feedback and prevent the use of bots and spam.

“America’s new majority” refers to first-generation students, students of color, low-income students and adults seeking brighter futures, i.e., students who have been traditionally underserved by the American higher education system. The CSU remains committed to the success of all students (regardless whether they meet these criteria), and it is critical to the mission and purpose of the CSU that it effectively serves these underserved populations by reducing systemic barriers to accessing and attaining education.

The systemwide strategic plan is meant to provide a broad, forward-looking road map under which all existing and upcoming university strategic plans and initiatives can scaffold. Where appropriate, we will be leveraging feedback, insights and key learnings from active initiatives to avoid duplicating efforts, but the strategic plan is meant to offer systemwide direction and prioritization to which universities and initiatives can align.

While we seek feedback and input from all stakeholders, staff are not formally represented by a university-wide association or organizing body. Therefore, it was not immediately clear how to identify a single leader to formally represent CSU staff and directly facilitate their engagement. We are actively working to find a staff representative to add to the steering committee and to create opportunities—including town halls, the engagement platform and active listening sessions—for staff to engage.