Our Focus

GOAL 1

Support Student Access, Experience and Services

Expand access to the university, enhance support services and infrastructure to support student retention, graduation, knowledge, and skills needed to reach professional goals.

Sub-Unit (Department) Goals:

1. Auxiliary Services: Auxiliary Services will establish a fee-based course materials (opt-out) program (SmartAccess+). SmartAccess+ will provide affordable and timely course material to support student success. This will be achieved by developing a marketing campaign, materials, and communication plan while documenting SmartAccess+ procedures. Outreach meetings will be held with campus stakeholders (i.e., students, SFS, library, Academic Senate) throughout Fall 2025. Additionally, in Fall 2025, Auxiliary Services will identify and pilot one (1) course to test process/transaction interfaces between Auxiliary Services and the University. SmartAccess+ is anticipated to be implemented in Spring 2026.
2. CSUF PD: The CSUF Police Department, in collaboration with the CSUF Criminal Justice Faculty, and the CSUF Criminal Justice Student Association, will offer a Public Safety Preparatory Safety Academy (PSPA) for 35 students during the 2025/26 academic year to provide students with the opportunity to learn about and experientially prepare for a career within the public safety sector.
3. Financial Services: Financial Services will launch a structured professional development series for Student Assistants during the 2025–2026 academic year, aimed at fostering personal and professional growth, enhancing workplace readiness, and encouraging networking with professional staff across campus. The series will include four quarterly sessions focused on key skill-building areas: Smartsheet project management, career exploration across CSUF departments, professional social media use, and effective networking and communication. These interactive sessions will be scheduled quarterly and are designed to support student learning and promote consistent engagement throughout the year.

GOAL 2

Support Student Engagement and Well-Being

Support student engagement and holistic growth in an inclusive campus environment, cultivate a sense of belonging for all students of diverse backgrounds and provide comprehensive resources to support their mental health and financial needs.

Sub-Unit (Department) Goals:

1. CSUF PD: During the 2025–2026 academic year, the CSUF Police Department will advance its holistic safety vision by implementing a tiered safety response system aimed at fostering a safe, inclusive, and welcoming environment for the campus community. In partnership with Counseling and Psychological Services (CAPS), the department will operate a Mobile Crisis Team (MCT) to respond to mental health calls and build trust within the university and surrounding community, available weekdays from 11 a.m. to 7 p.m. Additionally, CSUF PD and CAPS will manage the second year of a three-year, $549,000 Department of Justice grant to enhance holistic safety efforts and support students experiencing mental health crises.
2. Financial Services: Beginning in Summer 2025, Student Business Services (SBS) will implement various outreach and training initiatives to enhance student financial literacy, increase awareness of financial resources, and improve access to support services. Key efforts include delivering 30 orientation presentations during the summer of 2025, hosting a Welcome Week outreach table, and posting weekly financial tips on social media. In addition, SBS will collaborate with the Titan Hub office to share timely financial aid information, increasing financial aid disbursements from twice to four times weekly. These initiatives aim to strengthen SBS's connection with students and foster a more financially empowered campus community.  Over the course of the academic year, SBS will be integral partner in the evaluation, development, and implementation of a revised scholarship awarding process working in collaboration with Financial Aid, Auxiliary Services Corporation, CSUF Philanthropic Foundation, and the Internal Auditor.

GOAL 3

Recruit, Develop, and Retain High-Quality and Diverse Staff

Recruit, develop, and retain diverse staff by supporting professional growth.

Sub-Unit (Department) Goals:

1. CPFM: At CPFM, we are deeply committed to supporting staff growth and career advancement. We also share all CPFM job openings internally and actively support staff interested in applying by offering assistance with resume writing and the application process. In partnership with the Staff Development Center and other internal and external resources, we provide a range of professional development workshops. For the current and upcoming fiscal year, we anticipate that at least 50 CPFM employees will participate in these valuable learning opportunities.
2. CPFM: A CPFM DEI Committee was established and held its inaugural meeting on January 15, 2025. During this meeting, the committee’s charge and goals were defined, and member roles were assigned. The committee will meet quarterly in the upcoming fiscal year and is committed to developing and delivering at least two staff training sessions focused on diversity, equity, and inclusion.
3. Financial Services: Financial Services will offer a professional development series for staff and managers during the 2025–2026 academic year, with one event scheduled quarterly. The four-session program will focus on team building, skill enhancement, and fostering a collaborative and inclusive workplace culture. Activities will include workshops on leadership, communication, and problem-solving; team-building exercises to encourage cross-departmental collaboration; and interactive sessions led by internal and external facilitators. By year’s end, participants will gain practical tools to strengthen team dynamics, boost productivity, and contribute to a more connected work environment.
4. Financial Services: Financial Services will transition all training to the Titan Training hub to streamline access and enhance the learning experience for campus users. Beginning in September, a comprehensive training program will launch for Fall 2025 and Spring 2026, offering two courses per month on key financial topics and tools. The program will also include monthly drop-in sessions focused on areas such as Accounts Payable, Travel, Hospitality, Concur, eBusiness, and CSUBUY P2P and dedicated office hours for one-on-one support. This initiative aims to promote continuous learning, improve efficiency, and ensure consistent understanding of financial processes campus-wide.

GOAL 4

Expand and Strengthen Physical and Financial Capacity and Community Relations

Strengthen stewardship of financial assets, expand revenue generating opportunities, preserve campus investments, and create innovative use of our limited physical spaces to best support student learning and the Titan community.

Sub-Unit (Department) Goals:

1. CPFM: As part of our ongoing effort to optimize campus space, our space planning team is conducting a comprehensive walkthrough of every space on campus, aligning actual use with the State Facilities Database (SFDB). To date, approximately 6,500 of the more than 9,000 spaces have been reviewed. The team remains on track to complete the full campus inventory by the end of this calendar year. This groundwork will enable us to update the SFDB next year and conduct a thorough analysis to ensure optimal space utilization.
2. CPFM: Last year, CPFM developed and implemented a formal space transfer procedure and protocols following full approval. Since implementation, we have successfully processed over 52 space change requests. Looking ahead to fiscal year 2025–26, we anticipate receiving approximately 50 additional requests and are committed to processing at least 90% of them in a timely and efficient manner.
3. CPFM: Subject to available funding, CPFM will continue its commitment to accessibility by identifying and removing at least five accessibility barriers across campus.
4. CPFM: CPFM remains on track to deliver the following Major Capital Projects as scheduled:
   1. Student Housing Phase 5 – Target Completion: July 2026
   2. ECS Innovation Hub, Phase 1A – Target Completion: April 2027
   3. Landmark Hall – Target Completion: February 2027
5. University Services: Events, Facilities Use, and Filming will standardize, document, and communicate efficient processes and procedures to establish consistent practices for the acquisition of campus service providers, and for the collection, retention, and distribution of support service fees, and State Fire Marshal compliance in accordance with CSU regulations and campus policies.  Procedures will be finalized by February 1, 2026, with a target implementation date of July 1, 2026.
6. University Services: Parking & Transportation Services (PTS) will implement a weekend parking permit requirement in compliance with California Education Code 42201. Initial campus communication was released in April 2025.  To date, PTS has connected with 13 high-use departments and colleges to prepare for the implementation of a $6 weekend parking rate and additional options for negotiated discounted rates.  PTS will implement the weekend parking fee beginning August 25, 2025.  Data will be collected and assessed by the end of Fiscal Year 2025/2026.
7. University Services: University Sustainability will form a Campus Sustainability Working Group to propose, evaluate, and recommend solutions to minimize CSUF’s environmental impact and promote sustainable practices across all aspects of academics and operations. The working group, consisting of University Sustainability (operations), the ASI Environmental Sustainability Commission (students), and the Center for Sustainability (academics), will review the Decarbonization Study and the Association for the Advancement of Sustainability in Higher Education Sustainability Tracking, Assessment and Rating System (AASHE STARS) report on current conditions and identify opportunities and timeline for cost-effective short-term and long-range actions to promote a circular economy and integrate sustainability throughout the curriculum. The University’s Decarbonization study will be completed in fall 2025. During Spring 2026, we will correlate those results with the AASHE STARS report to identify opportunities and develop a timeline for cost-effective short and long-term actions to promote sustainability.
8. University Services: Logistical Services and Asset Management will promote sustainable and cost-effective asset utilization by maximizing the reuse of university-owned surplus property and generating revenue from unclaimed items through public surplus auctions—supporting resource stewardship, operational efficiency, and self-support revenue generation. To achieve this, Logistical Services will improve program awareness through collaboration with Contracts & Procurement (C&P), launch quarterly campus-wide announcements beginning November 1, 2025, and integrate surplus inventory checks into departmental purchasing processes. Full integration and collaboration with C&P will be completed by July 2026.
9. Financial Services: Continue partnership with Academic Affairs in the establishment of the Academic Financial Services team.  This is a joint partnership between Academic Affairs and Administration and Finance to provide unique and catered services/support to academic departments to assist in transactional and budget management.  Initial pilot program with three colleges, Health and Human Services, Communications, and Business & Economics.

GOAL 5

Innovate and Improve Campus Operations

Improve the effectiveness and efficiency of campus operations through adoption of best practices and process innovation.  

Sub-Unit (Department) Goals:

1. Auxiliary Services: Auxiliary Services will update its websites and webpages to comply with new ADA Title II requirements to improve access to current information, policies, procedures, and forms for the campus community. Auxiliary Services' marketing team will attend the University training regarding new requirements. Marketing will assess and update Auxiliary Services' webpages. Management will review and revise transactional forms and posted documents, then test for compliance. Auxiliary Services anticipates achieving compliance by December 31, 2025.
2. CSUF PD: Reinstitute the CSUF Emergency Operations Center's (EOC) incident command structure, including section leads and building marshals during the 2025/2026 academic year. CSUF PD will identify and train new section leads for the incident command structure by December 2025 and hold at least one EOC table top exercise each semester during the 2025/26 academic year. Additionally, CSUF PD will identify and train CSUF Building Marshals by August 2025 and hold at least one campus-wide evacuation drill within the initial ten (10) days after classes start to fulfill regulatory compliance during each semester of the 2025/26 academic year.
3. Financial Services: Financial Services will implement the CSUBUY Procure-to-Pay (P2P) system and transition to a Single Instance of Concur by June 2026 to streamline the university's procurement, payment, and travel processes. The initiative will involve system integration and testing, comprehensive user training through the Titan Training Hub, and standardized processes to enhance compliance and reduce redundancy. Upon completion, campus users will benefit from a more efficient, transparent, and user-friendly platform for managing purchasing and travel transactions.