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Strategic Enrollment Plan

California State University San Marcos (´ó·¢) has partnered with Ruffalo Noel Levitz (RNL), a leading firm specializing in higher education enrollment strategies, to develop a comprehensive Strategic Enrollment Plan (SEP). This initiative is designed to guide our enrollment efforts with intentionality, aligning them with our campus strategic priorities and long-term vision. 

 The SEP process is highly collaborative, involving dozens of stakeholders from across the campus. Together, we have been working to ensure that the plan reflects the diverse needs and priorities of our university community. 

Once finalized, the SEP will enable us to rethink and adapt our policies, practices, and organizational structures to become more effective and responsive. This proactive approach ensures that ´ó·¢ is prepared to meet the evolving needs of our students and the challenges of the higher education landscape. 

Strategic Enrollment Planning Framework & Timeline

Our Strategic Enrollment Planning process is a collaborative effort that engages staff, faculty, and administrators across campus. The goal is to align enrollment strategies with ´ó·¢â€™s priorities while addressing challenges in higher education, such as demographic shifts and evolving student needs. The process is structured into four distinct phases: 

• Phase 1 (Fall 2023)

  Phase 1 focused on preparation and data analysis. Cross-divisional teams, known as Situational Analysis Teams, conducted detailed reviews of various aspects of enrollment, including undergraduate and graduate recruitment. These teams worked to define the current state of enrollment activities, identify key performance indicators, and provide insights specific to their areas. 

  This phase also included collaboration with the Long-Range Academic Plan (LAMP) Task Force to ensure alignment between enrollment strategies and the university’s broader academic vision. 

• Phase 2 (Fall 2023 – Spring 2024)

  In Phase 2, Action Plan Teams were formed to build on the insights gathered in Phase 1 by creating targeted action plans for each focus area. These plans addressed strategic opportunities such as first-year and transfer student success, career readiness, graduate enrollment growth, and more. 

  The finalized action plans were presented to the Steering Committee, which prioritized them for review by campus leadership. The recommended actions were then shared with leadership for feedback and alignment with campus strategic priorities and the Long-Range Academic Master Plan. 

• Phase 3 (Currently)

  We are currently in Phase 3, focusing on finalizing strategies into core elements (areas of focus) and creating objectives that align with institutional priorities. 

  This phase included a campus forum to share progress, gather feedback, and identify missing initiatives. Meetings with key stakeholders and the development of enrollment projections ensure the plan is comprehensive and data-informed. 

• Phase 4 (Ongoing)
  Phase 4 marks the transition from planning to action. During this phase, we will put the Strategic Enrollment Plan into practice, monitor progress, evaluate outcomes, and make adjustments as needed. This ongoing process ensures the plan remains effective and responsive to the evolving needs of our students and campus community. 

Progress to Date

We have made meaningful progress in shaping our Strategic Enrollment Plan, guided by collaboration and focused on creating impactful strategies for the future. 

5 Core Elements 

The ³§·¡±Ê’s Core Elements are the foundational areas of focus identified through a collaborative process involving cross-divisional teams and extensive analysis. They represent the key priorities and strategies needed to enhance enrollment, retention, and overall student success at ´ó·¢. 

• 1. Enhancing University Identity & Image
  Develop and promote a strong, positive university identity that distinguishes the institution and attracts prospective students while fostering a sense of pride and loyalty among current students, alumni, and the campus community. 
• 2. Outreach, Recruitment, & Admissions

  Develop and implement a cohesive, student-centered approach to attract, support, and enroll a diverse student population. This includes targeted outreach within local and extended regions, fostering equitable access for historically underserved communities, and coordinating personalized, seamless enrollment experiences across all stages—from initial contact to campus arrival.

  Sub-Themes: Service Area, Out-of-Region, Champion Diversity & Equitable Access, Coordinated Outreach, Increase Yield through Targeted Support (First-Time Freshmen, Transfer Students, Graduate Students).  

• 3. Student Engagement, Retention, & Graduation

  Eliminate barriers and implement initiatives that promote student engagement, persistence, and success from enrollment through graduation, fostering a strong sense of belonging and lasting connection to the university community. 

  Sub-Themes: First-Year Foundations, Closing Gaps & Promoting Belonging, Career Readiness 

• 4. Academic Planning for Student Success

  Developing academic programs and flexible learning pathways by enhancing curriculum development, faculty support, and resource allocation to meet student needs, foster lifelong learning, and align with industry demands. This includes piloting new programs, expanding educational access, and creating a roadmap to promote growth, retention, and workforce readiness. 

  Sub-Themes: Long-Range Academic Master Plan, Extended Learning for Innovation & Lifelong Education 

• 5. Alumni, Community, & Industry Engagement
  Engage alumni and community members in meaningful ways to maintain strong relationships, nurture lifelong learning, and foster continued support and involvement with the university.

Action Plan Recommendations

In Spring 2024, Action Plan Teams presented targeted areas of focus and strategic recommendations to the Steering Committee. These proposals were reviewed, refined, and prioritized by the Steering Committee before being shared with campus leadership for further feedback. 

These areas of focus and the action teams' recommendations formed the foundation for the Five Core Elements.

Stay Informed

• SEP Campus Forum | Nov. 19, 2024

  A recording of the SEP Campus Forum provides an update on progress to date, an overview of the Five Core Elements with examples, and responses to questions from the campus community. 

• Action Plan Teams Presentations | Mar. 26, 2024

  A recording of the Action Plan Teams’ presentations to the Steering Committee, providing a detailed overview of the areas of focus and recommendations that shaped the Five Core Elements of the Strategic Enrollment Plan. 

SEP Workgroups & Steering Committee 

We extend our gratitude to the members of the Situational Analysis Teams, Action Plan Teams, and the Steering Committee for their invaluable contributions to the Strategic Enrollment Planning process. Their expertise, collaboration, and dedication have been instrumental in shaping the foundation of this plan. 

• Situational Analysis Teams​

  Undergraduate Students Admission, Marketing, and Recruitment Team​

  • Matthew Escobar, Biological Sciences Department Chair​
  • Brooke Judkins, Associate Dean, Extended Learning​
  • Margaret Chantung, Chief Communications Officer​
  • Tasos Lazarides, Director, Digital Transformation​
  • Elisa Grant-Vallone, Associate Dean of Operations & Budget​
  • Sara Quinn, Director, University Student Union​

  Graduate Students Admission, Marketing, and Recruitment Team​

  • Blake Beecher, Department Chair, Social Work​
  • Merilyn Stuck, Lecturer, CoBA Management Information Systems​
  • Nam Nguyen, Graduate Studies and Research​

  International Students Admission, Marketing, and Recruitment Team​

  • Ben Cherry, Professor, CoBA Management​
  • Elvis Nshom, Associate Professor, CHABSS Communication and Media Studies​
  • Grant Parsons, Director, International Enrollment and Partnerships​
  • Floyd Lai, Director, Cross-Cultural Center​

  First-Year and Transfer Student Retention Team​

  • Jason Schreiber, AVP and Dean of Students​
  • Marnie Eldridge, Director, First-Year Programs​
  • Alison Scheer-Cohen, Associate Professor, CEHHS Speech-Language Pathology​
  • Theresa Suarez, Associate Professor, CHABSS Sociology​
  • Gail Cole-Avent , AVP, Student Life​
  • Maria Venegas Escobedo, Director of CAMP​
  • Shanelle Watkins, Coordinator, Black Student Success​
  • Bridget Blanshan, AVP, Student Affairs​
  • John Segoria, Director, Disability Support Services​
  • Jackie Trischman, Dean, CSTEM​
• Action Plan Teams

  Out of Region and Out of Service Area (Includes WUE)​

  • Scott Hagg, AVP Enrollment Management Services​
  • Kheng Waiche, Assistant Director of Proficiency Services/Associate Director, Recruitment and Outreach​
  • Grant Parsons, Director of International Enrollment and Partnerships​

  International Recruitment​

  • Grant Parsons, Director of International Enrollment and Partnerships​
  • Godfrey Gibbison, Dean, Extended Learning​

  First-Year Foundations​

  • Marnie Eldridge, Director, First-Year Programs​
  • Maria Venegas Escobedo, Director, CAMP​
  • Yessenia Rico Zamora, Coordinator, New Student Programs​
  • Erika Vazquez, Success Coach​
  • Dawn Formo, Dean, Undergraduate Studies​

  Transfer Student Success​

  • Mary Oling-Sisay, Vice Provost, Planning and Academic Resources​
  • Scott Hagg, AVP Enrollment Management Services​
  • Dawn Formo, Dean, Undergraduate Studies​

  Structures to Support Enrollment Growth and Extended Learning​

  • Godfrey Gibbison, Dean, Extended Learning​
  • Brooke Judkins, Extended Learning Associate Dean for Student Success and Enrollment Management​

  Graduate Student Enrollment Growth​

  • Charles De Leone, Dean, Graduate Studies and Research​
  • Nam Nguyen, Graduate Studies Program Lead​
  • Godfrey Gibbison, Dean, Extended Learning​

  Coordinated Outreach and Targeted Yield Development​

  • Scott Hagg, AVP Enrollment Management Services​
  • Elizabeth Wright, Recruitment and Outreach Officer​
  • Charles De Leone, Dean, Graduate Studies and Research​

  Career Readiness​

  • Yasmine Farley, Director, Career Center​
  • Suzanne Hizer, Lecturer, CSTEM Biology​
  • Monica Gillie, Internships Program Coordinator​
  • Michelle Tillman, Director of Student Success, COBA​

  Coordinated Marketing – Web Presence​

  • Giselle Luevanos, Senior Director of Communications and Marketing​
  • Godfrey Gibbison, Dean, Extended Learning​
  • Scott Hagg, AVP Enrollment Management Services​
  • Charles De Leone, Dean, Graduate Studies and Research​
  • Nam Nguyen, Graduate Studies Program Lead​
• Steering Committee​
  • Carl Kemnitz, Provost & Vice President Academic Affairs, Project Co-Lead â€‹
  • Viridiana Diaz, Vice President for Student Affairs, Project Co-Lead â€‹
  • Bennett Cherry, Professor CoBA Management â€‹
  • Mary Oling-Sisay, Vice Provost Planning and Academic Resources â€‹
  • Rika Yoshii, Professor CSTEM Computer Science and Information Systems â€‹
  • Scott Hagg, Associate Vice President Enrollment Management Services â€‹
  • Cameron Stevenson, Senior Director Institutional Planning & Analysis â€‹
  • Jason Schreiber, Associate Vice President & Dean of Students â€‹
  • Marnie Eldridge, Director First-Year Programs â€‹
  • Matthew Escobar, Professor CSTEM Biology â€‹
  • Blake Beecher, Department Chair CEHHS Social Work Grant Parsons, Director of International Enrollment and Partnerships â€‹
  • Godfrey Gibbison, Dean Extended Learning â€‹

About Ruffalo Noel Levitz (RNL) 

For nearly 50 years, has partnered with colleges and nonprofit organizations to help enroll students, improve their success and graduation rates, and foster lasting donor relationships. Their mission is to empower institutions with expert guidance and innovative strategies to thrive and inspire through meaningful engagement. 

For questions, please email stratenrollplan@csusm.edu.