We welcome, value, and affirm our diverse students, participants, and staff, and strive to offer intentional and socially just recreational opportunities.
We hold ourselves and each other accountable by ensuring our actions align with our principles.
We cultivate an environment of collaboration, support, and connection.
We support the whole person in a learning-centered environment focused on meaningful experiences, self-discovery, and leadership.
Campus Recreation promotes healthy lifestyles by offering quality programs, facilities, and services to the CSU community in order to foster personal growth, leadership development, and student success in an environment that embraces individual differences.
We empower every member of the CSU community to pursue their lifelong wellbeing through recreation.
FY23 Components of the 2022-2025 Strategic Plan
Quality and Innovation
Creatively improve and increase the caliber of impact
- Fund and plan Campus Recreation facility and equipment usage/improvements
- Increase internal and external program collaborations
- Integrate holistic wellbeing offerings within Campus Recreation, whether through direct programming or collaborative partnerships
- Create a department culture that supports the hybrid work environment
- Enhanced cardio and weight equipment
- Safer and more inclusive facility
- Expand participant exposure to new interests/activities/hobbies
- Increase in participation
- Increase in collaboration with DSA and university partners
- Increase holistic wellbeing of members
- Equitable access to conduct department business
- Strong community among all staff members
Access and Equity
Removing barriers and enhancing opportunities to fully participate
- Create a strategic plan for DEIJ efforts to guide the department and the Inclusivity Committee
- Advocate for salary equity within the Division and University
- Align actions and advocacy to improve systems and culture/climate
- Build a scaffolded approach to professional development expectations for full-time staff that meets them where they are and then helps them expand their awareness, knowledge, and skills
- Expand usage of the Student Development Fund for professional development on DEIJ topics
- Evaluate and implement affordability strategies to lower financial barriers to participation in Campus Recreation offerings
- Request reports which assess patterns of marginalized social identities in hiring, promotion, and compensation patterns across the department
- Create an annual goal-setting template for all Inclusivity Committee efforts to ensure clear purpose, goals, timelines, outcomes, and analysis of impact.
- Fair salaries for new staff and for alleviating compression for current staff
- Data on the impact of DEIJ efforts
- Improvement to climate for members and staff
- Improved speed and depth of knowledge shared among staff and areas
- Increased participation in facilities, programs, and services
Putting people and culture first
- Evaluate the alignment between department values, staff needs, current procedures, and organizational structure
- Enhance student and part-time staff recruitment and retention efforts
- Increase consistency and success of full-time employee onboarding efforts
- Clear understanding and equitable distribution of position duties
- Streamlined/reduced administrative load related to various university procedures/processes; removal of known bottlenecks
- Increase applications for all student and part-time positions
- Reduce turnover rates for all student and part-time positions
- Improve sense of belonging among student and part-time staff
- Employee success, retention, and wellbeing
Promote awareness, understanding and perception
- Evaluate employee communication needs and venues
- Evaluate current communication strategies geared toward current members, non-members, and alumni
- Increase ability to provide honest and direct feedback
- Increased knowledge for students, faculty, and staff regarding Campus Recreation offerings – returning to pre-pandemic levels of awareness