A member of the 23-campus California State University system, San Francisco State University (SF State) is a major public urban university, situated in one of the world’s great cities. Building on a century-long history of commitment to quality teaching and broad access to undergraduate and graduate education, the University offers comprehensive, rigorous, and integrated academic programs that require students to engage in open-minded inquiry and reflection. SF State encourages its students, faculty, and staff to engage fully with the community and develop and share knowledge.

Inspired by the diversity of its community that includes many first-generation college students and the courage of an academic community that strives to break down traditional boundaries, SF State equips its students to meet the challenges of the 21st century. With the unwavering commitment to social justice that is central to the work of the university, SF State prepares its students to become productive, ethical, active citizens with a global perspective.

With over 27,000 students, SF State is nationally recognized for its commitment to the community and toward diversity of ideas. SF State holds the distinction of being one of only 62 colleges and universities nationwide to receive the Carnegie Foundation’s Community Engagement, Outreach and Partnership classification, recognizing SF State’s dedication to engagement.

The Position

The Opportunity

Reporting to the vice president for student affairs and enrollment management (VPSAEM) with a dotted line reporting relationship to the president, and as a member of the president’s cabinet, the senior associate vice president for enrollment management (SAVPEM) provides vision and strategic leadership across a portfolio of functions, advising senior leadership on the best path forward in an ever-changing enrollment landscape.

Role of the Senior Associate Vice President of Enrollment Management for San Francisco State University

The SAVPEM is responsible for providing management and direction for the offices of financial aid, registrar, undergraduate admissions and recruitment, and educational opportunity and pathway programs. They will lead the creation, articulation, and implementation of an enrollment management strategy that produces coordination and analytical rigor from recruitment through retention. An innovative enrollment leader, the senior associate vice president must grasp and leverage SF State’s distinctions to enhance the university’s ability to attract, recruit, select, enroll, and retain a talented and diverse population of students.

The SAVPEM is expected to bring expertise in analysis as well as transparency, visibility, thought partnership, campus-wide collaboration, and energy to the enrollment management team. They will be responsible for providing leadership, management, oversight, accountability, and direction in support of inclusive excellence for enrollment services that respond proactively and effectively to the full life cycle of a student, from pre-college to post-graduation. With operational budgetary responsibility for over $6.7 million, oversight of annual financial aid expenditures in excess of $258 million, and direct and indirect supervisory responsibility for more than 70 individuals within the enrollment management department, the SAVPEM must be a superior communicator, one who collaborates across campus in both a lead and supporting role—harnessing the collective talent while also ensuring the achievement of the institution’s annual enrollment goals.

The incumbent will be expected to exhibit an unwavering commitment to social justice and to achieving SF State’s vision for inclusive excellence by supporting the collection and analysis of enrollment and retention data and metrics to inform and coordinate the development of intentional programmatic initiatives, interventions, and services that positively impact the recruitment and retention of students.

History of the Position

Maria Martinez, Associate Vice President for Enrollment Management, will soon be leaving SF State. The position title has been changed to Senior Associate Vice President for Enrollment Management to better reflect the scope of the position and the concomitant responsibility associated with the position. Tom Enders, Special Assistant to the President, is currently overseeing the enrollment management area; under his supervision, several improvements have taken place, including collaboration with EAB on the creation of a strategic enrollment management plan, the hiring of a new director of undergraduate admissions and recruiting and a search will soon be underway for a new director of financial aid.

Opportunities and Challenges of the Role

This newly titled and elevated position will have a dotted line reporting structure to the president at SF State. President Mahoney has been reviewing her cabinet during her first year in the position; several key positions have been filled as she continues to work on filling remaining open executive positions. This is indeed an exciting time to join SF State and to engage with all institutional colleagues in implementing the institution’s strategic enrollment plans and in moving SF State forward. With the genuine commitment of the president and the entire university to the recruitment, enrollment, and retention of its students, once current resources are optimized, consideration for needed investments will receive priority consideration.

The new senior associate vice president will be expected to do a thorough evaluation of the staffing and policies and procedures in each of the enrollment management areas to evaluate past successes and to determine an enrollment strategic plan that is in line with the institution’s overall strategic plan for the future. Enhanced communication with prospective and admitted students will be closely coordinated with the new associate vice president for marketing in the communications and marketing department to ensure that messaging is consistent with university standards and is scheduled and delivered appropriately.

SF State is currently working with EAB to develop the institution’s first Strategic Enrollment Management Plan, which will include enrollment and retention goals for the university.  The plan will be finalized in the spring 2021 term and the new SAVPEM will have the opportunity to participate in the goal-setting process. The SAVPEM will be a member of the Strategic Enrollment Management Committee (SEMC), which is chaired by the Provost and the VPSAEM, and they will be a key driver in these recommendations. Working directly with the president and cabinet on the key goals and outcomes, the SAVPEM will be charged with implementing the recommendations of EAB, the SEMC, and President’s Cabinet to achieve enrollment goals as SF State continues to move forward. Central to the enrollment plan must be an accompanying communications plan to be agreed upon and coordinated with the newly appointed associate vice president for marketing.

Due to several consecutive years of declining enrollments, recent staff layoffs, and the current Covid-19 pandemic, the new SAVPEM will be challenged to motivate the staff while developing an understanding of the mission and values of the institution by engaging in a “listening tour” across campus either virtually or in person once everyone returns. The senior associate vice president will be tasked with collaborating with the institutional analytics area in the collection and analysis of data regarding current trends in higher education, which will include an analysis of the projected demographics regarding the traditional first time freshmen and transfer students that SF State has historically targeted and enrolled from within their six-county region. Realistic enrollment growth goals to be achieved by all stakeholders at SF State must be collectively agreed-upon by the academic and administrative areas in order to meet the ultimate enrollment goals of the institution. However, enrollment growth cannot be achieved without enhanced collaboration with, and utilization of, faculty, staff and students in recruitment and retention efforts. Stakeholders indicated their willingness to be involved in all such efforts, and with collaborative efforts and a minimal amount of training, extremely beneficial relationships could be developed and cultivated across campus that will not only enhance the recruiting and enrollment experience for students, but will also positively impact the retention of students at SF State.

Further opportunities and challenges for the senior associate vice president may include:

  • harnessing the tremendous, palpable energy, loyalty, and passion to be found at SF State among the faculty and staff members;
  • creating professional development training and growth opportunities for the staff in each of the enrollment management areas;
  • continually reviewing and enhancing efficiencies in processing and effective communication with prospective and admitted students by collaborating closely with the office of communications and marketing;
  • striving to greatly enhance collaboration and engagement with the faculty in the recruitment and enrollment processes;
  • assessing procedural efficiencies and overseeing admission recruiting and enrollment decisions that further the college’s enrollment goals and best practices in the enrollment process; and
  • the selection, hiring, onboarding, and training of a new director of financial aid.

Measures of Success

At an appropriate interval after joining San Francisco State University, the following will initially define success for the senior associate vice president for enrollment management:

  • the senior associate vice president is a visible and engaged leader throughout campus and is collaborating with all constituents on enrollment and retention initiatives;
  • the senior associate vice president has assessed the entire enrollment management team as well as existing efficiencies of the reporting offices to develop plans that will further the university’s enrollment and retention goals;
  • the senior associate vice president has begun the creation and implementation of a new era in enrollment strategy and has begun to leverage SF State’s distinctions to enhance the university’s ability to enroll and retain a talented and diverse population of students;
  • the senior associate vice president has developed and initiated plans for leading the next phase of the enrollment management’s team in its development by providing an inspirational, strategic, and statistically supported vision for short- and long-term enrollment goals;
  • the senior associate vice president has remained current in the oversight and interpretation of all federal, CSU system, shared governance, union, and university rules and regulations pertaining to budget, compliance, and other related best business practices; and
  • the senior associate vice president has collaborated with institutional analytics on the collection and analysis of retention data and worked collaboratively to assist in the strategic development of intentional programming initiatives, interventions, and services to positively impact the recruitment and retention of students at SF State.

Qualifications and Characteristics

A master’s degree plus a minimum of six years of progressively responsible leadership experience in enrollment management, including at least three years of staff management experience, will be expected of the senior associate vice president for enrollment management. The ability to successfully lead and manage a complex enrollment management team, including overseeing and managing a large staff of professionals and complex budgets, will be expected. A demonstrated knowledge of the use of technology, significant experience with the use of analytics to plan and monitor enrollment, revenue, and student success trends, along with extensive expertise using a strategic and analytical approach to model and manage a multi-year enrollment strategy for the university will be expected of the SAVPEM. The ideal candidate will be a change agent with a deep knowledge of emerging trends and promising practices in recruitment, admissions, financial aid, marketing, and retention as well as a proven track record of creating a framework for enrollment management that can respond to the unique needs of SF State within the changing landscape of higher education.

In meetings with campus stakeholders, they indicated that the success of the new SAVPEM would be enhanced if they:

  • make an effort to reach across campus to truly listen to students, faculty, and staff;
  • are a systems thinker who knows how to simplify processes;
  • are pro-student and assist in the mentoring and professional development of students, particularly those interested in pursuing positions within higher education;
  • are a team player who will work across campus to engage colleagues in the recruitment and retentions processes;
  • have the ability to see and plan for the macro picture, but also to get things done on a micro level; are a doer and a change agent who takes the time to understand SF State before proposing and implementing changes;
  • are an inspirational leader who will harness the talent within the enrollment management division to create a strategy to approach the next decade of recruitment and retention;
  • are a forward thinker who knows the enrollment landscape and national trends and will create strategies to recruit a diverse student body that reflects the community within which SF State is located;
  • are both an internal and an external collaborator who will partner with community organizations to create future pipelines for enrollment;
  • have an understanding of the SF State student population and communities;
  • display a level of “personal grit,” in order to withstand the everyday pressures and stresses inherent in developing and meeting enrollment goals;
  • have an understanding of the opportunities as well as the constraints of the shared governance systems in place at SF State;
  • have an in-depth understanding of financial aid, the registrar’s area, and also that of the bursar—understand that “when financial aid sneezes, the bursar catches a cold;”
  • have experience working with individual colleges within a large public university;
  • have experience in shaping a uniform marketing and communications message as well as experience deploying appropriate personnel to deliver these messages;
  • will endeavor to understand the communication channels in recruitment at SF State by collaborating with the relatively new executive team in marketing and communications;
  • have extensive documented experience in recruiting, training, and retaining staff at all levels;
  • understand the “why” of SF State students, including social justice, first generation student population, high financial need student population, and the institution’s commitment to its students;
  • are committed to being a thought partner around student success and retention;
  • are strategic and can share a vision around utilizing resources and systems
  • will work to create an action plan to recruit, enroll, and retain African American students through increased institutional support;
  • have the ability to be the thought leader for the enrollment management department at SF State;
  • display an awareness of the staff experience and a willingness to personalize the experience of all staff, some of whom are nearing retirement;
  • have the ability to be a visionary who will work toward connecting all of the enrollment management departments;
  • have the ability to be a relationship builder across campus;
  • share their willingness to direct and mentor direct reports and to advance their individual professional development opportunities;
  • endeavor to develop an understanding of the life cycle of the SF State student;
  • can be a change agent who can lead the change while maintaining buy in across the university;
  • instill a comfort level with the enrollment management team members during tumultuous budgetary constraints resulting from the Covid-19 pandemic;
  • are willing to take risks and accept responsibility for success and failures when doing so;
  • are willing to do a “listening tour” across campus to gain an understanding of the culture, the climate, and the needs of both students and staff;
  • can be a visionary who can connect all of the enrollment management departments through their departmental missions, policies, and procedures for a seamless experience for students;
  • will act as a “quarterback” for the enrollment management team to re-orient them and galvanize them as a team;
  • attempt to understand the ethos of SF State and the respect for faculty and their commitment to students;
  • endeavor to “educate the faculty” and senior leadership on enrollment trends, demographics, and best practices in enrollment management; and
  • have credibility in the national and international enrollment management arena.

Overview of the Student Affairs and Enrollment Management Division

The division of Student Affairs & Enrollment Management is committed to helping create an inclusive campus community where every student belongs and the student experience matters. SAEM believes that every student has the capacity to live a purposeful life and positively impact the world. Whether students are living on or off campus, they will have a multitude of opportunities to learn, develop, and grow as student leaders, engaged citizens, and responsible members of the SF State community. Student Affairs & Enrollment Management is responsible for providing co-curricular programs and services accessible to all students from the time they begin considering SF State through graduation.

Student Affairs & Enrollment Management (SAEM) serves students guided by the values of integrity, community, social justice, transformation, and innovation—values which are at the heart of the San Francisco State ethos and reflective of its unique place and history. The division hopes to create that sense of “home away from home” and be a place where students can seek assistance or find inspiration when they do not know where else to go.

Encompassing roughly 25 units and functions, SAEM is responsible for providing activities, advocacy, programs, services, and support to students from the time they first begin considering their application to attend San Francisco State, through when they graduate with their desired academic goal and become leaders in their careers and in their communities.

The division of SAEM has identified four educational priorities for 2020-2021

  • Self-Awareness
  • Personal Growth
  • Servant Leadership
  • Connection

Division of Enrollment Management

Mission Statement

Enrollment Management (EM) is responsible for providing outreach, admissions, registration, and financial aid to prospective, new, and continuing San Francisco State University students. We strive to deliver timely, accurate, high quality services that are essential to the academic life of all SF State students. By providing superb service to students, EM contributes significantly to the University’s mission of creating and maintaining an environment for learning that promotes respect for and appreciation of scholarship, freedom, human diversity, and the cultural mosaic of the City of San Francisco and the Bay Area; promoting excellence in instruction and intellectual accomplishment; and providing broadly accessible higher education for residents of the region and state, as well as the nation and world.

What We Do

To fulfill its mission, EM follows the operating principles as noted below.

  • We strive to provide efficient, accurate, user-friendly services that will contribute to the attraction, retention and graduation of a highly diverse student body.
  • We work to provide faculty and university administrators with data and services that enable them to accomplish their instructional and management objectives.
  • We create and maintain records systems designed to assure the integrity and security of confidential student academic data, while satisfying all required legal regulations and guidelines.
  • We employ and actively recruit a staff that reflects the diversity of the surrounding community and the values of the campus.
  • We honor the integrity of the individual and treat our clients and each other with respect.
  • We strive to communicate clearly, patiently, and politely, whether in writing, in person, by phone, or via electronic communication. The messages going out should be consistent, coordinated, and professional.
  • We promote teamwork, cooperation, and collaboration.
  • We appreciate new ideas and encourage innovation.
  • We are professional in our work relationships and in our actions.
  • We apply these operating principles in our daily work relationships and in our actions.

Enrollment Management Departments

Departments comprising the enrollment management division include the following, each headed by a director:

Educational Opportunity & Pathway Programs

  • The Education Opportunity & Pathway Programs (EOPP) at San Francisco State University promote access and retention of historically underserved (low income, first generation college, former foster youth, etc.) students by facilitating access to the University and by providing a support system for success. EOPP consists of three comprehensive programs that provide participants with outreach, admissions, academic, financial, and developmental support designed to increase retention and improve graduation rates. The Educational Opportunity Program (EOP), Guardian Scholars Program (GSP), and Student Support Services (SSS) each provide a holistic and unique set of services tailored to meet the needs of program participants.

Registrar’s Office

  • The Registrar’s Office is committed to serving the needs of all prospective and current students, faculty, staff, alumni, and external constituents. Student-centered services are provided in the areas of registration and schedule adjustment, verification of enrollment and graduation, maintenance of academic records, processing and delivery of official academic transcripts and diplomas, and conferral of undergraduate degrees. The office provides administrative and logistical support for the university’s academic programs and is a primary information resource for student and faculty concerning university policies and procedures. The office collaborates with academic and administrative units to empower students matriculated in the university to actively participate in enrollment, persist toward their degree and engage in continuous professional and personal development beyond graduation. As the custodian of record, the office releases academic record information in compliance with the Family Educational Rights and Privacy Act of 1974 (FERPA).

Student Financial Aid

  • The Office of Student Financial Aid (OSFA) strives to support students throughout the financial aid process to increase opportunities for student access and success in higher education. The unit is committed to providing information to prospective and current students on financial aid funding available from federal, state, and institutional sources for their attendance at San Francisco State University. The focus of the OSFA is to use technology and person-to-person counseling to address important questions regarding the overall financial aid process. Our current initiatives include evaluating our business processes to reduce redundancy and inefficiency; increasing the use of technology to improve communication, support and overall customer service; and implementing a comprehensive financial literacy program on campus to equip students with viable financial information to be used during their attendance at SF State and beyond.

Undergraduate Admissions and Recruitment

  • The Office of Undergraduate Admissions and Recruitment serves hopeful new students and their families, supporting them as they make important decisions about the best educational path forward. It coordinates the overall University recruitment program and events and programming for thousands of prospective and admitted undergraduate students each year and provides pre-admissions information to prospective undergraduate students, families, and visitors. In collaboration with a unified support network of parents, teachers, counselors, and the University community, admissions strives to offer opportunity to all who seek it. Undergraduate Admissions hopes to maintain the highest possible decision-making integrity, providing admission decisions while recognizing the humanity and uniqueness of each applicant. Our goal is to shepherd our students through the admissions process in a manner that is seamless to them as they integrate into the San Francisco State University community.

Organizational Chart

 

Cost of Attendance at SF State for Fall 2020 & Spring 2021

Cost of attendance includes:

  • Direct Educational Costs (tuition fees, books, and supplies)
  • Living Costs (meals, housing, transportation, and personal expenses)

Sample of a general one-bedroom cost in San Francisco is available on Rent Cafe.

These are estimates of the cost to attend SF State University. Other than Tuition and Fees and On-Campus Housing, no direct payments need to be made to the school.

 Undergraduate Full Time Attendance For Two Semesters

Cost type On Campus Off Campus Living With Parents
Tuition Fee (7 Units / Greater) $7,440 $7,440 $7,440
Books and Supplies $1,038 $1,038 $1,038
Food and Housing $15,950 $17,922 $8,748
Personal Expenses $2,058 $2,770 $2,120
Transportation $1,094 $1,482 $1,734
Total = $27,580 $30,652 $21,080

Graduate & 2nd Bachelor
Graduate Full Time Attendance for Two Semesters

Cost type On Campus Off Campus Living with Parents
Tuition Fee (7 Units / Greater) $8,874 $8,874 $8,874
Books and Supplies $1,038 $1,038 $1,038
Food and Housing $15,949 $17,922 $8,747
Personal Expenses $2,058 $2,770 $2,120
Transportation $1,094 $1,482 $1,733
Total = $29,013 $32,086 $22,512

Graduate & 2nd Bachelor
Credential Students
Credential Full Time Attendance for Two Semesters

Cost type On Campus Off Campus Living with Parents
Tuition Fee (7 Units / Greater) $8,358 $8,358 $8,358
Books and Supplies $1,038 $1,038 $1,038
Meals and Housing $15,949 $17,922 $8,747
Personal Expenses $2,058 $2,770 $2,120
Transportation $1,094 $1,482 $1,733
Total = $28,497 $31,570 $21,996
       

For additional Graduate and Professional Program Fees, see the Bursar’s Office website.

Out-of-State and International students must pay $396.00 per unit in addition with the tuition fees appropriate to their student level.

For 2021, the average need-based scholarship or grant awarded to first-year students at San Francisco State University was $9,905. Additionally, 70 percent of students received need-based financial aid. In 2021, the average need-based self-help aid awarded to first-year students was 52 percent. In 2021, the average non-need-based scholarship or grant awarded to first-year students at San Francisco State University was $5,158.

San Francisco State University met 64 percent of its students’ financial aid need.

Leadership of the Division

Beth Hellwig, Interim Vice President

Beth Hellwig, Ph.D., was named interim vice president for Student Affairs & Enrollment Management at San Francisco State University effective August 5, 2019. Hellwig has more than four decades of experience in higher education, serving in many leadership positions related to academic affairs and student life.

Most recently, Hellwig was vice chancellor for student affairs & dean of students at the University of Wisconsin Eau Claire. Previously, she served as dean of students at Gonzaga University. She has also held numerous positions related to student life at other universities, including the University of Northern Colorado, Colorado State University, and Montana State University.

As the University’s vice president for Student Affairs & Enrollment Management, Hellwig leads a team responsible for a broad portfolio of student support services. This includes incoming student programs, residential life, career development, services to students with disabilities, student conduct and ethical development, student health and psychological counseling, leadership and multicultural development, international education, student recreation and fitness, admissions, records and enrollment management, financial aid, University police, emergency preparedness, and parking and transportation services.

Hellwig earned a PhD in College Student Personnel Administration from the University of Northern Colorado, a master’s degree in Student Affairs and Higher Education from Colorado State University, and a bachelor’s degree in Pre-Law and Political Science from New Mexico State University.

Thomas Enders, Special Assistant to the President

Tom Enders served as the former vice provost for enrollment at California State University, Los Angeles for over four years after approximately 20 years at California State University, Long Beach as the associate vice president for enrollment services. He is charged by President Mahoney to lead the enrollment management area during this transitional year.

Institution & Location

SAN FRANCISCO STATE UNIVERSITY: AN OVERVIEW

Institutional History

San Francisco State University (commonly referred to as San Francisco State, SF State and/or SFSU) is a public university in San Francisco. As part of the 23-campus California State University system, the university offers 118 different bachelor’s degrees, 94 master’s degrees, 5 doctoral degrees (including two Doctor of Education degrees, a Doctor of Physical Therapy, a PhD in education, and a Doctor of Physical Therapy Science), along with 26 teaching credentials among six academic colleges.

The university was originally founded in 1899 as a state-run normal school for training school teachers, obtaining state college status in 1921, and state university status in 1972. It was the first normal school in the nation to require a high school diploma for admission. The 141-acre campus is located in the southwest part of the city, less than two miles from the Pacific coast. San Francisco State has 12 varsity athletic teams which compete at the NCAA Division II level, most as members of the California Collegiate Athletic Association.

University Milestones

  • First graduating class (36 women), 1901
  • First man admitted, 1904
  • First bachelor of arts degree, 1923
  • Four-year program initiated, 1930
  • Liberal arts program first offered, 1935
  • Master’s degree first offered, 1949
  • SF State becomes part of the California State College system (now the California State University), 1960
  • University status attained, 1972

Number of Presidents: 14

Motto

Experientia Docet” (“Experience Teaches”)

Affiliation

California State University (CSU)

Mascot

The Gator (alligator). Selected by students in 1931, it was originally spelled with an “er” — Golden Gaters — a play on words to emphasize SF State’s location.

Accreditation

SF State is accredited by the Accrediting Commission for Senior Colleges and Universities of the Western Association of Schools and Colleges.

Academic Calendar

Two 16-week semesters, late August through December; late January through May; and a summer semester: June through August.

Extended Learning

The College of Extended Learning expands the reach of SF State locally and globally. The College offers a wide variety of career-relevant professional development, certificate, and degree programs, innovative programming for non-matriculated international students, custom training for organizations and international groups, and conference services and access to SF State through Open University.

Additional SF State Sites

Leadership

Dr. Lynn Mahoney, President

Lynn Mahoney serves as the 14th president of San Francisco State University, one of the nation’s premier urban comprehensive universities. She leads more than 3,900 faculty and staff as they serve a student population of nearly 30,000. The first woman appointed to serve as the University’s president in a permanent capacity, Mahoney succeeded Leslie E. Wong, who retired in July 2019.

Mahoney has spent her academic career working on issues related to enhancing student learning and faculty success and is committed to providing San Francisco State students with an exceptional educational experience. “Throughout her career, Dr. Mahoney has been dedicated to student success and has made a profoundly positive impact on the lives of tens of thousands of students across the CSU,” said CSU Trustee Rebecca Eisen, chair of the SFSU search committee. “She is the type of bold thinking leader who will continue to elevate SFSU.”

Prior to her appointment at SF State, Mahoney served as provost and vice president for academic affairs at California State University, Los Angeles. Earlier in her career, she served as the associate vice president for undergraduate studies and interim vice provost & dean of undergraduate studies at California State University, Long Beach. Mahoney served in a variety of leadership roles at Purchase College, State University of New York, including associate provost for Integrative Learning and vice president for student affairs.

Mahoney received a bachelor’s degree in American Studies from Stanford University and a Ph.D. in History from Rutgers University. She is the author of “Elizabeth Stoddard and the Boundaries of Bourgeois Culture” and has lectured extensively on the construction of whiteness in the U.S. and the construction of gender globally.

Dr. Jennifer Summit – Provost and Vice President of Academic Affairs

Jennifer Summit received her PhD in English from Johns Hopkins University in 1995. Before becoming provost, she served as the dean of Undergraduate Education and Academic Planning at San Francisco State since 2013. At San Francisco State, she led the creation of the new Division of Undergraduate Education and Academic Planning, which includes general education, writing in the disciplines and writing across the curriculum, student academic support and advising, curriculum development, student learning assessment, the Metro College Success Program, and the Institute for Civic and Community Engagement. Summit also co-chaired the campus wide Student Success and Graduation Initiative Task Force, which pulls together administrators, faculty, staff, and students, to monitor and increase the university’s graduation rates.

Dr. Summit was previously at Stanford University from 1995 to 2013, where she was a professor of English and served in multiple administrative and leadership capacities. Summit was Stanford’s director of integrated learning, the chair of the Committee for the Review of the Undergraduate Major, and the chair of the University Writing and Oral Communication Requirements Revision. She also served for three years as the chair of the department of English at Stanford and co-founded and directed the University’s Center for Medieval and Early Modern Studies. In 2012, she served as an American Council on Education Fellow at San Jose State University, where she led the Provost’s Task Force on Student Engagement.

A widely-published scholar of medieval and early modern English Literature, Dr. Summit has received major fellowships and awards from the National Endowment for the Humanities, the American Council of Learned Societies and the Modern Language Association. Summit’s scholarly interests bridge the medieval and early modern periods and focus on the histories of reading, literature, and knowledge, with a special interest in literacy and the disciplines today. Her published work includes Action vs. Contemplation: Why an Ancient Debate Still Matters, co-authored with Blakey Vermeule (University of Chicago Press); Memory’s Library: Medieval Books in Early Modern England (Chicago: Univ. of Chicago Press, 2008), which was awarded the Roland H. Bainton Book Prize by the Sixteenth Century Society and Conference (SCSC) and the John Ben Snow Foundation Book Prize from the North American Conference on British Studies (NCBS); and Lost Property: the Woman Writer and English Literary History, 1380-1589 (Chicago: Univ. of Chicago Press, 2000). With Caroline Bicks (Boston College), she is co-editor of the Palgrave History of British Women’s Writing, Vol 2: 1500-1610 (2010), and with David Wallace (U. Penn) she co-edited a special issue of the Journal of Medieval and Early Modern Studies (2008) on “Rethinking Periodization.”  She has also published widely on issues of curriculum design, student learning, and innovation in higher education.

Mission and Vision Statements

Mission

From the heart of a diverse community, San Francisco State University honors roots, stimulates intellectual and personal development, promotes equity, and inspires the courage to lead, create, and innovate.

SF State is a major public urban university, situated in one of the world’s great cities. Building on a century-long history of commitment to quality teaching and broad access to undergraduate and graduate education, the University offers comprehensive, rigorous, and integrated academic programs that require students to engage in open-minded inquiry and reflection. SF State encourages its students, faculty, and staff to engage fully with the community and develop and share knowledge.

Inspired by the diversity of our community that includes many first-generation college students and the courage of an academic community that strives to break down traditional boundaries, SF State equips its students to meet the challenges of the 21st century. With the unwavering commitment to social justice that is central to the work of the university, SF State prepares its students to become productive, ethical, active citizens with a global perspective.

Vision

San Francisco State University aspires to be the nation’s preeminent public urban university. Building on a century-long history of offering broad access to undergraduate and graduate education, the University will provide a learning community in which students can equip themselves to meet the challenges of the 21st century workplace and world. We will become an institution of choice for many by offering comprehensive, rigorous, and integrated academic programs that require students to engage in open-minded inquiry and reflection in multiple real-world contexts. We will implement this vision in one of the world’s great cities and its surrounding metropolitan area, making the San Francisco Bay region our classroom as we prepare our students to become active, ethical citizens of a pluralistic democracy, possessing a global perspective.

SF State University upholds and embodies the American ideal of e pluribus unum – “out of many, one.” It seeks not only to reflect diversity in its students, faculty, staff, and administrators but also to build a unified and vibrant community by exploring and affirming the many forms of that diversity.

The University aspires to these goals in a turbulent environment. The role of public higher education in modern society is in flux. We face an immediate future of uncertain funding, increasing competition, changing demands, and a shifting student population. Against these challenges, we are committed to developing fully the potential of those from around the state, nation, and world who choose to attend as students or who choose to work at the University, while benefiting the citizens of California whom it is our mission to serve.

As a complex organization, we are made up of many people and experiences. In order to encompass that complexity, we have developed visions for the future of SF State from four perspectives: the Academic Experience, the Student Experience, the Employee Experience, and the University and Its Environment. These four visions, developed by a cross-section of the University community, represent our values and aspirations.

Several common themes emerge. Though echoed in different ways, they are key unifying elements in a comprehensive vision of the University’s future. These themes are:

  • Academic excellence.
    The University best serves those who choose to study here by creating demanding and rigorous learning experiences that encourage students to grow. All students will have experiences that challenge them to integrate the knowledge they are acquiring and to apply it to solve problems in multiple real-world contexts in collaboration with colleagues.
  • Improved access and flexibility for diverse communities.
    The wide range of people coming to San Francisco State University in differing capacities necessitates a strong commitment to improved access and flexibility. This commitment will shape the way the University serves its students and delivers its academic programs; the access to resources it provides its employees; and the efforts it makes to meet the needs of the community by providing educational and other services to a wide audience.
  • Engaged and expanded intellectual community.
    The University encourages its members to engage fully with the community, to share knowledge, to move beyond traditional boundaries, and to develop new knowledge to meet new opportunities and serve the needs of multiple internal and external constituencies.
  • Institutional culture that supports change and innovation.
    To meet the challenges of a changing environment, SFSU must continue to innovate. We will endeavor to create a University that welcomes innovation, whether it is in delivery of learning opportunities, streamlining of services, building of institutional spirit, or engaging with the community. We will align our processes, procedures, incentives, and evaluation criteria with our central vision and mission.

Strategic Plan

The new strategic plan is built around five values that reflect SF State’s shared heritage and aspirations – Courage, the Life of the Mind, Equity, Community, and Resilience. In pursuit of these values, the plan identifies a number of initiatives that the campus will undertake over the next several years as we work together to build the future of SF State.

Courage

Courage follows from and enables principle. Courage propels our willingness to be different and unique—to establish ourselves as a university with a distinct mission and character, rather than a follower in the pattern of others. Courage allows us to hold difficult conversations in broad forums and undergirds our commitment to social justice, to shared governance, to academic freedom, and to student, faculty, and staff activism. Courage recognizes that innovation involves risk and failure, and it embraces change and adversity as opportunities. Courage fortifies our efforts to question conventional wisdom and explore controversial issues in the name of deeper understanding; it energizes our commitment to academic freedom. We celebrate people of intellect and humanity who take positions of principle and stand by them despite academic and social pressure. Courageous scholars form fruitful and respectful partnerships with local and international communities while submitting academic insights to the test of practice, forming new knowledge. The courageous are aware of their vulnerabilities, but they are not resigned to victimization. Courage creates the condition and chief outcome of an education of substance—the ability to “own one’s own mind.”

Life of the Mind

By definition, the University is an intellectual community that aspires to encompass the richness and breadth of human knowledge. SF State’s academic mission advances a distinct commitment to critical and collaborative thought, intellectual pluralism, and action. SF State’s faculty are both dedicated teachers and engaged professional practitioners and scholars; teaching is enlivened by faculty who create new knowledge in their academic fields, professional practice, and community engagement, while faculty research and practice are sharpened and their stakes clarified through the privilege of teaching new skills to students at all levels. We embrace a reciprocal relationship between the University and the world and between experience and knowledge that is captured by our motto, “Experientia Docet.” We value learning that is not bounded by the classroom, archive, or campus but takes place in myriad forms and locations. We nourish and recognize intellectual achievement across a range of academic, creative, and professional spheres, both traditional and forward-looking. And we affirm the life of the mind as a continued source of meaning, purpose, and commitment for all members of our intellectual community.

Equity

SF State’s distinctive identity is founded on our commitment to equity. The principles of fairness and inclusion guide our educational mission, our institutional practices, and our relations with the community around us. Our commitment to equity fosters an environment of respect, diversity, support, and dignity for all of our members—faculty, staff, and students. A commitment to equity:

  • sees educational access and academic quality as reciprocal goals;
  • affirms that resources are distributed according to need;
  • empowers students who make the world a better place; and
  • eliminates barriers to success.

Community

We believe we can teach and support students in educationally purposeful ways when we collaborate with each other and the larger community; we care about and support academic freedom and freedom of speech; we create the space for pluralism and counter stories; we reinforce the tenets of equity and live and learn in ways that are principled and just; we respect the abilities of all students, faculty, and staff and provide opportunities for community members to develop a strong sense of self-worth, care, and respect for others; and we believe in developing strong partnerships that will support the pursuits of our students, faculty, and staff within the local, national, and global communities.

Resilience

Resilience is the ability to recover and adapt quickly to difficulty or challenges and transform adversity into opportunity. It is a quality enhanced by intentional planning premised on the socio-cultural, environmental, and economic systems of sustainability, and it is magnified by the ability to anticipate challenges that lie ahead. As the pace and unpredictability of change accelerate in the 21st century, resilience is increasingly indispensable. In this climate, a quality higher education that promotes radical and nimble thinking fosters resilience in people and families. We also recognize that we play a central role in the resilience of our community and the world, not only as the result of the contributions that our graduates make, but through our scholarship, activism, and community-engaged work. As we confront such problems as environmental sustainability and climate change in our classrooms and labs, we recognize our responsibility to help forge resilience in the communities we serve.

To review the entire strategic plan, please visit: http://planning.sfsu.edu/

Academic Programs and Faculty

Academic Affairs is composed of 15 units that include seven colleges, the library, and an array of administrative offices that support SF State students, staff, and faculty.

Colleges

Total Faculty – fall, 2019: 1,965

Tenure/Tenure Track Faculty – fall, 2019: 854

Female Faculty: 467

Male Faculty: 387

About San Francisco, California

San Francisco, officially the City and County of San Francisco, is the cultural, commercial, and financial center of Northern California. One of the world’s most famous cities, it is the 13th-most populous city in the United States and the fourth-most populous in California, with 884,363 residents as of 2017. It covers an area of about 46.89 square miles, mostly at the north end of the San Francisco Peninsula in the San Francisco Bay Area.

San Francisco is the heart of the Bay Area, a nine-county major metropolitan complex with a population of more than 6.6 million, making it the fifth-largest market in the nation. The San Francisco Bay Area is one of the world’s leading regional economies and centers for international commerce, with an industrial base composed of thousands of technology and professional-services firms, regional and international airports, and seaports. San Francisco’s entrepreneurial and innovative spirit permeates the commercial centers where leading internet and multimedia products are being developed every day.

One of the world’s most ethnically diverse communities, San Francisco enjoys a formidable position in the global marketplace. The Bay Area’s long-standing cultural and commercial ties with Asia and its diverse Asian population are critical components to maintaining San Francisco as the true gateway to the Pacific.

Northern California in general and the San Francisco Peninsula have a world-renowned quality of life. Situated at the core of an area celebrated for its high-tech innovations, the Peninsula includes Daly

City, South San Francisco, San Bruno, Burlingame, Millbrae, Hillsborough, San Mateo, Belmont, Half

Moon Bay, Redwood City, San Carlos, Atherton, Menlo Park, Palo Alto, Mountain View, Sunnyvale, Los

Altos, Santa Clara, and San Jose. This area includes a blend of business and residential communities.

Benefits Overview

San Francisco State University offers the following comprehensive and competitive benefits to employees:

HEALTH CARE BENEFITS

  • Medical
  • Dental
  • Vision
  • Flex cash

FLEXIBLE BENEFIT PLANS

  • Health Care Reimbursement Account (HCRA) Plan
  • Dependent Care Reimbursement Account (DCRA) Plan
  • Pretax Parking Deduction Plan

RETIREMENT

CalPERS Retirement Plan

VOLUNTARY RETIREMENT SAVINGS PLANS

  • The CSU 403(b) Supplemental Retirement Plan (SRP)
  • The State of California (CALHR) savings plus 457 deferred compensation plan
  • The State of California (CALHR) savings plus 401(k) thrift plan

INCOME PROTECTION BENEFITS

  • Nonindustrial Disability Insurance (NDI)
  • Industrial Disability Leave (IDL)
  • Workers’ Compensation
  • Long-Term Disability (LTD)

PAID LEAVE PROGRAMS

  • Holidays
  • Vacation
  • Sick Leave
  • Bereavement Leave
  • Catastrophic Leave
  • Parental Leave
  • Organ Donor Leave
  • Jury Duty

UNPAID LEAVE

  • CSU Family Medical Leave (FML)
  • Leaves of Absence

SURVIVOR PROTECTION BENEFITS

  • Life Insurance Benefits
  • Voluntary Life Insurance
  • Voluntary Accidental Death and Dismemberment (AD&D) Insurance
  • CalPERS Preretirement Death Benefits

ADDITIONAL CSU BENEFITS

  • Fee Waiver Program
  • Critical Illness Insurance
  • Accident Insurance
  • Home and Automobile Insurance
  • Legal Plan
  • Pet Insurance
  • Medex Travel Assist Program
  • Life Services Toolkit
  • Credit Union
  • Employee Assistance Program (EAP)

Application & Nomination

Review of applications will begin November 6, 2020 and continue until the position is filled. To apply for this position please click on the Apply button, complete the brief application process, and upload your resume and position-specific cover letter. Nominations for this position may be emailed to Kendra E. Dane at ked@spelmanjohnson.com. Applicants needing reasonable accommodation to participate in the application process should contact Spelman Johnson at 413-529-2895.

Visit the San Francisco State University website at https://www.sfsu.edu/

San Francisco State University values diversity and is committed to equal opportunity for all persons regardless of age, color, disability, ethnicity, marital status, national origin, race, religion, sex, sexual orientation, veteran status or any other status protected by law.