The Opportunity

San Francisco State University (SF State) invites inquiries, nominations and applications for the cabinet-level position of vice president for student affairs and enrollment management. A member of the 23-campus California State University (CSU) system, San Francisco State University is a major public urban university, situated in one of the world’s great cities. 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 is an institution committed to social justice and dedicated to equipping its student body of over 27,000 to meet the challenges of an ever evolving global society. SF State is nationally recognized for its commitment to the community and toward diversity of ideas. The university holds the distinction of being the first in the nation to establish a College of Ethnic Studies in 1969; was named a Hispanic Serving Institution (HSI) in 2016; and is one of only 62 higher education institutions in the U.S. to receive the Carnegie Foundation’s Community Engagement, Outreach and Partnership classification, recognizing SF State’s dedication to community engagement.

The Position

Role of the Vice President of Student Affairs and Enrollment Management for San Francisco State University

The vice president for student affairs and enrollment management (VPSAEM) provides executive leadership and vision in the administration of a large, complex portfolio consisting of student affairs, enrollment management, equity and community inclusion, Title IX and compliance, international education, campus safety, and athletics. Reporting to the president and serving as a key member of the president’s leadership cabinet, the VPSAEM provides strategic management and coordination of services, policies, programming, and procedures directly impacting the student experience and aligned with SF State’s “Graduation Initiative 2025” focus on enhancing student success, retention, and overall graduation rates. The VPSAEM collaborates with partners across all divisions—particularly with Academic Affairs—and participates in all aspects of institution-wide planning in support of the mission and goals of the university and in concert with CSU system strategy.

The VPSAEM is responsible for advancing the university’s commitment to student success by fostering an environment of inclusiveness and support for the university’s diverse student body, enriching student learning, building and maintaining a strong sense of community, and promoting growth through engagement in the life of the university. Working in close collaboration with members of the division’s leadership team, the VPSAEM builds capacity, agency, and teamwork throughout the division to establish a culture of continuous improvement and addresses matters of social justice and strengthening the university’s resolve to foster an anti-racist learning climate. The VPSAEM is tasked with supporting SF State University’s culture of shared governance accomplished through building strong working relationships with Associated Students (student government), as well as many other constituent groups across the institution.

The VPSAEM will need to bring a critical understanding of the importance of enrollment management in the overall strategic priorities of the university and how that impacts, and interfaces with, the work of student affairs. Working closely with the senior associate vice president for enrollment management—a key direct report—the VPSAEM will be positioned to leverage the resources of the entire division to substantively support the creation, articulation, and implementation of an enrollment management strategy that produces coordination and analytical rigor from recruitment through retention designed to achieve enrollment stability and future growth for the university.

The VPSAEM will manage a division budget of $68 million and collaboratively support and facilitate the work of a nine-member leadership team.

History of the Position

The position of vice president for student affairs and enrollment management at San Francisco State University was held for approximately five years by Luoluo Hong. In August of 2019, Hong was appointed as associate vice chancellor student affairs and enrollment management for the California State University System. Rather than fill the vacancy caused by Hong’s departure immediately, the new president of SF State determined to bring an experienced interim leader on board and thus afford a more thorough and thoughtful review of the position and its priorities. Beth Hellwig joined SF State as the interim VPSAEM in the fall of 2019 and will serve in that capacity through spring of 2021. Additionally, President Lynn Mahoney engaged Tom Enders on a consulting contract to serve as a special assistant to the president with responsibility to evaluate and advance strategic priorities on the enrollment management side of the portfolio.

With Hellwig on board to address the day-to-day initiatives of this very large division, the president and members of her cabinet having further assessed the VPSAEM position, determined the need to reshape the existing associate vice president for enrollment management role. The outcome was to reframe the enrollment management leadership role and have the position serve on the president’s cabinet with a dotted line report to the president. A search is currently underway to fill the senior associate vice president for enrollment management position.

Opportunities and Challenges of the Role

There are four broad priorities and leadership opportunities that await the next VPSAEM at SF State.

Campus Climate

In this difficult time as students, and indeed the entire SF State campus community, try to navigate the dual pandemics of COVID-19 and systemic racism, it is imperative that the next vice president set a clear strategic vision and tone for establishing a sense of belonging for everyone. Regardless of background (racial, ethnic, cultural, first generation, disability, DACA status, etc.) and the multiple intersection of identities with which an individual student may feel aligned, it is critically important that each and every student find a welcoming community that will support them to flourish and achieve their academic goals. Creating a positive campus climate, fostering productive dialogue across difference, and developing policies and practices that support student success, retention, and graduation are very important priorities for this student-centered leader.

Student Leadership Development

The VPSAEM must view the opportunity to reinforce and expand efforts designed to foster and build leadership skills among all students as a strategic priority. The university’s focus to fulfill its mission to equip its graduates with the ability to meet the evolving 21st century needs of the market economy and society at large will inform the work of the VPSAEM. This will involve amplifying the work already being done within career services and leadership development and setting a common expectation that staff throughout the division adopt and embed practices in their work that intentionally strengthen students’ professionalism; teamwork ability; understanding of, and commitment to, diversity, equity, and inclusion; ability to think creatively, harness technology, and innovate new approaches to solving problems; capacity to serve others; and ability to be a positive agents for change, particularly ensuring the voices and needs of historically marginalized populations are addressed.

Leveraging SAEM Division Talent

The vice president must be an excellent talent manager. This is particularly important with regard to working with a large and highly capable leadership team. Empowering the leadership team to execute on a shared vision and set of values while simultaneously cultivating and trusting the expertise of staff in designated areas of responsibility will be key to the vice president’s success. While the vice president is accountable for a division comprised of nearly 300 staff members, they must work collaboratively with their leadership team. The VPSAEM must create a culture of shared responsibility, maintain open and transparent communication, and ensure the design of systems, policies, and practices that help individual contributors appreciate how their efforts connect with the work of others and fuel the overarching goals of the division in its service to students and the university. The VPSAEM will need to provide close oversight and support to the new senior associate vice president for enrollment management as this has been a unit that has not had the broad scope of support and direction that an enrollment unit requires. Enrollment is the life blood of the institution and the new VPSAEM must understand the importance of this unit to the institution and to the division’s overall student success goals.

Strategic Planning & Fiscal Management

There is no doubt that the effects of COVID-19 and the necessary call to reconcile systemic inequities that are pervasive throughout the United States will be felt for years to come. SF State University has certainly been impacted by these forces and needs in their next VPSAEM an individual who understands the strategic imperatives this creates with regard to strengthening overall enrollment and enhancing student persistence, success, and graduation across all segments of the student population as the university continues its mission to serve a diverse community, many of whom are first-generation college learners. This will require a strategic focus and plan, coupled with careful fiscal management. The vice president and their leadership team must optimize existing financial resources, make prudent decisions about where further investment must be made and consequently eliminate redundancy, consolidate, and/or scale back/sunset programs and initiatives that no longer serve a critical need. The vice president should be poised to maximize available resources, while also seizing opportunities to work collaboratively with university advancement officers to explore external funding sources that may support strategic priorities.

Additional challenges and opportunities for the next vice president for student affairs and enrollment management, as articulated by key stakeholders, are as follows:

  • Develop and implement effective crisis management plans for handling varied disruptions and challenging events that may befall an institution and provide calm leadership during periods of upheaval/tragedy. The VPSAEM must be equipped to serve as the public face of the division, ready to communicate with many different stakeholder groups addressing difficult issues including matters of social justice/Black Lives Matter, diversity, equity, and inclusion; polarizing politics—local, domestic, and international, including Israel and Palestinian relations; sexual assault and Title IX; as well as local and national demands to defund police, reallocating resources that support anti-racist initiatives.
  • Build community, relations, and connections before advancing change. Forging open, positive working relationships with the various organizations that support the longstanding tradition of shared governance at SF State is key to success. These organizations include Associated Students/Student Government, Academic Senate, Black Faculty and Staff Association, cultural identity centers and associations, collective bargaining groups, and others.
  • Conscientiously strive to raise the morale of staff—an effort made especially important due to the extended period of remote work required during the COVID-19 pandemic and subsequent financial challenges impacting the institution.
  • Continue to highlight the division’s successes and build on its accomplishments.
  • Develop strategic opportunities to leverage the new recreational center and working relationships with Athletics and its Division II programs to strengthen student engagement, foster belonging, and build a healthy campus climate.
  • Support ongoing efforts to implement innovation and adoption of best practices within the department of Campus Safety, making it a national model of excellence.
  • In tandem with the new senior associate vice president for enrollment management, advance a strategic enrollment management plan designed to stabilize and grow overall enrollment—local/domestic and international enrollment—in line with CSU System priorities.

Measures of Success

At an appropriate interval after joining SF State University, the following will initially define success for the vice president for student affairs and enrollment management.

  • Starting with the VPSAEM and echoed throughout the division staff, it is evident that keen attention is being given to establishing a campus climate that creates a sense of belonging for all students.
  • An examination of the organizational structure of what is generally referred to as “student affairs” (e.g., all units in the VPSAEM’s portfolio other than those directly reporting up to the senior associate vice president of enrollment management) has been conducted and a plan has been developed that will support a financially sustainable organization equipped to meet the full spectrum of student needs going forward. A proactive approach to addressing student needs must take into account not only those individuals who are in the most vulnerable of circumstances (e.g., those battling food and housing insecurity), but indeed all students, many of whom are first generation college students.
  • The VPSAEM has demonstrated that they are a valuable thought leader, joining the president and other cabinet members in advancing strategic priorities on behalf of the university and its students.
  • Throughout the division, the VPSAEM has cultivated an atmosphere conducive to rethinking and innovation, viewing all work through an equity lens.
  • The VPSAEM has systematically supported student success initiatives designed to increase enrollment and retention while simultaneously reducing equity gaps. Substantial progress has been made on designing and implementing a strategic enrollment management plan.

Qualifications and Characteristics

An advanced degree (terminal degree strongly preferred) and a progressive track record of success as a senior leader advancing student affairs, retention, and graduation initiatives in a large comprehensive university environment are required. The successful candidate will have demonstrated the ability to create and implement a strategic vision across multiple units and possess the leadership and management skills, as well as political acumen, to achieve key objectives working in an environment of shared governance in which boundary spanning collaboration, transparency, and teamwork are hallmarks of success. A passion for serving the needs and interests of a diverse community and unwavering commitment to equity, inclusion, and social justice are essential. A strong understanding of student development and a keen interest in evolving trends and best practices nationally in student development programs, mental health counseling and other support services, campus safety, and enrollment management will be important components for success. Administrative competency in developing, managing, and monitoring resources (personnel, fiscal, and physical) and an ability to use data and analytics to identify indicators of student retention and success and implement data driven strategies while focusing on continuous improvement are also key requirements of the position.

Additional competencies and background that will be important in the selection of the VPSAEM include prior experience with public and urban institutions of higher education; an ability to develop institutional policies and practices that are consistent with trends in federal, state, and higher education law; demonstrated experience in providing response and assistance to students in crisis situations; proven ability to create a climate responsive to student concerns; and excellent communication skills, including the ability to effectively listen to all points of view, build consensus on initiatives and issues, and inform others of policies and plans. Experience working effectively within academic shared governance and collective bargaining environments and a record of scholarly activity, including publications and participation in appropriate professional organizations is preferred.

Further capabilities and attributes identified as important to SF State stakeholders include the following:

  • possess a demonstrated record of cultural competence and high degree of emotional intelligence;
  • maintain an unwavering passion for serving students—including a deep interest in supporting the needs of underrepresented, marginalized, and first-generation students;
  • bring experience and success in building leadership capability, career readiness skills, and substantive connections with the local community that help students transition smoothly into post-graduation employment, transforming their lives and enhancing the city to which they contribute;
  • demonstrate an understanding of metropolitan/urban living and the challenges facing individuals struggling with homelessness;
  • inspire others—be someone who is effective in maximizing staff energy and ideas, as well as fostering collaboration and efficiency throughout an organization;
  • be comfortable serving as both a leader and mentor;
  • engender trust in others;
  • demonstrate flexibility and resourcefulness when faced with new and/or ongoing challenges.

Overview of the Student Affairs and Enrollment Management Division

The division of Student Affairs and Enrollment Management (SAEM) 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. The Division of Student Affairs and 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 and Enrollment Management 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 our unique place and history. We hope to create that sense of “home away from home” and be a place where students can seek assistance or find inspiration when they don’t 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.”

SAEM Organizational Structure

The vice president for student affairs and enrollment management oversees a large portfolio that includes nine administrative units comprised of Student Life, Student Affairs, Equity Programs & Compliance, International Education, Equity and Community Inclusion, Campus Safety, Athletics, Enrollment Management, and the Office of the Vice President.

There are two associate vice presidents each overseeing a portfolio of key units comprising student life and student affairs on the SF State campus:

  • Associate Vice President for Student Life & Dean of Students: Danny Glassmann
  • Associate Vice President for Student Affairs: Eugene Chelberg

Other members of the senior leadership team reporting directly to the vice president for student affairs and enrollment management include:

  • Senior Associate Vice President for Enrollment Management: to be determined; search currently underway
  • Associate Vice President for International Education: Yenbo Wu
  • Assistant Vice President for Equity & Community Inclusion: Frederick Smith
  • Assistant Vice President for Campus Safety & Chief of Police: Reginald Parson
  • Director of Athletics: Stephanie Shrieve-Hawkins
  • Title IX Coordinator and DHR Administrator: Cherie Scricca (interim)

SAEM Units


The mission of the Athletic program, the SF State Gators, is to provide a broad-based NCAA Division II intercollegiate athletics program that fosters the physical, intellectual, social, and emotional development of student athletes. The Gators athletics program includes seven women’s sports and six men’s sports. Women’s sports are volleyball, basketball, softball, soccer, cross country, indoor track and field, and outdoor track and field. Men’s sports are basketball, baseball, soccer, cross country, outdoor track and field, and wrestling. All sports with the exception of wrestling are members of the California Collegiate Athletic Association. Wrestling is a member of the Rocky Mountain Athletic Conference. Athletics facilities on the SF State campus include Cox Stadium, Maloney Field, the Main Gym (also known as The Swamp), and the SFSU Softball Field.

Campus Safety

The University Police Department is a full service police department providing a range of services and programs to make SF State a safe place to work, learn and live. The department provides the following services to the community:

  • Community Liaison Unit
  • Active Threat Training
  • Citizen’s Police Academy
  • Event Services
  • A.D. Training
  • 290 Registration
  • Fingerprint/LiveScan
  • Lost and Found
  • Parking Tickets
  • Police Reports
  • Citizen Complaints
  • Department Forms
  • Safety Escort Program

Campus Recreation

The department of Campus Recreation is housed in the Mashouf Wellness Center which opened in 2017.

Mission: The Mashouf Wellness Center is a student-driven wellness center guiding development through transformative activities, creating a sense of belonging within our community, and being a key partner in integrating health and wellness across the university.

Vision: We inspire the lifelong holistic wellbeing and success of every student within our community.

Career Services & Leadership Development (CSLD)

Mission: To equip SF State’s diverse student and alumni population with modern resources that assist, guide, and foster their leadership, professional and career advancement. Through advances in technology and with staff ready to go the extra mile, CSLD provides students with tools to take initiative and excel in the future endeavors.


  • Professionalism: We strive to model and educate professionalism that empowers and prepares students for their future.
  • Teamwork: We believe in the strength and collaborative power of community thinking that encourages insight, deepens relationships, and drives results.
  • Diversity: We value our diverse community of learners and we support their development into future community leaders.
  • Innovation: We promote creativity, technology, and entrepreneurship that drives impactful outcomes.
  • Personal Touch: We care about the individual needs of students to assist in purposeful career development.
  • Accessibility: We affirm the importance of access and opportunity through scalable resources and intentional engagement.

Children’s Campus

Children’s Campus is a center for early care and education, professional development, and research. The center is staffed with highly qualified early childhood professionals and is supported by an Advisory Council of parents, faculty, and staff.


  • To provide high-quality early care and education for infants, toddlers, and preschool children of SF State employees and the community.
  • To offer on-site work, observation, and internship opportunities for SF State students from a variety of disciplines including Child and Adolescent Development, Consumer Family Science, Education, Kinesiology, Psychology, and Special Education and Communicative Disorders.
  • To support faculty and graduate student research that aims to improve best practices in early care and education and child development theory.

Counseling & Psychological Services

The mission of Counseling & Psychological Services is to enhance the psychological well-being of the entire campus community and thereby facilitate the retention and successful educational experience of students, faculty, and staff.

This mission includes the understanding that the educational process is more than a purely intellectual one and that the ability of persons to learn and do their work is connected to their psychosocial development and emotional well-being.

In order to fulfill this mission, Counseling & Psychological Services is committed to reflect in its own faculty and staff personnel the diversity of the San Francisco State University community.

In carrying out its mission, Counseling & Psychological Services has made a commitment to:

  • empower students to meet their academic and personal goals;
  • address the psychological and wellness needs of the diverse students, faculty and staff thus helping members of the university to learn, teach, and work effectively and with more ease and satisfaction;
  • provide mental health services to promote and enhance wellness, psychological healing and/ or prevent psychological distress;
  • provide a safe space for addressing ethnic, cultural, gender, sexual orientation, disability, and other differences and their impact on the quality of individuals’ educational and work-related experiences;
  • employ a variety of means toward the fulfillment of the mission including: time limited individual and group counseling, crisis intervention, psychiatric medication evaluations or referrals, preventative educational programs, training workshops in life skills, consultation, and advocacy;
  • facilitate the exploration and resolution of developmental transitions and promote emotional growth among students and other members of the campus community;
  • provide consultation and training to faculty regarding the mental health and psychological needs of students;
  • educate, train, and supervise graduate students to provide clinical counseling to the campus community and undergraduate students to provide peer education;
  • engage in service to the campus community by participating in campus wide events, participating in university committees and shared governance activities;
  • support the professional development and cultural competency of the Counseling & Psychological Services faculty and staff through continuing education and training.

Disability Programs & Resource Center

The Disability Programs and Resource Center (DPRC) collaborates with SF State’s diverse community to ensure that all aspects of campus life — learning, working and living — are universally accessible. The DPRC provides the university with resources, education and direct services in order that people with disabilities may have a greater opportunity to achieve social justice and equity.

Division of Student Life and Dean of Students

Units reporting directly to the associate vice president of student life and dean of students include:

  • Campus Recreation
  • Residential Life
  • Associated Students
  • Career Services and Leadership Development
  • Student Activities and Events

Vision: A campus community where every student belongs and the student experience matters.

Mission: The Division of Student Life (DSL) believes that every SF State student should belong and matter, has the capacity to live a purposeful life, and can positively impact the world.

To that end, the Division of Student Life team at SF State facilitates student-centered learning through personal, professional, community, and academic engagement culminating in a transformational experience.

We work collaboratively with students, families, faculty, staff, administrators, and others to enhance the overall SF State student experience. As partners in the educational process we:

  • create opportunities for students to integrate curricular and co-curricular learning;
  • advocate and support student inclusion in the university decision making process;
  • inform and educate students of their rights and responsibilities as members of the university, city of San Francisco, and global communities;
  • promote and educate students about social justice and equity;
  • network and collaborate with faculty and staff to enhance the student learning experience;
  • provide educational programs, events, and job opportunities that focus on development of leadership competencies, career and life skills, wellness, critical thinking and problem solving skills, and crisis management.

Shared Values: Our work in the Division of Student Life is guided and informed by our commitment and support of SF State’s five core values:

  • Courage: We cultivate courageous conversations and daring leadership.
  • Life of the Mind: We stimulate integration of curricular and co-curricular learning.
  • Equity: We advocate for social justice, equity, and eliminating barriers.
  • Community: We create inclusive and caring communities of challenge and support.
  • Resilience: We celebrate individual and community tenacity and sustainability.

Division of Student Affairs

Units reporting directly to the associate vice president for student affairs include:

  • Health Services
  • Disability Programs & Resource Center
  • Counseling and Psychological Services
  • Health Promotion and Wellness
  • Children’s Campus

Equity & Community Inclusion

The Division of Equity & Community Inclusion opened at SF State in academic year 2017-18. This new division is responsible for leading, coordinating, implementing, and evaluating a broad range of sustained programs, initiatives, events, and activities designed to:

  • facilitate intercultural/intergroup dialogue;
  • promote equity and inclusion;
  • advance social justice; and,
  • improve campus climate for all of our students.

Among several desired outcomes, most notably the Division of Equity & Community Inclusion works collaboratively with campus partners (including student clubs and organizations) to close the educational equity gap in support of our Graduation Initiative 2025 goals, as well as fuel and support our diverse students’ hopes and dreams to graduate and go on to make a positive impact in their communities and on the world.

The units comprising this new division include:

  • Asian American & Pacific Islander Student Services
  • Black Unity Center
  • Dream Resource Center
  • Office of Diversity & Student Equity (and Interfaith Programs)

Currently, the division is focusing on the following areas:

  • Interfaith Programs Unit
  • Latinx Student Services Workgroup
  • Pride Center Workgroup

Equity Programs & Compliance (Title IX)

If a student feels they have been subject to discrimination, harassment, or retaliation, the university has a process by which they can report the issue. The university has designated a Title IX coordinator who is responsible for ensuring the university’s compliance with Title IX including oversight of investigations into complaints. The Title IX senior deputy coordinator for employees and third parties serves as the primary intake officer for faculty, staff, and third parties and, the Title IX senior deputy coordinator for students serves as the primary intake officer for students.

Health Services

Student Health Services provides basic care for acute and chronic problems, promotes health awareness, educates students about preventive care, disease management and therapeutic choices, and helps students develop the skills to manage their own health.

Mission: The mission of SF State Student Health Services (SHS) is to provide accessible and cost-effective quality medical care for all registered students at SF State. SHS strives to work with students to enhance lifelong health and wellness, facilitate retention and graduation, and to reduce systematic health disparities related to human and cultural diversity.

By providing accessible quality health care services, SHS strives to create an environment for all students to learn the skills to manage their own health and become informed future health care consumers.

The primary goal is to serve SF State students to the best of the Student Health Services’ capabilities.

Health Promotion & Wellness

Mission: To champion an environment at SF State that prioritizes the health and well-being of the campus community in order that every student can reach their full potential.

Vision: A culture of health and wellness built on a commitment to equity and social justice.


To promote wellness and health on campus in order to foster student success.

  • Creating opportunities for students to learn and enact healthy behaviors.
  • Creating health equity on campus.
  • Shifting the campus culture to champion health and wellness.
  • Creating opportunities that empower students to reach their full potential as healthy adults and leaders.


  • Health Equity
  • Cultural Humility
  • Holistic Wellness
  • Student Success
  • Community Voice
  • Evidence-based Practice
  • Collaborative Leadership
  • Innovation
  • Transparency

International Education

Mission: The mission of the Office of International Programs (OIP) at San Francisco State University is to provide campus-wide leadership in advocating for, supporting, and implementing the university’s goals for international education and exchange. The office works closely with faculty, staff, students, scholars, and international alumni in supporting initiatives to internationalize the university. It is responsible for the coordination and administration of international education activities and initiatives on the campus.

OIP offers a comprehensive set of services and programs congruent with its mission and with recommendations arising from the university’s strategic planning process. The areas of responsibility of the Office of International Programs fall into the following five major categories:

  • Center for Information and Resources on International Education
  • Faculty Development and Curriculum Internationalization
  • Services for International and Domestic Students, Scholars and Faculty
  • Protocol for Hosting International Visitors and for SF State Officials Visiting Abroad
  • Community Involvement in International Programs and Activities

Residential Life

Residential Life at SF State is an on-campus living community that houses SF State students, faculty, and community members. Spanning five diverse communities, Residential Life serves 4,000 bed space residents. Residential Life is the largest department within the Dean of Students unit and employs 27 professional staff members, 110 live-in student leaders, and 100 student assistants. Residential Life continually works to promote a sense of community among residents and enhance learning beyond the classroom.

Student Activities & Events

Student Activities & Events partners with students to support organizations and clubs, facilitate programs and events that create community, develop the whole person, and foster a deep sense of connection to each other and the campus. Units within this department include Student Organizations, Greek Life, Sports Clubs, and the Student Life Event Center.

Students have the option to join a wide variety of student organizations based upon their various extracurricular interests. SF State has approximately 270 registered organizations. Greek life has been part of San Francisco State University’s history since 1928. Currently, 49 Greek organizations are formally recognized at SF State under the umbrella of the United Greek Council. Sport clubs are all student-based clubs and typically utilize the facilities of the Mashouf Wellness Center. The Student Life Event Center staff work with registered student organizations to bring their visions to reality, helping to host a variety of programs and events including large scale performances, conferences, award shows, and fashion shows.

Enrollment Management

Units reporting directly to the senior associate vice president for enrollment management include:

  • Registrar
  • Admissions
  • Educational and Opportunity and Pathway Programs (EOPP)
  • Financial Aid

Mission: 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.

To fulfill its mission, EM follows these operating principles:

  • 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.

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 students 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.

Educational and Opportunity and Pathway Programs (EOPP)

The Educational Opportunity and Pathway Programs at San Francisco State University promotes access and retention of historically underserved (low income, first generation college, former foster youth) 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.

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. The office coordinates the university’s overall recruitment program and events, 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, the office 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.

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 of 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 and 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.

Hellwig earned a Ph.D. 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

Thomas Enders was appointed by President Mahoney as special assistant to the president, with a focus on enrollment, in December of 2019. Before joining SF State University, Enders served as the vice provost for student enrollment at California State University Los Angeles for over four years and previously worked at California State University Long Beach as the associate vice president for enrollment services.

Institution & Location


Institutional History

San Francisco State University (commonly referred to as San Francisco State, SF State, and 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, five 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. Approximately 8,500 students graduate from SF State each year and the Gator alumni family is more than 321,000 strong. The university’s distinguished alumni can be found in virtually every walk of life. Their accomplishments include 21 Pulitzer prizes, 16 Oscars, the invention of the microprocessor, and (jointly with SF State faculty) the discovery of the first exo-planets beyond the solar system.

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 system), 1960
  • University status attained, 1972

Number of Names: 5

  • San Francisco State Normal School, 1899-1921
  • San Francisco State Teachers College, 1921-1935
  • San Francisco State College, 1935-1972
  • California State University, San Francisco, 1972-1974
  • San Francisco State University, 1974-present

Number of Presidents: 14


Experientia Docet” (“Experience Teaches”)


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.


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

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


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 of 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 SF State 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 and 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.

President Mahoney has been recognized for her work in support of student success and academic excellence by the CSU Long Beach Office of Students with Disabilities, the Purchase College Student Government Association, and the United University Professions.

Mahoney received a bachelor’s degree in American studies from Stanford University and a PhD 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 had served as the dean of undergraduate education and academic planning at San Francisco State University since 2013. At SF 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.

She 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 (University 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 (University 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 (University of Pennsylvania) 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.

The President’s Cabinet

  • Jeff Wilson, Interim Vice President of Administration and Finance, CFO
  • Jeff Jackanicz, PhD, Vice President for University Advancement
  • Beth Hellwig, PhD, Interim Vice President of Student Affairs & Enrollment Management
  • Jason Porth, JD, Vice President, University Enterprises
  • Alison Kleaver, JD, University Counsel
  • Ingrid Williams, EdD, Associate Vice President, Human Resources
  • Frederick Smith, PhD, Assistant Vice President, Equity & Community Inclusion
  • Thomas Enders, Special Assistant to the President
  • Noriko Lim-Tepper, Interim Chief of Staff
  • Leshia Claudio, Deputy Chief of Staff

Mission and Vision Statements


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.


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 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 in the various sections, they are key unifying elements in a comprehensive vision of the university’s future.

  • 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, SF State 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 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.


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.


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 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:

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.


Total Faculty – fall, 2019: 1,965

Tenure/Tenure Track Faculty – fall, 2019: 854

Female Faculty: 467

Male Faculty: 387

To review the Academic Master Plan, please visit:

The Student Body

Enrollment — fall 2019
Enrollment Type
Number Percent
Undergraduate 25,839 89
Post Baccalaureate/Graduate 3,041 11
Total 28,880
By Gender
Women 16,242 56
Men 12,620 44
By Ethnicity (Undergraduate)
African American 1,590 6
American Indian, Alaskan Native 40 0.2
Asian (including Filipino) 7,438 30
Chicano, Mexican American 6,683 27
Latino 2,837 12
Pacific Islander 144 1
Two or More Races 1,475 6
White Non-Latino 4,304 18

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
  • Employee Retirement Planning
  • 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
  • Empathia Life Matters Employee Assistance Program (EAP)

For a more in-depth look at SF State benefits, visit

Application & Nomination

Application and Nomination
Review of applications will begin immediately 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 Ellen Heffernan ( or Valerie Szymkowicz ( 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

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.