2024-25 Accomplishments

Holistic Student Engagement – Goal 1

• Advanced Graduation Initiative 2025 (GI 2025) progress, exceeding goals and enhancing student success systems.

• Four-year graduation rate reached 37%, surpassing the 35% CSU target.
• Six-year rate climbed to 68.4%, nearing the 71% goal.
• One-year retention rose from 85.1% to 86.8% for first-time students and from 86.8% to 88.8% for transfers (Fall 2021 to Fall 2023).
• Achieved a record 96.1% Fall-to-Spring persistence rate for new students in 2024–25.

• Expanded enrollment through new markets, reaching just under 105% of the California resident target​​.
• Spring 2025 Enrollment Snapshot:
• 37,719 total students
• 27,308 stateside undergraduate students
• 5,850 stateside graduate students
• 4,561 self-support students
• Implemented Well-being@SJSU and expanded SJSU Cares, supporting student health, mental health, basic needs, and career readiness​.
• Led the Future of Humanity and Civic Engagement initiative, blending academic and civic learning​.
• Opened Spartan Village on the Paseo, delivering housing for nearly 700 students, including over 100 subsidized beds for high-need students​.
• Continued Athletics Board review of sports sponsorships, in partnership with a third-party consultant, to align with long-term financial sustainability and Title IX compliance​.

Academic Excellence Advancement & WASC Accreditation – Goal 2

• Implemented SJSU’s AI Vision and launched AI pilot programs, including the ChatGPT and AI Avatar initiatives​.
• Partnered with NVIDIA and the City of San José to drive AI innovation, and workforce development.
• Created one of the nation’s first AI Librarian roles to lead ethical AI adoption and literacy.
• Elevated SJSU’s national standing through major recognitions:

• Ranked #4 public and #16 overall by Wall Street Journal, recognizing student success and mobility.
• Received inaugural Postsecondary Success award from the U.S. Department of Education for advancing access and outcomes.

• Expanded graduate education through new SAGE (4+1) programs and interdisciplinary AI minors​.
• Fall 2024: 180 Sage Scholars
• Spring 2025: 191 Sage Scholars
• Completed a successful WSCUC Special Visit, affirming progress in strategic planning and institutional effectiveness​.
• Hired over 90 new tenure-track faculty during academic years 2023-24 and 2024-25 to strengthen academic excellence​.
• Expanded out-of-state enrollment by joining the Western Undergraduate Exchange (WUE).

People-Centered Excellence – Goal 3

• Completed the Cozen Assessment of Title IX and DHR, launching the Office for Title IX and Equal Opportunity​.
• Advanced the Inclusive Excellence Framework and CCDEI Action Plan to embed inclusion into every division​.
• Completed Phase 1 of the CSU-Deloitte pilot; now weighing process improvements versus restructuring.
• Launched the Interfaith Task Force and deepened campus climate initiatives fostering a sense of belonging and well-being​.
• Led reorganizations in key divisions to strengthen operational support for students, faculty, and staff​.

Financially Sustainable Budget Model – Goals 4 & 5

• Maintained transparent budget communications through two Budget Town Halls and BAC engagement​​.
• Fall 2024 - Over 240 registered to attend
• Spring 2025 - Over 380 registered to attend
• Diversified revenue sources, growing self-support (PaCE) revenues by nearly $13 million​.
• Increased research awards and external partnerships while expanding philanthropic engagement​.
• The Facilities Master Plan, approved at the May BOT Meeting, advancing feasibility studies to revitalize engineering facilities, student housing, and Moss Landing Marine Labs​.
• Completed analysis and planning for Phase 1 classroom upgrades and planning Phase 2.

Business of Running the University

• Strengthened emergency preparedness through six tabletop exercises with key leaders​.
• Launched Phase 1 of our Transformation 2030 strategic plan and the “Our Metrics in Motion” reporting tool to enhance accountability​.
• Rolled out the campuswide Hootsuite enterprise tool to coordinate and elevate SJSU’s digital presence​.
• Finalized and implemented the Time, Place, and Manner (TPM) Policy​.