During the second year of the 2024–29 ASI Strategic Plan, the organization made significant progress in advancing institutional priorities, enhancing student engagement, and preparing for key operational transitions. Multiple year two initiatives were completed or reached major milestones:
Achievements
- Goal 1: Elevate the Student Experience
- Enhancing Late-Night and Weekend Programming
ASI exceeded participation benchmarks across nearly all areas:- ASI Events: 61% (target: 60%)
- Craft Center: 41% (target: 25%)
- Fitness: 35% (target: 25%)
- Aquatics: 88% (target: 25%)
- Intramural Sports: 77% (target: 50%)
- Poly Escapes: 45% (target: 45%)
- Enhancing Late-Night and Weekend Programming
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- Developing a Plan to Ensure Successful Transition of ASI Operations to a Semester System
ASI identified critical policy and process changes needed to align with Cal Poly’s 2026–27 semester conversion. An implementation plan was finalized and is on track for execution next year.
- Developing a Plan to Ensure Successful Transition of ASI Operations to a Semester System
- Goal 3: Drive Organizational Growth and Stability
- Identifying Resources to Manage ASI Safety and Risk Management
A new full-time Safety Coordinator role was created and filled to lead risk management and compliance efforts. Onboarding and planning will continue into year three. - Creating an ASI Student Government Outreach and Engagement Plan and Improving ASI Annual Student Election Turnout
A refreshed outreach competition and creative marketing led to strong student participation in all phases of recruitment and elections:- 50 candidates filed to run for ASI Board of Directors.
- 26.2% of the student body participated in the ASI Election—an increase from 19.8% in 2023–24 and 6.9% in 2022–23, representing a 280% increase over two years.
- 49 students applied for ASI Executive Cabinet and University Union Advisory Board (UUAB) positions.
- Identifying Resources to Manage ASI Safety and Risk Management
Year Two Ongoing Initiatives: Progressing Beyond 2025
As we move into year three of our Strategic Plan, our commitment to strengthening the impact and effectiveness of ASI remains at the forefront. Many initiatives launched in year two are still progressing, as their scope and importance require additional time and focus to fully realize. Additionally, we’re embarking on new initiatives in year three that will continue to move the organization forward. These ongoing efforts continue to align with our long-term vision, ensuring that we build on the momentum already established while advancing meaningful change for our organization and the campus community.
- Goal 1: Elevate the Student Experience
- Standardizing ASI Assessment Procedures
- Executing the Plan to Transition ASI Operations to a Semester System
- Developing Plan to Prepare for Integration with Cal Maritime
- Goal 2: Promote ASI Staff Success
- Creating a Positive Recruitment Experience
- Standardizing ASI Employee Onboarding Practices
- Reviewing ASI Employee Position Descriptions
- Assessing ASI Compensation Practices
- Improving Utilization and Engagement with ASI Student Employee Learning Outcomes
- Providing Ongoing Training and Professional Development to ASI Employees
- Strengthening ASI Employee Training and Development
- Goal 3: Drive Organizational Growth
- Establishing a Standard for ASI User Fee Review Processes
- Creating a Plan to Address Deferred Maintenance
- Updating ASI Safety and Risk Management Source Documents and Training Records
- Goal 4: Strengthen ASI’s Brand
- Reviewing ASI’s Brand Strategy
- Implementing New Communication Strategies to Enhance ASI’s Visibility within the Cal Poly Community
- Strengthening the Children’s Center’s Presence for Incoming Students
