Leading with Clarity and Purpose

Sue Borrego will tell you herself that she’s not a typical university president.

By Donna Birch Trahan

Having previously held the equivalent role at the University of Michigan-Flint, Borrego joined Stanislaus State as interim president this summer.

Taking the helm of the University marked Borrego’s return to the California State University system. She previously held leadership positions at CSU Dominguez Hills and CSU Monterey Bay.

While she has more than 30 years of experience in higher education, it’s Borrego’s personal narrative that resonates profoundly. An emancipated minor at the age of 15, both her personal and professional experiences have influenced her leadership style.

Outside of her professional life, Borrego finds joy and inspiration in her family, which is a constant source of support, love and humor. She and Mary Boyce, her partner of 30-plus years, are the proud parents of two adult children and have nine grandchildren.

Whether she’s at home surrounded by the chaos of a happy family or on campus shaping the future of the University, Borrego’s heart is all about nurturing and growth. Her authenticity and commitment to the success of others shines through in the way she leads.

What’s more, her experiences in navigating systemic obstacles during her own college years underscore a deep-seated commitment to ensuring students do not face similar barriers today.

During a recent conversation with STAN Magazine, Borrego outlined the direction of her one-year tenure. From prioritizing enrollment and amplifying philanthropic support to expanding the Stockton Campus and laying the groundwork for her successor, she approaches each challenge with clarity and purpose.

Borrego opens up about her journey to this moment, the challenges she has faced, her deep-rooted dedication to student success, and her goals for the University during her leadership.

The California State University system is a powerful entity and to be on a CSU campus that offers the kind of educational experience Stan State does, it took no convincing. It was a no-brainer.

- Sue Borrego

What prompted you to take on the role of interim president at Stanislaus State?

I thought my last presidency would be at the University of Michigan-Flint. I was consulting with the American Association of State Colleges and Universities and settling back into my home in Southern California when Interim Chancellor Jolene Koester called and asked would I be interested in the position. The California State University system is a powerful entity and to be on a CSU campus that offers the kind of educational experience Stan State does, it took no convincing. It was a no-brainer.

What about Stan State helped you determine this would be a good fit?

It was an opportunity for me to do the kind of work I love and is at the core of American democracy. Regional Comprehensive Universities like Stan State provide transformational opportunities for students, their families and communities. The University is diverse, has smaller class sizes and great academic programs. Some of the majors offered here I haven’t seen at some of the other CSU campuses. It was also about the demographics of our students. Seventy-four percent are first-generation college students, and many are from underrepresented groups. I’ve worked with these communities my whole career in different ways.

You talk about your background as an emancipated minor. How did your experiences shape you as an educator and leader?

I can’t separate those experiences from who I am today. Living without a net, assumptions people made about who I was because I was emancipated, being “encouraged” toward the military and not college are all part of my history.

When I got to college, I realized at the end of my first year that I didn’t have any place to put my belongings from my residence hall. Universities generally don’t let you leave your stuff for all kinds of reasons. Or, when my financial aid was late as a result of some kind of glitch, it meant I couldn’t register for classes or buy groceries.

Nobody intends to make policies that are exclusive, but so many institutional norms are unconscious. While institutions are getting much better at serving students like me who come out of impoverished, working-class or first-generation backgrounds, we still have work to do to unpack the unconscious and systemic processes that can often get in the way of students’ success. I am both driven and haunted by the fact that I don't want any of the work I do to ever defer anyone from their dreams.

You’ve mentioned the four key areas you will focus on during your one-year tenure: prioritizing enrollment, garnering philanthropic support for the University, continuing our progress to enhance and grow the Stockton Campus and setting the table for the next president. How do you plan to accomplish these goals?

I am aware that every decision we make each day is part of setting the table. There will be things that will be more open-ended because the incoming president should make those decisions. And there will be some things we have to decide on because they’re happening right now.

For example, we need to do some things related to enrollment now. We have to look at the programs we are offering, what the community needs and what the regional workforce needs. We won’t get to all of that because it will be the work of the provost, the faculty and the next president, but we need to get started to impact spring and fall enrollment.

We’ll be looking at retention. People sometimes focus on enrollment as recruitment, but enrollment is really recruitment plus retention. We are also working on re-enrollment, in fact, Student Affairs was awarded a $3 million Title III grant to assist with re-enrolling students we lost during the COVID-19 pandemic. It is critical to organize ourselves in ways that best support student success.

There has been an amazing amount of work done to get ready for the comprehensive campaign for philanthropic support. We developed a comprehensive campaign at UM-Flint, and my recommendation for Stan State was with all the work University Advancement has done, let’s keep that momentum going. On my first day here, I was calling donors. Part of my role is to work with the advancement team to be where they need me to be and to work with the Foundation Board to learn what opportunities are out there for fund development.

Regarding the Stockton Campus, it has an opportunity to be a branch campus with a revolutionary impact and serve as an anchor institution in the community. Its new dean, Dr. Sarah Sweitzer, and new Dean of Students Amy McKinney are doing a great job leading our efforts to build community outreach and engagement and cultivating relationships that build the University’s reputation.

Stan State is poised for its next evolution. Setting the table for the next president is a result of intentionality about our everyday work. One of the things that makes me a good match for this interim role is that it doesn’t have to be about me. The mission and vision of the University is set. It’s not Sue Borrego’s vision, it is Stan State’s mission that drives our work. My job is to support the individuals who put the legs to Stan State’s mission. Every. Single. Day.

What do you want the tone of your presidency to reflect?

I want to be somebody who creates space for powerful and productive conversations.

Not everybody sees themselves as an educator, but we’re all spokes on the wheel of this institution. I hope to be a partner in creating a positive campus environment.

How do you want your impact and leadership to be remembered at Stanislaus State?

I hope I can both leave the place better than I found it and be part of an environment that really commits to working with each other. I hope people can say, ‘She cared about us, and she provided leadership that helped us move forward.’

It was an opportunity for me to do the kind of work I love to do.

- Sue Borrego