Powerpoint presentation

Report
Town Hall
Strategic Plan Task Force Updates
February 4, 2014
Chancellor White’s 7 Key Areas in State of CSU Address
1. Tenure-track faculty hiring
2. Enhanced advising
3. Bottleneck initiative
4. Student preparation
5. High-impact practices
6. Expand data-driven decision making
7. Bolster transfer degree completion rates
Challenged us to increase our First-time Full-time
Freshman Graduation rate by 10% & Transfer
Graduation rate by 5% throughout the CSU system.
Strategic Plan Goal # 1
Develop and maintain a curricular and co-curricular environment
that prepares students for participation in a global society and is
responsive to workforce needs.
CSUF aims to provide innovative, high-quality programs and services that offer students
broad educational experiences, facilitate lifelong habits of intellectual inquiry, and prepare
them for successful careers. We recognize that achieving these aims requires comprehensive
and coordinated advising and actively engaging students in the learning process. A robust
program of assessment will allow us to demonstrate student learning, document student
achievement, and be accountable to ourselves and to our stakeholders.
Objectives:
•
Implement a sustainable University-wide assessment process that includes
curricular and co-curricular components.
•
Ensure that at least 75% of CSUF students participate in an advising system that
integrates academic, career, and personal development components.
•
Increase by 25% the number of CSUF students participating in international,
service learning, internship, community engagement or other innovative
instructional experiences that prepare students for professional endeavors in a
global society.
Assessment Task Force
Charge & Committee Members
To support the development of an integrated university assessment plan
that aligns with university strategic priorities and the new UPS on
assessment and the development of a campus-wide educational
effectiveness plan and recommended resources for implementation of
the plan.
Committee Members:
Anil Puri
Jochen Burgtorf
Claire Cavallaro
Sheryl Fontaine
Kiran George
Peter Nwosu
Tania Perez
Eileen Walsh
Assessment Task Force
Accomplishments & Efforts
•
Completed a preliminary inventory of current assessment activities at the
university from available annual reports. The inventory will require verification
by departments/colleges for accuracy and completeness.
•
Completed preliminary analysis of campus assessment activities, which reveal the
following:
• Campus has a history of assessment
• Diffused and decentralized
• No uniform assessment process
• No on-going faculty development
• Minimal institutional support, etc.
•
Recommendation for a dedicated space for the University Assessment Office and
needed support structure.
Assessment Task Force
Next Steps - Spring 2014
•
Develop a campus-wide educational effectiveness plan that includes
a step-by-step process for developing and implementing program
and course level assessments.
•
In light of this plan, identify an Assessment Management System for
documenting and tracking program and institutional level assessment
activities and provide data for analysis and reports that also support
Program Performance Review (PPR) and accreditation.
•
Propose a faculty development program on assessment that includes
informational and training workshops and conferences as well as
direct support for program and course assessment needs.
Assessment Task Force Questions:
1. Is it appropriate to incorporate assessment into the RTP
process? If so, how do we recognize the value of faculty
assessment activities in teaching, research, and service?
2. In the context of on-going work on assessment, what can
we do to promote the culture of assessment on our
campus?
Advisement Task Force
Charge & Committee Members
Develop a plan for an integrated advising system - and suggest its
structure, timeline and budget - to ensure that by 2018 at least 75% of the
CSUF students receive advisement.
Committee Members:
Anil Puri
José Cruz
Susan Cooper
Peter Nwosu
Roger Sorochty
Sean Walker
Paul Levesque
Lisa Kirtman
Bridget Driscoll
Amanda Carreno
Advisement Task Force
Accomplishments & Efforts
•
Pilot project to measure advising activity at the department
level (Biology and President’s Scholars).
•
Advising Road Maps updated in light of Larry Abel’s visit.
•
Recruitment of 8 college-based advisors and a trainer.
•
Professional advising development activities for faculty and
staff.
Advisement Task Force
Next Steps - Spring 2014
•
Analysis of campus data on advising.
•
Analysis of national best practices and lessons for us (e.g.
Georgia State).
•
Development of a structure for “integrated” advising.
•
Budget estimates.
Advisement Task Force Questions:
1. WASC has called for “integrated” advising. How would you
describe such a model for our campus?
2. What should be the role of faculty versus professional
advisors? What kind of training do faculty members need for
advising?
3. Please review the list of advising activities on our campus
(provided) and indicate (a) what is missing? (b) where should
each activity reside, e.g., Academic Affairs, Student Affairs
etc.?
Stewards of Place Task Force
Charge & Committee Members
Determine a baseline of participation in programs linking
degree, career, and community.
Committee Members:
José Cruz
Berenecea Johnson-Eanes
Greg Saks
Dawn Macy
Steve Stambough
Eliza Noh
Vince Buck
Jim Case
Theresa Harvey
Kathleen Costello
Alyssa Jensen
Stewards of Place Task Force
Place—physical and temporal—is a precious resource that needs
to be leveraged on behalf of the communities that define it.
A strong sense of place enables universities to nurture civic
engagement, support the generation and application of
knowledge, fuel local economic development, and construct
frictionless educational pathways for the students in their
communities.
Cal State Fullerton aims to be a strong steward of place.
Stewards of Place Task Force
Accomplishments & Efforts
• Clarification of Charge -Who are the stewards? What
is the place?
• Discussion with Strategic Communications on
communication methods and marketing study.
• Review of career services survey reports.
• Identification of opportunities and challenges
• Compiling inventory of what we do on campus now
(leveraging Carnegie application).
• Visualizing “footprint” of our internship and service
learning efforts.
Total Hours of Academic Internships and Service Learning by Zip Code of
Activity in the Southern California Region during Calendar Year 2013*
Facilitated by the CSUF CICE (~500,000 hours)
* The placement detail represents only about 18% of course-related placements for a given term, and disproportionately represents
certain CICE client departments (CAS, COMM, HESC) that are more compliant than most with CICE registration procedures.
Stewards of Place Task Force
Next Steps – Spring 2014
• Review of Carnegie Engagement Classification
Report by internal and external stakeholders;
report will be submitted in April 2014; the
application will serve as an inventory of the
University’s current stewardship of place efforts.
• Develop a “Stewardship of Place Vision-Strategy”
Document for campus review.
• Develop a “baseline of participation in programs
linking degree, career, and community.”
Stewards of Place Task Force Questions:
1. Which of the following elements that characterize
universities that serve as good stewards of place are more
important to you?
• Nurturing civic engagement
• Supporting the generation and application of knowledge
• Fueling local economic development
• Constructing frictionless educational pathways
2. At Cal State Fullerton, for each of the above elements, who
are the stewards and what is the place?
3. What is Cal State Fullerton currently doing to serve as a
good steward of place? What else should we do? How
should we support these efforts?
Strategic Plan Goal #2
Improve student persistence, increase graduation rates University- wide,
and narrow the achievement gap for underrepresented students.
A critical measure of a university’s performance is the effectiveness with which it employs its
resources to ensure students meet their educational goals in a timely manner. This institutional
and social priority must be accompanied by a commitment to the success of all students,
including those from historically underrepresented groups. Improving persistence of our
students, especially in their entering year, is an important first step in this process. High-Impact
Practices (HIP), those pedagogical and programmatic approaches that promote student
engagement, retention and graduation, are integral to these efforts.
Objectives:
• Increase the overall 6-year graduation rate, such that the Fall 2012 cohort of first-time fulltime freshman is at least 10 percentage points higher than that of the Fall 2006 cohort.
• Increase the 4-year transfer graduation rate, such that the Fall 2014 cohort is at least 10
percentage points higher than that of the Fall 2008 cohort.
• Reduce by at least half the current 12% achievement gap between underrepresented and nonunderrepresented students.
• Increase participation in High-Impact Practices (HIPs) and ensure that 75% of CSUF students
participate in at least two HIPs by graduation.
GAP Closing Task Force
Charge & Committee Members
Identify and increase participation in new and ongoing
efforts that support underrepresented student persistence
and achievement.
Committee Members:
Angela Della Volpe
Berenecea Eanes
Susama Barua
Phil Janowicz
Ed Sullivan
Sheryl Fontaine
James Rodriguez
Michael Perez
Marua Yates
Melba Castro
Gaps in 6 Year Graduation Rates
(fall 2007 cohort data [overall rate = 53.5%])
Underrepresented
49.3%
Gap
7.2 percentage
points
NonUnderrepresented
56.5%
Men
45.6%
Gap
13.1 percentage
points
Women
58.7%
First Generation to
Attend College
47.7%
Gap
11 percentage points
Parent(s) Graduated
From College
58.7%
Entered as ECS
Major
31.7%
Gap
31.6 percentage
points
Entered as COMM
Major
63.3%
GAP Closing Task Force
Accomplishments & Efforts
• Completed an inventory of things university-wide to close the
graduation gap. These included Student Services programs,
departments and Colleges programs.
• A preliminary evaluation of these programs show that very few
academic programs are specifically aimed at closing the gap.
• Examples of Programs focusing on closing the gender gap
ECS Women in Engineering Learning Community - Project
focuses on Female Engineers during their Freshmen and
Sophomore years
Male Success Initiative - targets First–generation,
underrepresented, and disabled college students
GAP Closing Task Force
Next Steps – Spring 2014
• Evaluate the strategies listed to encourage further growth and
focus on development in closing the Gap.
• Develop an action Plan for Fall 2014 which includes reaching
out to the campus at large and the outside community.
• Consider combining efforts with task forces focused on
Bottlenecks, Accountability, and Assessment around campus
and CSU system funded course redesign and student success
efforts.
GAP Closing Task Force Questions:
1. How aware are you of purposeful efforts to
narrow gaps?
2. How do we engage faculty, staff, students, and
administrators in closing the gap?
Accountability Task Force
Charge & Committee Members
Determine accountability metrics in meeting Strategic Goal #2 - Improve
student persistence, increase graduation rates University-wide, and
narrow the achievement gap for underrepresented students - by division,
college, department or faculty.
Committee Members:
Raman Unnikrishnan
Kelsey Brewer
Cynthia Greenberg
Bob Mead
Sarah Song
Ed Sullivan
Berenecea Eanes
Accountability Task Forces
Distribution of Accountability for Success
Student: Active in their own success
Faculty member: High quality instruction, student engagement
including HIP
Department: Provision of high quality program that includes
HIP and advising
College: Academic and financial support for students and
departments
Centers of influence: Co-curricular, financial, and
administrative collaboration
Division: Financial support for all endeavors, facilitate/grease
sticky joints
Results from Gap Closing and Assessment
needed to create Accountability metrics.
Gap Closing
Accountability
Assessment
Accountability Plan Task Force
Next steps – Spring 2014
• Establish metrics
• Establish incentives to achieve metrics
• Layer metrics/incentives into bottleneck efforts, GAP
closing and assessment efforts
• April 2014 – Develop 3 of the 6 metrics
• June 2014 – Develop remaining metrics
Submit progress report
• 2014-15 – Continue to collaborate with task forces
Submit final report
Accountability Task Force Question:
Accountability is an interconnected system and an
ambiguous concept especially when your success or lack
of it depends on the success of other units. How do we
approach this?
Bottlenecks Task Force
Charge & Committee Members
• Assess bottleneck, gateway, and low-success-rate academic
course programs.
• Develop baseline of bottleneck, gateway, and low-success-rate
academic course programs.
Committee Members:
Robert Koch
José Cruz
Berenecea Eanes
Raman Unnikrishnan
Steve Westbrook
Harriet Edwards
Lynn Sargeant
Rochelle Woods
Harpreet Bath
Bottlenecks Task Force
Accomplishments & Efforts
• Developed a list of metrics that should be used
to determine the status of bottlenecks.
• Developed a list of policy changes that could
help bottlenecks.
• Developed a list of student behaviors that may
influence bottleneck effects.
Bottlenecks Task Force
Next Steps – Spring 2014
• Opportunities for Collaborations.
• Potential Metrics for Bottlenecks.
• Potential Policy Changes that could Affect Bottlenecks.
• Potential Student Behaviors that may contribute to
Bottleneck Effects.
Bottlenecks Task Force Questions:
1.
What is a bottleneck? How do bottlenecks occur? What can
faculty/staff/students do to help alleviate bottlenecks?
2.
Professional development to improve or alter teaching strategies to improve
student performance in bottleneck courses will require budgetary
considerations. Is the elimination of bottleneck courses of such a high
priority that sufficient resources should be made available to
departments/programs for this purpose? What type of incentives would be
most effective?
3.
Some information on performance of individual faculty members and students
could be useful in helping the TF to develop recommendations on some
bottlenecks; however, such personalized information can be threatening to
members of both groups. How should this conflict be resolved?
4.
The tendency for some faculty to blame bottlenecks primarily on student
behavior/preparation is difficult to overcome. How can this problem be
addressed?
High Impact Practices Task Force
Charge & Committee Members
Assessment of HIPs and student participation:
Define CSUF High Impact Practices
Comprehensive report on documentation of all HIPs
An assessment report on all student participation of HIPs
Determine HIPs student participation baseline:
Baseline documentation on HIPs student participation
High Impact Practices website
Committee Members:
Amir Dabirian
Berenecea Johnson Eanes
Robert Koch
Lea Jarnagin
Shari McMahan
Bill Hoese
Kiran George
Victor Delgado
Abi Prabakar
High Impact Practices Task Force
Accomplishments & Efforts
Review AAC&U definition and understand the
definition of HIP by the committee.
Two Sub Committees:
Benchmarking – research other institutions such as
Texas A&M and UT Austin.
Defining principles for HIP outcome was the
development and preliminary testing of an
evaluation matrix for potential HIPs based on the
defining principles.
High Impact Practices Task Force
Next Steps – Spring 2014
• Further explore the usefulness of the draft set of principles for definition of
HIP at CSUF.
• Explore ways to determine a baseline for the current level of HIP activity at
CSUF.
• Build campus-wide culture for the use of HIPs at CSUF via a Town Hall on
defining CSUF HIPs.
• Gather additional feedback on the definition / baseline of CSUF HIP via
website postings.
• Survey the campus for both HIP and student participating in CSUF HIP based
on CSUF HIP definition and baseline.
• Create a High Impact Practices Website and start adding resources to the site.
High Impact Practices Task Force Questions:
1. What incentives should be offered to students, staff, and
faculty to facilitate the building of a culture for the campuswide use of HIPs?
2. How should the campus determine whether a course or
co- curricular activity qualifies as a HIP?
Strategic Plan Goal #3
Recruit and retain a high-quality and diverse faculty and staff.
CSUF aims to become a model of faculty and staff inclusivity, diversity, and engagement
in order to better serve our diverse student population. To this end we will develop a
Diversity Action Plan to cultivate an environment that honors differences in various forms
– race, ethnicity, gender, age, (dis)ability, sexual orientation, religious or political beliefs,
and status within the University. We will also develop effective processes and procedures
to support recruitment, hiring, and retention, and increase professional and leadership
development opportunities available across career stages.
Objectives:
• Assess the campus climate and utilize results to identify and implement retention and
engagement strategies.
• Implement effective and systematic faculty and staff recruitment and retention
programs.
• Align CSUF faculty demographics with national pools of appropriately qualified
applicants.
• Provide additional training programs and increase opportunities for professional
development available to post-tenure faculty and staff to promote career advancement.
Diversity Action Plan Task Force
Charge & Committee Members
Conduct and Analyze Campus Climate Survey
Begin to create a Diversity Action Plan
Committee Members:
Lori Gentles
José Cruz
Harry Norman
Emily Bonney
Dave Bowman
Melba Castro
Phenicia McCullough
Joe Ferrer
Carlos Navarro
Davida Hopkins-Parham, Ex-officio member
Diversity Action Plan Task Force
Accomplishments & Efforts
•
•
•
•
•
•
•
Commenced Planning Meetings September 2013
Commissioned External Consultant
Developed and Published FAQ’s
Developed Theme: Be Heard
Populated and Conducted Focus Groups
Developed Survey
Submitted survey for IRB Approval
Diversity Action Plan Task Force
Next steps – Spring 2014
• Encourage Campus Participation
– Communications Campaign
• Distribute Survey – March 12, 2014
• Review, Interpret, and Share Results – August/September 2014
• Use Data to Create a Diversity Action Plan – Fall 2014
Diversity Action Plan Task Force Questions:
1. How can we ensure transparency throughout the
process?
2. How can we ensure at least 80% response rate to the
campus climate survey?
3. What other efforts should we make to improve the
recruitment of a diverse faculty and staff and foster an
inclusive environment?
Strategic Plan Goal #4
Increase revenue through fundraising, entrepreneurial activities,
grants, and contracts.
In an environment of decreasing resources, CSUF seeks to increase funds available to
the entire campus community. Stabilizing our finances and securing revenue sources
will allow us to invest in the success of our University, our students, and our
communities. Increasing alumni and community engagement is essential and will
position the University to be more effective in meeting its mission. We recognize such
efforts must be integrated, collaborative, innovative, and purposeful.
Objectives:
• Increase overall philanthropic giving to at least $15 million yearly in order to be in
the top third of our CSU Peer Group.
• Increase by 25% overall grant and contracts revenue generated through Principle
Investigator applications.
• Implement support mechanisms and incentive programs to increase entrepreneurial
activities at CSUF, such that revenues generated by those activities increase by
50% over the life of the plan.
• Increase communications and stakeholder engagement by 50% over the 2011-2012
baseline.
Development Infrastructure Task Force
Committee Charge & Members
Create and refine an infrastructure that is committed to strategic,
integrated, and coordinated campus efforts to increase revenue through
fundraising, entrepreneurial activities, grants, and contracts.
Committee Members:
Michele Cesca
Greg Saks
Denise Bell
Bill Briggs
Paul Deland
Berenecea Johnson Eanes
Rommel Hidalgo
Russell Nelson
Harry Norman
Paulina Tagle
Sora Tanjasiri
Development Infrastructure Task Force
Accomplishments & Efforts
• Developed Factors/Metrics for successful Fundraising Campus
Culture and Supporting Infrastructure.
• Utilizing our data, the Task Force has begun engaging in a needs
assessment process – examining where we currently are against
what we identified as Factors/Metrics for Successful Fundraising
Campus Culture and Supporting Infrastructure.
• Process will allow the University to address the needs (or gaps)
between current conditions and the necessary infrastructure to meet
the goal of increasing revenue through fundraising, entrepreneurial
activities, grants, and contracts.
Development Infrastructure Task Force
Next steps – Spring 2014
• Established three subcommittees in the areas of Fundraising,
Grants & Contracts, and Entrepreneurial Activities to complete
the needs assessment in these areas.
• Define goals for fundraising, entrepreneurial activities, grants,
and contracts.
Development Infrastructure Task Force Questions:
1. What incentives are necessary at Cal State Fullerton to
increase faculty and staff engagement in fundraising,
entrepreneurial activities, grants, and contracts?
2. To meet the goal of increased revenue in the areas of
fundraising, entrepreneurial activities, grants, and contracts
what resources and support systems does the university
need to create or expand?
Development Plan Task Force
Committee Charge & Members
Craft a plan with goals and tactics for creating a campus
atmosphere conducive to raising $15 million or more annually
by Fiscal Year 2017-18.
Committee Members:
Theresa Davis
Greg Saks
Joe Arnold
Jim Donovan
Paula Hudson
Shari McMahan
Dimitri Oprean
Joan Rubio
Joshua Yang
Development Plan Task Force
Accomplishments & Efforts
• Developed Factors/Metrics for successful philanthropic
campus culture.
• In collaboration with the Infrastructure Task Force:
– Considered mechanisms and processes necessary to support
a robust philanthropic culture
– Divided up the work
• Determined a topical structure of the development plan that
maintains alignment with the strategic plan.
Development Plan Task Force
Next steps – Spring 2014
• Conduct a campus-wide inventory of philanthropic activity.
• Consider a more global view of Factors for Success, beyond
what our campus is currently doing.
• Determine philanthropic goals and tactics for inclusion in the
plan and consider how to include these with the Infrastructure
and Communications/Marketing Task Forces.
• Create the first draft of a Visioning and/or Development Plan.
Development Plan Task Force Question:
1. What activities do you see on campus that inspire a
spirit of philanthropy (giving back to CSUF, help you be
more successful at grant writing, etc.)?
2. Does your unit have collaborators, who partner with
you on entrepreneurial or fee-for-service activities, who
might be open to making a gift to the campus as well?
Communications/Marketing Task Force
Committee Charge & Members
Assist in the development of appropriate communications
responses to the objectives and strategies outlined in Goal # 4
of the University’s strategic plan.
Committee Members:
Jeffrey Cook
Greg Saks
William Briggs
Carolyn Coal
Peter Evanow
Ari Kilian
Sally Starr
Communications/Marketing Task Force
Accomplishments & Efforts
• A comprehensive market research project was launched in Fall
2013. It will examine:
• How do our many stakeholder groups perceive
university?
• How do we need our stakeholders to authentically
perceive the institution in the future?
• Data collection is nearly complete, and is being assessed by
our outside consultants.
Communications/Marketing Task Force
Next steps – Spring 2014
A final report of findings is due by April 30, 2014.
Develop a plan outlining appropriate responses to the study is due
by June 30, 2014.
Communications/Marketing Plan Task Force Questions:
1. Do you have suggestions for how to effectively share
(internally) information gleaned from the study and planned
responses to it?
2. While the findings of the market research study are not
yet known, are there general operational responses that you
believe should be considered by the task force?
Strategic Plan Goal # 1:
Develop and maintain a curricular and co-curricular environment that
prepares students for participation in a global society and is responsive to
workforce needs.
Strategic Plan Goal # 2:
Improve student persistence, increase graduation rates University- wide, and
narrow the achievement gap for underrepresented students.
Strategic Plan Goal # 3:
Recruit and retain a high-quality and diverse faculty and staff.
Strategic Plan Goal # 4:
Increase revenue through fundraising, entrepreneurial activities, grants, and
contracts.
Thank You

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