Town Hall

Strategic Plan Task Force Updates

February 4, 2014

1. Tenure-track faculty hiring2. Enhanced advising3. Bottleneck initiative4. Student preparation5. High-impact practices6. Expand data-driven decision making7. 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.

Chancellor White’s 7 Key Areas in State of CSU Address

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 ForceCharge & 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 FontaineKiran George Peter NwosuTania PerezEileen Walsh

Assessment Task ForceAccomplishments & 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.

• 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 ForceNext Steps - Spring 2014

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?

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 PuriJosé Cruz Susan CooperPeter Nwosu Roger SorochtySean WalkerPaul LevesqueLisa KirtmanBridget DriscollAmanda Carreno

Advisement Task ForceCharge & Committee Members

Advisement Task ForceAccomplishments & 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.

• 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 ForceNext Steps - Spring 2014

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.?

Committee Members: José Cruz Berenecea Johnson-Eanes Greg Saks Dawn Macy Steve StamboughEliza Noh Vince Buck Jim CaseTheresa HarveyKathleen CostelloAlyssa Jensen

Stewards of Place Task ForceCharge & Committee Members

Determine a baseline of participation in programs linking degree, career, and community.

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.

• 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.

Stewards of Place Task ForceAccomplishments & 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.

• 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 ForceNext Steps – Spring 2014

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 full-

time 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 non-

underrepresented 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 ForceCharge & 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 FontaineJames Rodriguez Michael Perez Marua Yates Melba Castro

Gaps in 6 Year Graduation Rates(fall 2007 cohort data [overall rate = 53.5%])

Underrepresented

49.3%

Gap7.2 percentage

points

Non-Underrepresente

d56.5%

Men45.6%

Gap13.1 percentage

points

Women58.7%

Entered as ECS Major31.7%

Gap31.6 percentage

points

Entered as COMM Major63.3%

First Generation to Attend College

47.7%

Gap11 percentage

points

Parent(s) Graduated From College

58.7%

GAP Closing Task ForceAccomplishments & 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 gapECS Women in Engineering Learning Community - Project focuses

on Female Engineers during their Freshmen and Sophomore yearsMale Success Initiative - targets First–generation, underrepresented,

and disabled college students

• 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 ForceNext Steps – Spring 2014

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 ForceCharge & 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 UnnikrishnanKelsey BrewerCynthia GreenbergBob MeadSarah SongEd SullivanBerenecea Eanes

Accountability Task ForcesDistribution of Accountability for Success

Student: Active in their own successFaculty member: High quality instruction, student engagement including HIP

Department: Provision of high quality program that includes HIP and advisingCollege: Academic and financial support for students and departments

Centers of influence: Co-curricular, financial, and administrative collaborationDivision: Financial support for all endeavors, facilitate/grease sticky joints

Accountability

Gap Closing

Assessment

Results from Gap Closing and Assessmentneeded to create Accountability metrics.

• 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 Plan Task ForceNext steps – Spring 2014

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 ForceCharge & 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 KochJosé Cruz Berenecea Eanes Raman UnnikrishnanSteve Westbrook Harriet Edwards Lynn Sargeant Rochelle WoodsHarpreet Bath

Bottlenecks Task ForceAccomplishments & 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 ForceNext 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?

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 DabirianBerenecea Johnson EanesRobert KochLea JarnaginShari McMahanBill Hoese Kiran GeorgeVictor DelgadoAbi Prabakar

High Impact Practices Task ForceCharge & Committee Members

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 Accomplishments & Efforts

• 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 Next Steps – Spring 2014

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 campus-wide 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 ForceCharge & Committee Members

Conduct and Analyze Campus Climate Survey Begin to create a Diversity Action Plan

Committee Members:Lori GentlesJosé CruzHarry NormanEmily BonneyDave BowmanMelba CastroPhenicia McCulloughJoe FerrerCarlos NavarroDavida 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 ForceNext 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 ForceCommittee 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 CescaGreg SaksDenise BellBill BriggsPaul DelandBerenecea Johnson EanesRommel HidalgoRussell NelsonHarry NormanPaulina TagleSora Tanjasiri

Development Infrastructure Task ForceAccomplishments & 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 ForceNext 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 ForceCommittee 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 DavisGreg SaksJoe ArnoldJim DonovanPaula HudsonShari McMahanDimitri OpreanJoan RubioJoshua Yang

Development Plan Task ForceAccomplishments & 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 ForceNext 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 ForceCommittee 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 CookGreg Saks William BriggsCarolyn CoalPeter EvanowAri KilianSally Starr

Communications/Marketing Task ForceAccomplishments & 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 ForceNext 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