Report on Theme I, Issue No. 6: Summary of Strategic
Plan Accomplishments 1998-2002
Among the many, many initiatives carried out in the past
five years, (See full 150-page Progress Report at: http://thewasc.csusb.edu/repository/StratPlanProgRep.pdf ) the following should be highlighted:
Goal 1: Become a learning community that excels in creating,
applying, and exchanging knowledge.
The Teaching Resources Center has expanded its activities,
is well integrated into our faculty development program,
and is especially effective with newly hired faculty. Many
workshops, mini-grants, and projects are offered each year.
We have been very successful in implementing new degree
programs with one new undergraduate degree major, thirteen
new concentrations under existing undergraduate majors,
two new master's degrees, and nine new graduate-level concentrations.
We also were approved to develop a joint Ph.D. in Psychology
to be offered in conjunction with Loma Linda University
starting in 2004. In addition, proposals for three new BA/BS
degree majors and five new master's degree programs have
been approved by the Board of Trustees for implementation
in the next five years.
There is a very significant amount of grant activity, both
in terms of number of proposals written, grants funded,
and number of dollars awarded.
The integration of our Liberal Studies major with the Multiple
Subject teaching credential has integrated and blended the
two critically important programs to allow student to graduate
and enter the teaching profession in an accelerated manner,
saving students a year of time.
Our Student Learning Outcomes Assessment program is now
well established and beginning to show results and tangible
benefits to those departments who have implemented their
approved assessment plan.
Several programs have received reaffirmation of their specialized,
national accreditation, including Art, Nursing, Computer
Science, and Public Administration.
The Community University Partnership Institute has supported
extensive faculty and student research, developed a large
number of service learning courses, and forged a significant
number of meaningful partnership with community groups and
organizations.
We have established a new Teaching Academy to assist the
development of intentional learning communities and focus
attention on improvement of teaching and learning, while
the new Learning Research Institute will emphasize fundamental
research on the scholarship of teaching and learning.
The Library has greatly expanded our core collection of
on-line journal and databases to allow access to a wider
range of research material and to serve faculty and student
needs off-campus and at all times.
We began development of a program of Computer and Information
Literacy for students with substantial training and support
by the Pfau Library and participated in CSU system planning
and policy development project. We are currently discussing
how to implement a competency requirement for all students
early in their college career.
The College of Extended Education increased the number
and variety of non-credit courses, training programs, and
conferences in the region.
A permanent Palm Desert Campus was developed and new facilities
opened, primarily through private funding and contributions.
The campus Telecommunication Infrastructure was improved
with a major rewiring of the campus network and backbone.
This initiative will support instruction and computing by
assisting delivery and improving access to technology through
the university. Over 100 "Smart" classrooms have
been set up, along with rewiring of entire campus to allow
faster access to networks and better use of media and on-line
materials.
Goal 2: Ensuring a Safe, Supportive Campus Community
a welcoming and safe intellectual, social and physical environment
that engages campus members in the life of the University.
Social, Cultural and International programs have been enhanced.
Performing arts presentations, museum exhibits, arena events,
campus picnics, Cross-Cultural Center activities, and Diversity
events have gained in attendance and contributed to the
overall academic experience of students.
Services to students by Administration and Finance, Student
Affairs, and IRT divisions were increased significantly,
most notably in improving accessibility to students.
Programs recognizing faculty, students and staff have been
effective in celebrating achievements and contributions
to university community.
Several Administration and Finance departments were ranked
among the best in the CSU system for customer service.
There has been significant growth in the number and amount
of grants and scholarships to support faculty and students.
Training, continuing education, and professional development
opportunities for staff and managers have been expanded.
Major initiatives, such as the Inland Television Network,
the Community University Partnership, and the Water Resources
Institute have made significant progress.
Research conferences and campus-sponsored workshops have
reflected positively on the University along with highly
success student competitions, such as the Model UN and Model
Arab League program.
Open Forums and expanded membership in campus committees
have increased student and faculty involvement in university
governance and improved communication.
Benchmarking and Customer/student Surveys have helped improved
services and promoted teamwork on campus.
Training on diversity, workplace violence, and public safety
issues have improved campus image.
Participation of faculty and staff in professional and
civic organizations has reflected positively on the Universities
outreach to the surrounding communities and involved more
off-campus community members in university events and projects.
Electronic communications using list servs such as "Campus",
Bulletin Board, and "Forum" has greatly increased
participation and awareness by the campus community on University
matters.
Financial Management has been strengthened through a policy
of budget decentralization, creation of a contingency reserve,
and allocation of funds for new initiatives and programs.
An outstanding record was achieved in fund raising and
construction of new facilities.
Conversion to year-round-operation and a state-supported
summer session has greatly improved student enrollment,
accelerated progress toward degrees, and increased faculty
compensation opportunities.
IRT completed a 5-year Technology Plan and initiated a
Technology Fair for students and employees. Expansion of
student computer labs, mobile labs, and smart classrooms
has increased technology access for students and faculty.
Coordination and support of Distance Learning and number
of on-line courses increased.
A daily Calendar of Campus Events is now available on-line.
Goal 3: Adopt a long-term strategy for University engagement
in community partnerships
Good progress has been made in promoting the campus as
a central place for social and cultural development. Attendance
at campus programs, performances, presentations, and athletic
events is increasing.
The Community-University Partnership Institute has made
a tremendous number of contacts, develop numerous relationships
and begin meaningful partnerships. Many other independent
units and projects are underway with varying points of contact
and areas of community interest. Most notable are the many
Centers and Institutes in existence, such as the Inland
Empire Center for Entrepreneurship, the Center for Economic
Education, the Center for Scholarship on Spirituality, Center
for the Study of Hate Crime and Extremism, the Institute
for Applied Research and Policy Analysis, The International
Institute, the Institute for Criminal Justice Research,
the Water Resources Institute, the Office of Research Development
and Technology Transfer and major annual events, such as
the Environmental Expo, Career and Education Job Fairs,
and the many major conferences organized and hosted by the
Extended Learning, the academic colleges and departments.
Significant headway has been made in collaboration with
K-12 through the many partnerships established by the College
of Education as well as our Gear-Up grant projects the Pre-Collegiate
Academic Development program, Project Up-Beat, I'm Going
to College Project, Future Latino Leaders program, etc.
Raising private funding for the construction of the Coachella
Valley Campus was a remarkable achievement. The University
Advancement Division has now developed a strong organizational
structure and a young staff that is just beginning to realize
its potential and the goal of annually raising ten percent
of our general fund budget is much more realizable.
Appendix of Supporting Materials and Links for Theme
I, Issue 6
Planning Council's Assessment of Strategic Plan Progress:
http://thewasc.csusb.edu/edueffrev/thm1/appendix/i6/StratPlanAsses.pdf
Planning Council's Recommended Changes to Strategic Plan:
http://thewasc.csusb.edu/edueffrev/thm1/appendix/i6/StartPlanRecomm.pdf
Planning Council Report on Progress toward Strategic Plan
Goals and Objectives, Dec, 2002: http://thewasc.csusb.edu/edueffrev/thm1/appendix/i6/CommStratPlan.pdf
Planning Council 2001 Report: http://thewasc.csusb.edu/edueffrev/thm1/appendix/i6/AnnAssesStratPln2001.pdf
Complete List of Strategic Plan Accomplishments 1998-2002: http://thewasc.csusb.edu/repository/StratPlanProgRep.pdf
Theme I Subcommittee Summary of Strategic Plan Accomplishment: http://thewasc.csusb.edu/edueffrev/thm1/appendix/i6/RepStrategPlanAcc.doc
