Strategic Areas

Appendix C

Potential Initiatives and Activities in support of the

Sonoma State University Strategic Plan (unranked)

In the course of the deliberations of the University Planning Steering Committee, a number of potential initiatives were identified for possible implementation to advance the goals and objectives of the Strategic Plan. Some of these initiatives would be best acted on at the Division, School, or Department level; some may not require additional resources, while others would require them for implementation. This list is meant to be illustrative and suggestive of future possibilities for action, but it is not part of the University Strategic Plan itself.

Academic Programs

  • Reduce SFR steadily to the CSU median by 2011
  • Create sustainable opportunities for small-class-size experiences across the curriculum
  • Institute Senior-year research or capstone experiences for all undergraduates
  • Support the role of the library as a key component of a quality core academic program
  • Identify resources to support research, conference attendance, other faculty development activities, and technology support
  • Fund timely acquisition and maintenance of appropriate facilities and equipment to carry out our mission (includes library resources, workstations, software, lab equipment, data sets, etc.)
  • Assess student learning outcomes and the role of majors and General Education
  • Plan and implement an excellent, coherent, and distinctive General Education program
  • Complete Program Review/Assessment by Fall of 2009 (33% of programs /year)

Community Engagement

  • Provide opportunities for school based service learning programs
  • Connect existing service opportunities to existing cultural and intellectual events
  • Support best practices in risk management for these activities
  • Identify and assess effectiveness of existing community-wide partnerships and collaborations
  • Develop a process for determining important community issues that currently are not being adequately addressed and develop a plan to collaborate with appropriate community entities
  • Achieve widespread recognition of the Green Music Center as a world class cultural center
  • Improve university-wide coordination and communication of special events and lectures
  • More effectively promote attendance at cultural and athletic events
  • Develop, produce, and distribute a calendar of cultural and athletic events for the campus and local surrounding communities
  • Support implementation of the strategic plan for the Center for Community Engagement

Diversity

  • Establish a recruitment plan to increase diverse students
  • Participate in Chancellor Reed's community-based efforts to attract Native American, Hispanic and Black students
  • Expand retention efforts for diverse students such as social activities (Brothers in Motion, As We Gather)
  • Have tables at SOAR for clubs for all types of diversity
  • Establish a mentoring program for new women and minority faculty
  • Continue the AMP program
  • Recruit more Computer Science and Physics women
  • Bring an expert in this field to campus each year to train faculty and staff.
  • Send faculty and staff to diversity conferences such as NCORE, AAC&U, ACE

Enrollment Management

  • Market SSU in a consistent way based on why students come here (CIRP, focus groups) e.g. "SSU the Jewel of the CSU"
  • Add two positions for recruitment activities
  • Identify new markets based on high school profiles and recruit them
  • Use Hobsons to develop department target applications and Admissions. Roll out and train staff and faculty to use the Degree Progress Report from CMS
  • Compare financial aid package from Chico and SLO to make sure we are competitive
  • Develop strategic targets for majors
  • Make the entire campus aware of our goal to increase Fr-So and So-Jr retention
  • Identify diverse areas to recruit from (low income and ethnically diverse high schools)
  • Identify majors that can grow
  • Share the model used to determine FTF enrollments and retention
  • Change enrollment targets for graduates at 12 units full-time

External Support

  • Create a capital campaign to raise the final 22 million dollars
  • Develop sound organizational and cost structure to make this endeavor a viable long-term objective for the university
  • For pre-award, develop and implement a Grant Development Support Program to provide personalized, performance-based, and targeted support for the work of faculty and staff who are preparing grant proposals for external funding

Faculty and Staff Development

  • Workstation program –1/4 replacement per year
  • Identify funds to support instructional technology
  • Identify funds for equipment and technological support
  • Track salary gaps and monitor progress towards eliminating gap for all University employees
  • Support the Faculty and Staff Housing project
  • Coordinate local and distant (e.g. CSU) resources to develop and implement a comprehensive employee training program
  • Develop institutional support for staff awareness of the Fee Waiver Program
  • Study the evolving research agendas of faculty and staff members so as to develop proactive means to support the research mission of the campus

Infrastructure

  • Construct Tuscany
  • Construct the University Center
  • Implement One Card System
  • Construct the Professional Schools Building
  • Construct Faculty/Staff Housing
  • Address issues in Grants and Contracts (particularly California Institute on Human Services)
  • Address Foundation staffing Needs
  • Enhancement of the Common Management System
  • Complete Green Music Center construction
  • Address Green Music Center staffing needs
  • Develop programming for the Green Music Center
  • Identify the priority administrative technology projects for the next five years
  • Identify the priority instructional technology projects for the next five years
  • Address structural deficits in all divisions (repairing the base)
  • Implement Sustainability Projects of five year plan
  • Identify and plan for secondary effects of the five year State Funded and Non-state Funded Capital Outlay Program

Quality of Student Experience

  • Strengthen training and support for club advisors
  • Increase intentional coordination between faculty and Campus Events and CPA programs
  • Strengthen co-curricular connection to the introductory GE offering
  • Enhance and support classroom activities through the co-curriculum
  • Promote and cultivate the IRA program
  • Implement the One Card Program
  • Provide additional student housing through the Tuscany project
  • Create a student centered facility providing programming, social, and commercial activities through the University Center
  • Enhance student centered programming and events through the use of the Green Music Center
  • Enhance the leveraging of technology
  • Make Seawolf Scene the integrated calendar for student-oriented events
  • Create an electronic co-curricular transcript
  • Review and improve new student orientation programs
  • Develop a parent partners program
  • Develop a capstone co-curricular experience for seniors
  • Identify, create and celebrate SSU traditions
  • Increase number of students who participate in clubs, organizations and leadership opportunities
  • Develop program that assists students in a healthy transition from on-campus residence to off-campus residence
  • Develop and promulgate a co-curricular framework based in student development theory to guide program development and assessment
  • Articulate, promulgate and assess for student learning outcomes for all co-curricular experiences
  • Develop a comprehensive leadership development program
  • Develop a program that addresses self-responsibility and healthy choices for all SSU students
  • Encourage and recognize appropriate parent involvement
  • Coordinate and further develop learning outcomes with respect to the areas of diversity and cross cultural awareness

Sustainability

  • Develop a database of SSU and Community Programs focused on sustainability; create and maintain a web site to coordinate and disseminate information about sustainability initiatives in academics, co-curriculum, infrastructure, and development activities at SSU and in the CSU
  • Define and find funding for a campus sustainability coordinator position
  • Develop a public information campaign to feature sustainability-oriented academic programs and administrative initiatives
  • Incorporate Sustainability as major themes in the General Education Program
  • Create a minor in Sustainability and develop an upper-division GE block on the theme of Sustainability related to the mission, context, and culture of SSU
  • Coordinate physical planning for sustainability with appropriate curriculum
  • Support sustainability-oriented departments and programs in obtaining grant and philanthropic support to expand their activities
  • Organize a conference for campus and regional leaders in the sustainability movement
  • Benchmark best practices at other universities and higher education organizations such as other CSU campuses, other universities outside the CSU system, the Association for the Advancement of Sustainability in Higher Education, and other organizations
  • Cooperate with Sonoma Mountain Village as a major community-based sustainability project in the region
  • Develop extramural support:
    • Grant-based strategies
    • Endowment-based strategies
    • Investment-based strategies