strategy strategic plan 2017-2025 by unit report

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https://csustan.campuslabs.com/planning/reports/view/16657/year/2267/unit/11462 1/140

UNIT REPORT

Strategic Plan 2017-2025 ByStrategyGenerated: 7/26/19, 1:30 PM

1 Goal 1: Be a student-ready university.

1.A Objective AObjective Description:Plan, implement, refine and institutionalize five or more specialized high quality programs and services that collectively offer wideaccessibility and provide support to all of our students, though some may focus on a specific set of needs (e.g., freshman, transfer,graduate students, first-generation, underserved and underrepresented minorities, Pell-eligible).Champion Division: Academic Affairs

SPEMIStudent AffairsUniversity Advancement

Performance Indicators:Baseline:Target Goals:Resources Needed:Resources Utilized :Progress Toward Target:

1.A.1 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development: Number of first generation two-year and four-year fully fundedIncrease funding activity for first generation program.

Strategy Description: 1.A.1 Establish and implement a first-generation student success program.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.A.1 SPEMI Financial Aid & ScholarshipsDept Champions: Financial Aid & Scholarships, Noelia GonzalezPerformance Indicators:

# of student participants

# of parents attended

Survey to assess value

Strategy Description: 1.A.1 Establish and implement a first-generation student success program.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:AOS served 1,719 students and 630 parents in Early Outreach workshops during the 17-18 academic year. Parent programmingincluded PIQE presentations, the Parent Symposium, the Parent Summit w/ Merced CC, UC Merced, and SCOE. Studentprogramming included school visits and presentations and the Yo Puedo Bootcamp.

Survey Responses: Please see attachment.

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Progress:Timeline:COMMENTS:

1.A.1 UA Alumni EngagementDept Champions: Alumni Engagement, J. GeikenPerformance Indicators:Alumni Engagement:1. Award for First Generation Alumni at Annual Gala


1.A.1 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA:1. See C&PA Key Performance Indicator (KPA) #1


1.A.1 SA ASC, Housing, PCSDept Champions: EOPPerformance Indicators:Increase number of students served by Educational Opportunity Program (EOP).

Establish new opportuni�es for first-genera�on students to par�cipate in a student success program.

Strategy Description: 1.A.1 Establish and implement a first-generation student success program.Baseline (As Applicable):Approximately 33% of Fall 2018 first-year, first-genera�on students (first gen is 73% of FTF cohort) par�cipated in student success programs (ie. EOP, Elevate, SSS).

Target Goals:100% of first-genera�on students par�cipate in a student success program.

Resources Needed:Increase number of advisors, staff, peer mentors, and program funds.

Housing Elevate Living Learning communities for first year and sophomores

PCS Counselor and Academic Advisor

Resources Utilized:Progress Towards Target Details:IP – Hired two additional advisors in ASC allowing dedicated EOP advisors and the assignment of advisors by College.

Hired 4 more Peer Mentors to work with freshman in newly created Freshman Success Program.

Piloting new co-curricular HIP: First Gen Fridays Program for 2019-20

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Housing Elevate- New MOU agreement between SA and AA.

Data dashboards with IEA for student success metrics

New Academic Initiatives Coordinator starting July 2019.

“First Gen Fridays” Monthly Workshop for First Generation College Students

SSS maintains a minimum of 250 active participants annually of which at least 2/3 must be 1 gen AND low-income. Over 95% of currently active SSS

participants are designated as 1 gen.

SSS participants receive holistic supports related transitioning to college, educational and career planning/advising, financial literacy, tutoring, peer mentoring,

health and wellness, academic skill building, and campus referrals.

SSS programming fosters student learning and academic development to increase good academic standing, persistence, and gradua�on of students. Minimum targets for these

areas are 75%,75%, and 52% respec�vely. AY17-18 actuals were 98%, 96%, and 82%

Progress: OngoingTimeline:1-3 years

COMMENTS:

1.A.2 AA AVPDept Champions: Early Start Team, AVPAAPerformance Indicators:Achievement gap goal met and maintained in AY17 and AY18

Strategy Description:1.A.2 Close achievement gaps through strong developmental education programming (e.g., Early Start, Summer Bridge, WinterSession Mathematics, Stretch English).Baseline (As Applicable):Insert baseline numbers from GI 2025

Target Goals:Zero (0) gap

Resources Needed:Continued GI 2025 Funding

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Focus until 2025

COMMENTS:

1.A.2 Provost, HousingDept Champions: Housing, Summer Bridge, SSSPerformance Indicators:Achievement Gap (AA has data)

Strategy Description:1.A.2 Close achievement gaps through strong developmental education programming (e.g., Early Start, Summer Bridge, WinterSession Mathematics, Stretch English).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Summer Bridge redesigned summer/fall 2019. Assessment plan under development.

Housing - IEA data dashboards, including Housing student success and a NSSE housing filter.

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Created 3 year implementation plan for a Residential Curricular Approach community-wide.

SSS students receive ongoing writing and tutoring support throughout the academic year. SSS has a part-time Writing Specialist who works with student

individual at all points in their writing process. Writing workshops are also provided throughout the academic year (i.e. plagiarism, grammar, writing essays,

WPST, citing sources). SSS partners with the Learning Commons to offer added tutoring support SSS students may need.

SSS Peer mentor workshops focused on academic developmental are offered throughout the year. Specific topics vary but themes include student success tips,

stress management, note-taking, goal setting, connecting with people on campus, learning styles, self-care, and time management.

Progress:Timeline:7-8 yrs

COMMENTS:

1.A.2 SPEMI IR, Enrollment ServicesDept Champions: Jovonte Willis Lisa Bernardo GabyPerformance Indicators:Count user access# of students in need vs. actual placement# of student participants

Freshmen and transfer cohort graduation rate equity gapsFreshmen and transfer cohort retention rate equity gaps

Strategy Description:1.A.2 Close achievement gaps through strong developmental education programming (e.g., Early Start, Summer Bridge, WinterSession Mathematics, Stretch English).Baseline (As Applicable):Student data dashboards not available prior to 2017-18. Dashboards implemented Fall 2017.

Target Goals:Completed the Retention and Graduation Rates dashboard containing institution’s most sought after data fields, i.e., 1st generation,URM, Pell students.

Resources Needed:Resources Utilized:Progress Towards Target Details:IR – DashboardsLisa – EO1100:--Develop petition/process that provides students the option to use the Fall 2018 GE pattern if their catalog year does not allow this. --Update GE pattern in degree audit to eliminate Area F, and ensure that existing degree audits are updated and accurate.

Gaby - EO1110In response to Executive Order 1110, which eliminates remediation and expands the use of multiple measures for math and Englishplacement, the Enrollment Services office supported implementation, including: --ensuring data integrity in determining new placements,--re-configured remediation and registration processes in PeopleSoft, --communicated to incoming freshman, high school counselors, campus advisors and Faculty Fellows about new placement policy andEarly Start in person, via email and website.

--In the first year of implementation, we had 297 freshman placed in Category 4 in either Math or Written Communication whichrequired Early Start participation. An additional 338 freshman were Category 3 in either subject, being recommended for Early Startparticipation.

Regardless of the Early Start requirement, ES communicated to all incoming freshman (1,654) about their placements.

Progress:Timeline:2018-19: Planning of expanded WOW program with top 3 feeder CCs.2019-20: Implementation of expanded WOW program.

COMMENTS:

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1.A.3 UA DevelopmentDept Champions: Development, M. Lahti/J.GeikenPerformance Indicators:Development:1. Fundraising target established for Men of Color Initiative2. Prospect Funders Identified

Strategy Description: 1.A.3 Create specialized programs to improve the success of underrepresented male students.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.A.3 SA Diversity Center, HousingDept Champions: Diversity Center Housing – Elevate; Track through IR data set Collaborators: Housing PCS Health Center DRSPerformance Indicators:Facilitate focus groups with diverse cross-section of male students of color to determine programs & services to suit their needs.

Hire coordinator for targeted programs and services.

Strategy Description: 1.A.3 Create specialized programs to improve the success of underrepresented male students.Baseline (As Applicable):Zero programs or services currently available that target the specific needs of male students of color.

Target Goals:25% of male students of color engaged in Males of Color at some level.

Resources Needed:Full-time staff person to run program.

Paid Student Assistants to provide staff support and serve as peer mentors.

Baseline funds to support professional & student staff and programming.

PCS Director and Counselor

Resources Utilized:Progress Towards Target Details:IP

Conducted focus groups in April 2019

Search is underway for a program Coordinator.

New Diversity Center Director is on-board.

Housing Elevate data for 2017-18 cohort highlight persistence and probation improvement over general campus demographic.

“Dealing with Differences” Support Group Workshop

Although SSS programming is not specialized to underrepresented males; academic standing, persistence, and graduation outcomes for males of color are

similar to the overall program outcomes. AY 17-18 overall SSS outcomes were 98%, 96%, and 82% respectively (~25% of reported students were male).

Disaggregated data for males of color were within1-2% of SSS outcome.

Progress:Timeline:1-3 years

COMMENTS:

1.A.4 SPEMI Financial Aid

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Dept Champions: Financial Aid, NoeliaPerformance Indicators:Survey to assess value/trendsEOY Report# of stakeholders# of participantsAssess needs/satisfaction

Strategy Description:1.A.4 Enhance Financial Aid services and implement access to, and delivery of, Financial Literacy Education opportunities forstudents.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:FAFSA Financial Literacy Programs:Current Financial Literacy Efforts Workshops and Presentations

Scheduled each term based on topics requested by students through surveysAs requested by departments, organizations and the communityFirst Year Experience Courses (Presentation on budgeting, credit cards, student loans)All workshops and presentations are evaluated with a paper surveyTopics are changed as neededPresentations are improved based on feedbackSurveys are modified based on feedbackPresenters from on and off campus are invited to share their expertise

New Student OrientationPresentation covers information on:Student Center (where to look for award letter and to-do list items)Release of Information A.K.A. FERPA (for Freshmen)Tuition (this can be confusing for students. They find that having it explained is helpful)Student loans (differences and information on them)ScholarshipsStaying within the aid limits (SAP, mostly for transfers)

In-person advising Covering:

Current outstanding loan debtLoan repayment Interest Repayment plans and forgivenessAny other questions student may haveLet them know they can always contact us with questions. This helps build relationships which helps with our Cohort Default Rates

Finance Fair (Spring term)Held in Spring in collaboration with several departments on campus. Spring 2018 had 21 booths. The purpose of the Fair is to make students aware of the resources available to them on campus.

WebpageBudgetingCredit and Credit Scores Identity TheftFederal vs. Private LoansAvoiding DefaultFAQ’sGradReady by Great Lakes (budgeting, student loans, future earnings vs. debt and much more)

Coming soon to the webpage:Loan Forgiveness and a Helpful Resources section

Email ([email protected])Students can email with questions

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Set up appointments for individual advising RSVP requests (for Understanding and Repaying Student Loans Workshop)Delinquency email replies

Financial Literacy Committee and CSU GroupThe Financial Literacy Committee is comprised of staff members belonging to different special groups on campus.

Meetings held as needed. The group provides updates and topics for future workshops and presentations. Email updates to the group sent as needed.

The CSU Financial Literacy Group is comprised of CSU Financial Aid advisors whose primary function is Financial Literacy and DebtManagement.

Meetings held once every two months via conference call. The group shares information on strategies, workshops, presentations, handouts, and upcoming webinars and conferences related

to financial literacy. Listserve

Debt Management

Email and Phone OutreachDelinquent emails to Direct Loan and Perkins borrowersOutgoing calls to Direct and Perkins borrowersUpdating contact info with NSLDSDatabase (in the works)Three-way calls with the servicer and student when needed

GOAL: Maintain a low Cohort Default RateProgram Assessment

The Program is assessed at the end of every academic year. Changes are made based on feedback from Surveys In person conversations with students Focus groupsAssessment report is provided to Director for review and to propose changes and updates.


1.A.4 SA ASC, NSO, Housing, SSS, PCSDept Champions: Collaborators: ASC, NSO, Housing, SSS, PCSPerformance Indicators:Provide two pages/slides in the on line Pre-Orienta�on with both Financial Aid and Financial Wellness Informa�on through text and videos.

Strategy Description:1.A.4 Enhance Financial Aid services and implement access to, and delivery of, Financial Literacy Education opportunities forstudents.Baseline (As Applicable):Target Goals:Resources Needed:PCS Director and Financial Aid Advisor


ASC/SLD/VPSA: Student Affairs commitment to financial literacy programming for all students at NSO and beyond.

Through on-line pre-orientation, thoughtfully place and provide student key financial aid information and testimonial videos.

Financial Wellness breakout session at all NSOs.

Financial Literacy workshops incorporated in EOP & Promise Scholars programs

“Money and Emotions” Workshop presentation

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SSS Peer mentor workshops focused on financial literacy throughout the academic year. Topics vary each year but themes include budgeting, financial aid,

saving money, money habits, loans, and credit.

SSS advisors work with students individually to address ques�ons/financial concerns, refer students to appropriate resources, and help students navigate financial situa�ons.

An SSS advisor is on in the planning committee for the California Forum for Diversity in Graduate Education and coordinates campus logistics for participation of

underrepresented students at the conference. Conference include content on financing grad school.


1.A.5 SPEMI AdmissionsDept Champions: Admissions, GabyPerformance Indicators:# of webinar participantsAssessment/satisfaction survey

Strategy Description:1.A.5 Reassess and reimagine orientation services and specialized programs for all new students (e.g., expand freshman yearexperience, transfer support program, graduate student success programs).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Transfer Welcome Program


1.A.5 SA SLDDept Champions: Collaborators: CPDC, Learning Commons, ASCPerformance Indicators:Full program evalua�on with students, collaborators, and faculty; develop detailed program descrip�on & review with collaborators and faculty.

Strategy Description:1.A.5 Reassess and reimagine orientation services and specialized programs for all new students (e.g., expand freshman yearexperience, transfer support program, graduate student success programs).Baseline (As Applicable):Trial run of overnight Freshman NSO 2018.

Target Goals:Reimagined Freshman & Transfer NSO; develop graduate student success program

Resources Needed:Baseline funds of $100,000 to cover cost of program implementa�on.

Resources Utilized:In 2018, Orientation received $90,000 in financial support from Academic Affairs.

In 2019, Orienta�on received $75,000 from Student Affairs.

Progress Towards Target Details:IP

SLD: Implemented redesigned orientation program in Summer 2018 for Transfers, First Years, and Parent/Families.

Created an extensive on-line pre-orientation program which was implemented in Summer 2019 .

Professional program review is in progress.

CPDC provides breakout sessions and participates in showcase at 100% of NSO/TO

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SSS redesigned the Steps 2 Success (S2S) program. S2S is a program orientation for Fall Stan State admits who have been accepted into SSS. Fall SSS

cohorts consisted primarily of incoming freshman but also include few incoming transfers that previously participated in TRIO or EOP&S at the community

college. Participants connect with all SSS staff and each other, learn more about SSS and campus resources, get tips/advice via a peer panel, and participate in

team building.


COMMENTS:

1.A.5 AA AVPDept Champions: Graduate Program Directors; CEGE; AVPAAPerformance Indicators:New communication process – summer 2018; assess success; Have new graduate student success program in place for AY21;

Strategy Description:1.A.5 Reassess and reimagine orientation services and specialized programs for all new students (e.g., expand freshman yearexperience, transfer support program, graduate student success programs).Baseline (As Applicable):Use process in 2016-2017 as baseline.

Target Goals:Graduate Student Success Programs

Resources Needed:Increased funding to support graduate student success programs; increase staff, faculty reassignments

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2020-2021

COMMENTS:

1.A.5 AA AVPDept Champions: NSO - Deans, faculty involvementPerformance Indicators:Newly revised NSO Summer 2018 – expand Freshman NSO;

Strategy Description:1.A.5 Reassess and reimagine orientation services and specialized programs for all new students (e.g., expand freshman yearexperience, transfer support program, graduate student success programs).Baseline (As Applicable):Use process in 2016-2017 as baseline.

Target Goals:Assess for increased MUL for freshmen Fall 2018; evaluate student surveys following NSO.

Resources Needed:Additional GI 2025 funds to support enhanced expanded NSO;


COMMENTS:

1.A.6 SA SLDDept Champions:Collaborators: ASC, CPDC, Housing , SSS, SRC, Diversity Center, Learning Commons (Tutoring Center), ASI, USU, Health Center,Athletics

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Performance Indicators:NSSE and SLO’s

Strategy Description:1.A.6 Develop an array of experiences, programs and services that increase opportunities for students to develop a sense ofengagement and connectedness that enhance student life on campus.Baseline (As Applicable):Get NSSE data

Some department specific SLO’s improvement data over �me

Target Goals:Upward NSSE trend and SLO

Resources Needed:Card swipe for a�endance

Resources Utilized:Progress Towards Target Details:NI –

Develop Student Learning Outcomes, both division-wide and by department

ASI provides numerous events and programs to increase student engagement, including Warrior Day, Stan Fest, Homecoming, Warrior Wednesdays, and

Warriors Explore Downtown.

The fourth Annual Freshman Convocation will be held in August 2019. This event has shown to engage incoming freshman and provide an atmosphere for

connecting with the campus and with other students.

CPDC provides a variety of career education and connection opportunities and is on the planning committee for CareerReadyU and spearheads Designing Your

Tomorrow CEU offerings.

IP – Transition the Student Organization community management platform from StanSync (OrgSync) to Warrior Hub (Campus Labs Engage) and launch the new

platform to all incoming and current students in Summer 2019

IP - Coordinate the 1 annual Campus-wide “Warrior Welcome Weeks” (August 18 – 30 2019) in collaboration with Student Affairs, Academic Affairs, and

other campus departments.

Completed- Coordinate the Annual Student Organization Fair with over 50 student clubs and 15 Greek organizations tabling during the first full week of classes.

Complete – Provide on-going oversight and advising for over 80 student organizations and 17 Greeks throughout the year.

IP - Partnering with ASI to implemented Stan Week (Stan Splash, Stan Fest, etc.) in September and Warrior Week (Smart Day, Greek Unity Day, Warrior Festival,

etc.) in May.

NI– Create a Campus-Wide Events commi�ee to plan and implement monthly events and traditions throughout the year.

Completed - Designed and implemented the 1 Annual two-day Dr. Marvalene Hughes Leadership Conference in October 2018 and in process pf planning the

2 Annual for this Fall.

IP - Encourage and support student organization involvement in Homecoming events. Facilitate both the Student Organization Booth and Department Warrior

Spirit decorating contests during Homecoming.

Housing held focus groups with Latinx and Black/African American students spring 2019 to gain insight into their perceptions of social, academic and cultural

integration in housing, the campus and Turlock community.

Housing Welcome Week activities

Creation of a new print Move-In Guide for housing students responsive to student feedback and data review. Purpose is to facilitate transition.

Transi�on of housing sa�sfac�on survey from home grown to system survey enabling cross campus comparison.

Addition of a housing filter to the NSSE data dashboards.

The SI Program has developed the SI Mentor component that provides students with professional development opportunities that extend beyond the SI Leader

role. SI Mentors are engaged in trainings and meetings to be more involved on campus and within our department. This component is developing a sense of

community among all SI Leaders and building a sense of connectedness to the program, department, division, and campus community.

HEP-The Peer Health Educator Program is a volunteer experience where students are trained in various topics and educate students about general wellness.

The experience provides students with the opportunity to become more involved on campus and engage in campus-wide activities with various departments.

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HEP-The PEER Project provides an internship experience for Master of Social Work students where they facilitate programming on campus specific to mental health

and wellness, stigma reduction and suicide prevention. This program provides students with the opportunity to become more involved on campus and engage in

educational programming with various clubs/organizations and departments.

SSS programming inten�onally designed to engage and connect student. Programming SSS students receive is based on research and best prac�ces for addressing the needs of

underrepresented students including non-cogni�ve factors which impact self-efficacy and sense of belonging. Example include the holis�c advising, peer mentoring, workshops

and events, the Steps 2 Success orienta�on (peer panel, team building).


COMMENTS:

1.A.6 AADept Champions:OSL, Community Engagement; Deans -- Program internships; Deans; CEGE; Director, Academic Operations - WaW and Director,Career and Professional Development Center;ORSP -- student research.Performance Indicators:Increase staffing in OSL to expand/enhance service learning opportunities and community engagement.Warriors at Work (WaW) pilot Fall 2018;Increase opportunities for student research.

Strategy Description:1.A.6 Develop an array of experiences, programs and services that increase opportunities for students to develop a sense ofengagement and connectedness that enhance student life on campus.Baseline (As Applicable):Use staffing information for 2016-2017. Follow progress of student participants in WaW using KPIs - collect qualitative data fromparticipants;

Target Goals:Increase staff position in OSL; use one-time dollars to support WaW;

Resources Needed:Funding for new staff member(s);Space for additional staff;Increased funding to support undergraduate and graduate student research; travel money for presentations at professionalconferences


2018-2019

COMMENTS:

1.A.6 B&F University PoliceDept Champions: Business & Finance; University PolicePerformance Indicators:Citizen Academy: The University Police has completed five (5) Citizen Academy classes with participation from over 80 students,faculty and staff.

Goals of the Citizen Academy include:• Increase participants knowledge and understanding of policing on the Stanislaus State campus.• Create a public relations activity following the community policing model.• Expose participants to basic police training in an effort to bring insight and awareness into officer decision making.• Creating community ambassadors who would educate others about what they had learned.

Strategy Description:1.A.6 Develop an array of experiences, programs and services that increase opportunities for students to develop a sense ofengagement and connectedness that enhance student life on campus.Baseline (As Applicable):

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Target Goals:Resources Needed:Campus space to hold classes; police officer & dispatcher instructors; staff time.

Resources Utilized:Campus space to hold classes; police officer & dispatcher instructors; staff time.

Progress Towards Target Details:In progress & completed (ongoing)

Progress:Timeline:UPD conducts two Citizen Academy classes each year, one in the fall, and one in the spring. Each semester the Citizen Academymeets 7 times for a total of 14 instruction hours. The 8th meeting is a graduation party at a local pizza restaurant.

COMMENTS:

1.A.6 B&F University PoliceDept Champions: Business & Finance; University PolicePerformance Indicators:Rape Aggression Defense: The University Police, in partnership with Turlock Police, provide students, faculty and staff with free self-defense classes. The objective of Rape Aggression Defense (R.A.D.) is “to develop and enhance the options of self-defense, so theymay become viable considerations to the women who is attacked.”

Strategy Description:1.A.6 Develop an array of experiences, programs and services that increase opportunities for students to develop a sense ofengagement and connectedness that enhance student life on campus.Baseline (As Applicable):Target Goals:Resources Needed:Campus space to hold classes suitable for physical activity; police officer instructors; staff time.

Resources Utilized:Campus space to hold classes suitable for physical activity; police officer instructors; staff time.

Progress Towards Target Details:In progress & completed (ongoing)

Progress:Timeline:Rape Aggression Defense classes are conducted in two 6 hour blocks for a total of 12 classroom hours. RAD classes are generallyoffered twice each year, once in the fall and once in the spring. Additional classes for individual groups, such as clubs, athletic teams,or university departments, are offered in addition to regular semester classes.

COMMENTS:

1.A.6 UA OperationsDept Champions:Operations, M. Hartsfield Development M.Lahti/J. Geiken Alumni Engagement, J.Geiken; C&PA, R. Rush; UA, M.LahtiPerformance Indicators:Operations:1. # of Student Caller and Alumni Connections 2. Launch at least two (2) Crowdfunding Projects per AY.

Development:1. Annual and Sustained Funding Secured for annual student leadership conference (Dr. Marvelene Hughes Leadership)

Alumni Engagement:1. Hold at least two (2) Dinners with 12 Warriors per AY.2. Hold at least one (1) Warrior Wisdom Forum per AY.3. Increase enrollment in Warrior online Mentoring.

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C&PA1. Rosalee will come up with verbiage for participating Warrior At Work2. See KPI #1 Tell Stan State Story; KPI #2 Energize University Brand; See KPI # 3 Connect University Digitally

UA1. Participate in Warriors at Work.2. Implement intentional Work Study Student Orientations and Trainings

Strategy Description:1.A.6 Develop an array of experiences, programs and services that increase opportunities for students to develop a sense ofengagement and connectedness that enhance student life on campus.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.A.6 SPEMI Enrollment ServicesDept Champions: Gitanjali/Lisa/GabyPerformance Indicators:Assess student need vs. participation

Enrollment Services received GREAT funding for the Transfer Welcome Program, a transfer support program geared toward newtransfers to ensure their successful transition to the University. The program is in its second funding cycle. Through the use of a peermentor, we are providing individual and group contact throughout the enrollment process.

Strategy Description:1.A.6 Develop an array of experiences, programs and services that increase opportunities for students to develop a sense ofengagement and connectedness that enhance student life on campus.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:WOW program

--A survey was conducted with first-time transfers to inform them of program activities and operation improvements, as a result of aFall 2017 survey, resulted in a pre-orientation webinar and an update of the transfer website.


1.B Objective BObjective Description:Enhance or establish five or more institutional structures and/or activities that support building intra-personal connections andresources by fostering important aspects of the educational experience outside of formal teaching settings, such as development ofauthentic relationships, a culture of care, sense of belongingness for students, faculty, staff, and the community.Champion Division: Academic Affairs

Human ResourcesSPEMIStudent Affairs

Performance Indicators:Climate SurveysIncreased attendance at eventsRegular requests for feedback

Baseline:2017/2018 Campus Climate Survey/NSSE

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Create increased perceptions of belongingness among staff, faculty and students. Create increased opportunities for relationshipbuilding for staff, faculty and students. Improve campus climate.

Target Goals:Address issues highlighted in campus climate survey.

New ADA Committee to foster care, inclusion

Resources Needed:Incen�vize cross-disciplinary teaching, research and scholarship

Resources Utilized :Progress Toward Target:IP

1.B.1 SA HousingDept Champions: Collaborators: SRC, Athletics, SLD, Health CenterPerformance Indicators:Strategy Description:1.B.1 Increase student and faculty participation in one of several mentoring opportunities available (i.e., Honors, StudentEngagement in Research, Scholarship and Creative Activity, and Faculty Mentor Program).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:NI

Elevate Faculty and Curriculum Coordinator mentor role

Housing faculty appreciation week

Dean Night Dinner at the Village Café

Faculty serve as student club and org advisors


COMMENTS:

1.B.1 AA ProvostDept Champions: Provost Deans, Faculty ORSP, OSL, C&PDCPerformance Indicators:Assess baseline (16-17); increase student participation by 10% and faculty participation by 10% annually;

Strategy Description:1.B.1 Increase student and faculty participation in one of several mentoring opportunities available (i.e., Honors, StudentEngagement in Research, Scholarship and Creative Activity, and Faculty Mentor Program).Baseline (As Applicable):Need to collect/report this data for 2016-2017.

Target Goals:50% increase in number of students and faculty members participating in mentoring opportunities by 2024-2025.

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2021-2022

COMMENTS:

1.B.2 UA Comm/Pub Affairs

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Dept Champions: C&PA, R. RushPerformance Indicators:C&PA 1. See KPI #1 Tell Stan State Story

Strategy Description:1.B.2 Enhance and Implement more affinity organizations and clubs (e.g., Latino/a Faculty and Staff Association, African-AmericanFaculty and Staff Association, Asian and Pacific Islander Faculty and Staff Association, Women’s Center).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.B.2 SA Diversity CenterDept Champions: Collaborators: PCS, SRC, SLDPerformance Indicators:Iden�fy which affinity groups are of interest to the campus community.

Strategy Description:1.B.2 Enhance and Implement more affinity organizations and clubs (e.g., Latino/a Faculty and Staff Association, African-AmericanFaculty and Staff Association, Asian and Pacific Islander Faculty and Staff Association, Women’s Center).Baseline (As Applicable):Target Goals:All staff and faculty affinity groups have representa�on.

Resources Needed:Funds for programming.

Resources Utilized:Progress Towards Target Details:Progress:Timeline:1-3 years

COMMENTS:

1.B.3 HRDept Champions: HR – Julie Johnson, Marla Clark, Christina Freitas, Rebekah TemplePerformance Indicators:Increased participation Increase in events

Strategy Description:1.B.3 Increase the number of, and participation in, academic and other university events for students, faculty, staff, and thecommunity.Baseline (As Applicable):Prior event attendance, feedback

Target Goals:Engagement in community, sense of belonging and shared purpose

Resources Needed:

Financial support for events

Temp employees to organize events

Resources Utilized:Progress Towards Target Details:HR- NSO Participation w/ Student Employment Training

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Stan Staff Date (annual)

Progress:Timeline:18-19, 19-20

COMMENTS:

1.B.3 Student Affairs Council (SAC)Dept Champions: Collaborators:Diversity Center, Housing, SRC, ASI, USU, Health Center, SLD, DRS, CPDCPerformance Indicators:Strategy Description:1.B.3 Increase the number of, and participation in, academic and other university events for students, faculty, staff, and thecommunity.Baseline (As Applicable):Target Goals:Resources Needed:Card Swipe

Resources Utilized:Progress Towards Target Details:NI – Develop a system to track all participation in events.

Housing tracks participation through StarRez event module, as well as sign-in sheets

Warrior Leadership Program tracks all student involvement throughWarrior Hub and sign-sheets.

CPDC cross-promotes campus events and workshops through our social media campaigns. Staff serve on the SA Division Professional Development Commi�ee.


COMMENTS:

1.B.3 B&F University PoliceDept Champions: University PolicePerformance Indicators:See Citizen Academy and Rape Aggression Defense classes in 1,A,6

Strategy Description:1.B.3 Increase the number of, and participation in, academic and other university events for students, faculty, staff, and thecommunity.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.B.3 AA Deans, FacultyDept Champions: Deans, FacultyPerformance Indicators:Create/purchase software capable of tracking such participation; Provost, Deans, Faculty will regularly and broadly promote universityevents.

Strategy Description:1.B.3 Increase the number of, and participation in, academic and other university events for students, faculty, staff, and thecommunity.Baseline (As Applicable):No baseline data;

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Target Goals:Resources Needed:Cost for software and training

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2019-2020 explore purchasing such software

COMMENTS:

1.B.4 AA FCETLDept Champions: FCETL, FDCPerformance Indicators:FCETL will host annual events/training on this topic; faculty and staff will be encouraged to participate. By target date, 50% of facultywill have participated in at least one training.

Strategy Description: 1.B.4 Utilize/adopt research findings and scholarship on belongingness and growth mindset.Baseline (As Applicable):No baseline data;

Target Goals:Resources Needed:Funding to support increased programming in FDC; may eventually require salary for increased staff support


COMMENTS:

1.B.4 SA HousingDept Champions: Collaborators: SRC, EOP, ASC, Health and Wellness , Diversity Center, PCSPerformance Indicators:Residential students participate in living/learning community that promotes belongingness & growth mindset.

EOP students par�cipate in a community promo�ng belonging and growth mindset.

Strategy Description: 1.B.4 Utilize/adopt research findings and scholarship on belongingness and growth mindset.Baseline (As Applicable):10% of residential students currently participate in living/learning communities.

Fall 2019 EOP cohort is first to par�cipate in new program structure.

Target Goals:50% of residential students participate in living/learning community.

Resources Needed:Funds for faculty participation and staffing.

Permanent funding for two temp advisors

Resources Utilized:Progress Towards Target Details:IP – Housing is expanding their living/learning communities to foster a greater feeling of belongingness with on-campus residence.

With the addition of the Dreamers Project Coordinator and the Males of Color Program Coordinator, the Diversity Center is focusing on belongingness across all

student populations.

ASI added a student pinning ceremony to New Student Orientation to reinforce the idea of belongingness.

ASC reorganized to allow dedicated EOP advisors to redesign and sustain new program structure.

PCS Support Group:

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“Body Positive Warriors”

SSS is a federal TRIO program and is guided by grant proposal grounded in research practices related to supporting traditionally underrepresented students.

Research related to non-cognitive factors which impact sense of belonging are integrated throughout the design of the SSS program. Students who are accepted

into SSS become part of a community that supports their diverse needs.


COMMENTS:

1.B.5 AADept Champions: Director, FDC, FCETL, AVP FA, Provost, Deans, FacultyPerformance Indicators:Using 2016-2017 information, collect data on the number of events held in FDC and number of faculty, staff, administrators andcommunity participation; increase participation by 10% each subsequent year.

Increase the percentage of faculty who attend one or more events, two or more, ...;

Increase the percentage of new faculty who attend.

Strategy Description:1.B.5 Foster the use of the Faculty Development Center for academic and social events,and grow the number of and participation infaculty development opportunities.Baseline (As Applicable):Consider developing a template for 2018-19 to include type of event (teaching workshop, presentation, book club, social event…) andnumber of attendees (staff, faculty, administration, community…)

The FCETL tracks attendance at its programs/events. Where the same event is held each semester or each AY (such as InstructionalInstitute Day), we should be able to use this as baseline data. Where programs change (such as faculty learning communities,workshops), we could aggregate attendance figures.

Target Goals:1. 10% increase in # of events scheduled at FDC.

2. 25% of faculty will attend one or more events; 35% of new faculty will attend one or more events)

Resources Needed:18/19 Base Budget Request: $25,000 to support increased programming at FDC/FCETL

Increased support for 2-day NFO


COMMENTS:

1.B.5 SA CPDCDept Champions:Performance Indicators:CPDC

Strategy Description:1.B.5 Foster the use of the Faculty Development Center for academic and social events,and grow the number of and participation infaculty development opportunities.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:CPDC is collabora�ng with Ellen Bell and Bruce Hesse to introduce an FLC in Fall 19 focused on Design Think methodology.

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1.B.6 SA Health and WellnessDept Champions: Collaborators: SRC, PCS, Housing, SSS, Health Center, AthleticsPerformance Indicators:More student par�cipa�on in health & wellness program, health educa�on, recrea�on, etc.

Strategy Description:1.B.6 Develop a wellness model that builds resilience through health education, mental health education, recreation and wellnesscoaches; and promotes club sports and intramural sports.Baseline (As Applicable):Current usage across health and wellness areas; lack of cohesion across health and wellness units.

Target Goals:A campus-wide health and wellness program that is infused into all aspects of the campus community.

Resources Needed:Resources Utilized:Progress Towards Target Details:Health & Wellness: Development of two strategic teams.

IP - The Student Wellness Group, comprised of the SRC, PCS, HEP and SHC leadership. Its goals will include communicating programs, assessing for

duplication and gaps, strategic planning for the short and long term.

IP - Healthy Campus Coalition, comprised of Faculty, staff, students and other stake holders in Health and Wellbeing. Goals are to lead health promotion action

and collaboration, and to embed health into all aspects of campus culture using evidence-based practices and campus data. Model based on Healthy Campus

2020, and the Okanagan Charter.

“Grief and Loss” Support Groups

PCS Collaboration with ASI for “Speak Your Mind” and other mental health event

QPR Suicide Prevention Workshops

Mindfulness Counseling Groups for managing Anxiety, Depression and for Building Self-Esteem

SSS uses a holistic/intrusive approach to advising and programming that builds resilience

SSS Wellness Zone was redesigned into an interactive informational area focused on topics related to holistic health and wellness. The purpose of the redesign

was to highlight important topics in an appealing and engaging way. Themes have included healthy eating, stress and time management, financial literacy, study

tips, and healthy environments.


COMMENTS:

1.B.7 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Strategy Description: 1.B.7 Create and support study abroad opportunities for more students.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.B.7 AA International EducationDept Champions: Dean of Extended and International Education, Director, International Education, College Deans, FacultyPerformance Indicators:

7/26/2019 Planning


Starting in AY20, increase the number of faculty led study abroad opportunities by 10% as well as student participation in SB by 10%annually;

Strategy Description: 1.B.7 Create and support study abroad opportunities for more students.Baseline (As Applicable):Collect baseline data

Target Goals:10% growth in number of SB locations; 10% growth in the number of students participating in SB annually

Resources Needed:Funding for SB scholarships; faculty travel to develop SB locations


COMMENTS:

1.B.7 SA Diversity Center Housing ASC SLD CPDCDept Champions: Diversity Center, Housing, ASC, SLD, CPDCPerformance Indicators:Strategy Description: 1.B.7 Create and support study abroad opportunities for more students.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:ASC/EOP promotes study abroad opportunities.

CPDC promotes study abroad opportunities and added study abroad experiences on resume samples

SSS promotes study abroad opportunities through advising and peer mentor workshops.


1.B.8 UA Development & Operations, Comm/Pub AffairsDept Champions: Development & Operations, M. Hartsfield, J. Geiken; C&PA , R. RushPerformance Indicators:Development & Operations: 1. Increase in funding activity for food and housing insecurity

C&PA 1. See KPI #3 - Connect University Digitally

Strategy Description: 1.B.8 Continue to seek ways to address students’ food and housing insecurity.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.B.8 SA Health and WellnessDept Champions: Collaborators: VPSA Office, Housing, ASI, Health Center, Athletics , DRSPerformance Indicators:Increase range of services to address student food and housing insecurity.

Strategy Description: 1.B.8 Continue to seek ways to address students’ food and housing insecurity.Baseline (As Applicable):

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Small Warrior Food Pantry hosted by ASI

Target Goals:All students are food and housing secure.

Resources Needed:Funds to sustain food pantry and to support emergency and temporary housing and staffing model

Resources Utilized:Progress Towards Target Details:IP – Transitioned the Warrior Food Pantry to Student Affairs and tripled the size.

Provide a 2-week emergency on campus housing program.

Partnered with Chartwells to begin a meal sharing program.

Partnered with Alumni Affairs to provide holiday care packages.

Provide emergency meal cards for food insecure students.

Began the food box distribution program, a partnership with the CFA and the United Samaritans Foundation.

HEP-Increased the size of the food pantry and relocated the pantry to a more central location.

HEP-provided snack baskets during exams to nine campus locations. Continue to provide baskets year- round in ASC and PSC.

Assisted students applying for CalFresh programs.

HEP-worked collaboratively with EOP and Promise Scholars coordinators to promote the food pantry, CalFresh assistance and other Basic Needs initiatives to

first generation and foster students' special populations.

Work with University Advancement on increasing donations to program.

Use of a meal plan calculator for students to use to manage plan balances; distribution of meal plan use reports to students; monitoring of meal plan utilization

trends; tracking of student plan selection and use from year-to-year with custom email addressing potential food insecurity.

Integration of food and housing insecurity question in the Fall resident satisfaction survey.


COMMENTS:

1.B.9 SA SLDDept Champions: Collaborators: CPDC, SRC, Health CenterPerformance Indicators:Build the Warrior Leadership Program and Co-Curricular Transcript into the new Warrior Hub pla�orm.

Strategy Description:1.B.9 Institutionalize a co-curricular transcript that denotes students’ co-curricular achievements, awards, certificates and integratedstudent professional development programs (e.g., soft skills certificates for students).Baseline (As Applicable):Target Goals:Resources Needed:Hire a Coordinator for Leadership Development

Resources Utilized:SLD Director facilita�ng WLP un�l staff can be hired

Progress Towards Target Details:IP

Designed and implemented the Warrior Leadership Program in 2017-2018 on the Turlock campus, expanded the program to the Stockton campus in Spring

2019. Working in 2019-20 to build and increase the WLP, fully utilize Warrior Hub platform, and institutionalize the co-curricular transcript.


7/26/2019 Planning


COMMENTS:

1.B.10 SA SLDDept Champions: Collaborators: SRC, CPDC, Housing, Health Center, SSSPerformance Indicators:Work collabora�vely across campus departments to iden�fy co-curricular events.

Strategy Description:1.B.10 Expand the number and variety of programs, certificates and workshops offered to our students that can be noted in a co-curricular transcript.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - CPDC, in partnership with Faculty and the Office of Extended Education, has developed and delivered the pop-up course “Designing Your Tomorrow.”

Students receive 1.5 CEUs which are noted on the transcript.

IP – Through the Warrior Leadership Program, work with campus partners to offer increased workshops and service opportunities in the areas of Leadership and

Development, Career Development, Citizenship, Diversity and Inclusion, Wellness, and Warrior Spirit.

IP – Partner with Leadership Studies program coordinator to offer quality leadership programs and experiences for students.

IP – Facilitate the Dr. Marvalene Hughes Leadership Conference

annually, continuing to expand the program session options.

SSS students are workshops are designed to help students build academic and life skills needed to succeed in college and after graduation. SSS student

participation in program and campus workshops are tied to eligibility for scholarships SSS awards each semester.


COMMENTS:

1.B.11 UA Alumni EngagementDept Champions: Alumni Engagement , J. GeikenPerformance Indicators:Alumni Engagement1. Grow the number of student participants in alumni program events

Strategy Description:1.B.11 Increase opportunities for students to engage in formal and informal educational and career mentorship with alumni inperson and virtually (i.e. Dinners for Warriors, Warrior Wisdom, networking events, online mentoring).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.B.11 SA Alumni EngagementDept Champions: CPDCPerformance Indicators:Developing and ini�a�ng contacts with various community cons�tuencies.

Strategy Description:1.B.11 Increase opportunities for students to engage in formal and informal educational and career mentorship with alumni inperson and virtually (i.e. Dinners for Warriors, Warrior Wisdom, networking events, online mentoring).Baseline (As Applicable):Target Goals:

7/26/2019 Planning


25% of gradua�ng students will have had the opportunity to engage with alumni.

Resources Needed:Addi�onal staffing and program funds in CPDC to allow an increased focus on alumni rela�ons and alumni services.

Resources Utilized:Progress Towards Target Details:IP – Career & Professional Develop Center partners with the Office of Alumni Relations to connect with alumni.

The CPDC provides services to recent alumni (within 2 years of graduation) at no cost.

The CPDC brings back alumni to participate in career programming to support students in their career development.

The CPDC co-markets Alumni events and services.

The CPDC partnered with Academic Affairs and Human Resources to offer the first Warriors at Work program for Student Assistants.

ASI partnered with Alumni Affairs to host the first Grad Send Off at a local restaurant.


COMMENTS:

1.B.11 AADept Champions: Academic AffairsPerformance Indicators:Strategy Description:1.B.11 Increase opportunities for students to engage in formal and informal educational and career mentorship with alumni inperson and virtually (i.e. Dinners for Warriors, Warrior Wisdom, networking events, online mentoring).Baseline (As Applicable):2016-2017 if data exists;

Target Goals:AA, in partnership with UA (Alumni Relations) will increase by 25% the number of formal and informal mentorship opportunities;

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2025

COMMENTS:

1.B.12 UA Alumni EngagementDept Champions: Alumni Engagement, J. GeikenPerformance Indicators:Alumni Engagement1. Grow the number of student participants in alumni program events

Strategy Description:1.B.12 Prepare students for future success through opportunities advancing responsible leadership (e.g., ASI, USU, studentorganizations, residential life, Athletics).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.B.12 SA SLD

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Dept Champions: Collaborators: SRC, Housing, PCS, ASI, USUPerformance Indicators:Strategy Description:1.B.12 Prepare students for future success through opportunities advancing responsible leadership (e.g., ASI, USU, studentorganizations, residential life, Athletics).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP– Dr. Marvelene Hughes Leadership Conference was held on October 6th & 7 2018. The conference program and detailed information are available in

Student Leadership and Development. The second annual conference will be held in October 2019.

PCS “Life Skills for Leaders” presenta�on


COMMENTS:

1.B.12 SPEMI Admissions & OutreachDept Champions: Admissions/Outreach, NoeliaPerformance Indicators:Grad RatesSurvey student employment/applied experience

Strategy Description:1.B.12 Prepare students for future success through opportunities advancing responsible leadership (e.g., ASI, USU, studentorganizations, residential life, Athletics).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:University Ambassador Program – this is a program through AOS. Students are hired to work as University Ambassadors. They givecampus tours, group presentations, and attend local tabling events. Students are able to move up and become a Lead.


1.C Objective CObjective Description: By 2025, we will meet and exceed our CSU graduation rate goals.Champion Division: Academic Affairs

SPEMIStudent Affairs

Performance Indicators:17/18 GI MetricsFreshman 4 Year = 17.9% Freshman 6 Year = 57.5%Transfer 2 Year = 36.9%Transfer 4 Year = 77.8%URM Gap = 0% pointsPell Gap = 2.0% points

CO has campus-specific projected goals for each year; see GREAT website for details; GREAT Steering Committee (10 workgroups)working to meet those expectations; annual reports submitted as part of Institutional Progress Report;University is participating in Data Analytics (CSU) project beginning AY19 (report submitted annually);Met Gap URM goal in 2016-2017

Baseline:

th

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2015/2016 Grad RatesFreshman 4 Year = 14.3% Freshman 6 Year = 57.2%Transfer 2 Year = 34.8%Transfer 4 Year = 76.2%URM Gap = 6.5% pointsPell Gap = 1.9% points

Freshmen 6 year = 54.61%Freshmen 4 year = 19.56%Transfer 2 year = %36.33%Transfer 4 year = 76.02%Gap URM = -0.16%Gap Pell = 3.70%

Target Goals:Freshmen 6 year 65%Freshmen 4 year 37%Transfer 2 year 45%Transfer 4 year 78%Gap URM 0%Gap Pell 0%

Freshman 6 Year = 65%; Would be helpful to include intermediate goals (1-2 years out); consider allowing each academic college toestablish target goals for graduation rate and retention, perhaps focusing on specific majors and/or demographics.Freshman 4 Year = 37%Transfer 2 Year = 45%Transfer 4 Year = 78%URM Gap = 0Pell Gap = 0

Resources Needed:Continued GI 2025 funding from the CO; $200,000/year

$2.3 million base

Resources Utilized :Progress Toward Target:

1.C.1 AA AVPDept Champions: AVPAA, GREAT Steering Committee, Inquiry/Analysis Workgroup, GREAT Executive Team, Student AffairsPerformance Indicators:MUL of Freshmen and Transfer Cohorts

Increasingly responsive course schedule

Increased retention rate F-S

Lower DFW rates in redesigned math courses

Strategy Description:1.C.1 Assess and build on the encouraging outcomes from the first year of GREAT funded student success initiatives.Baseline (As Applicable):2016-2017 data

Target Goals:Implement assessment plan; collect and analyze data.

Resources Needed:Con�nued GI2025 funding from CO; at least $240,000/yr - 2018/2019

SPEMI may need programmer and student assistants (check with VP Kaul)

Resources Utilized:Progress Towards Target Details:

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Progress:Timeline:2018-2019

COMMENTS:

1.C.1 SA ASCDept Champions: Collaborator: Housing, SLDPerformance Indicators:***find all funded initiatives; Elevate, warriors at work - please list here

Strategy Description:1.C.1 Assess and build on the encouraging outcomes from the first year of GREAT funded student success initiatives.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Expanding the advising network, the ASC started (summer 2019) the Advising Collaborative to engage faculty and staff advisors

Creation of housing data dashboards to monitor housing progression for GI 2025 goals

IP - April 2019 request to IEA of Student Affairs department program rosters on file, as well as what updated rosters are needed to integrate a broader segment of

SA programs to the GI 2025-related dashboards.


COMMENTS:

1.C.1 SPEMI Institutional ResearchDept Champions: IR, Jovonte WillisPerformance Indicators:Student performance/success in HIPs programs, e.g., FMP, internships, living/learning communities, service learning, ug research

Strategy Description:1.C.1 Assess and build on the encouraging outcomes from the first year of GREAT funded student success initiatives.Baseline (As Applicable):Target Goals:Create/maintain the Student Success Tracking Dashboard (i.e., HIPS Dashboard); Retention and Graduation Rates Dashboard (see1A2); Bottleneck Courses Dashboard

Resources Needed:programmer and student assistants

Resources Utilized:Progress Towards Target Details:Dashboard

Progress:Timeline:2017-18: Implemented the HIPs Dashboard; Retention and Graduation Rates Dashboard

2018-19: Implemented the Bottleneck Courses Dashboard

COMMENTS:

1.C.2 SPEMI Enrollment ServicesDept Champions: Enrollment Services, Lisa BernardoPerformance Indicators:On-the-cusp grad rates/outcomes

Number of graduation applications from students who would not have otherwise have applied same year

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Number of students who graduated same year versus the next

Strategy Description:1.C.2 Incorporate identification of on-the-cusp cohorts, intrusive advising in the academic departments, and early graduationevaluations by Enrollment Services established during the first year of GI 2025 implementation into regular practices. Baseline (As Applicable):Use baseline data

Target Goals:See GI goals/metrics

Resources Needed:Other funding sources beyond UEE of OTC waivers become standard practice

Resources Utilized:Progress Towards Target Details:On-the-cuspEnrollment Services, with a list provided by Institutional Research, collaborated on the Mid-Year Refresh strategy for identifyingadditional On-the-Cusp students for whom a final Summer class and tuition waiver would enable a Summer graduation.--147 students were identified and graduation evaluations completed for On-the-Cusp advising.


COMMENTS:

1.C.2 SA ASC, SSSDept Champions: ASC, SSSPerformance Indicators:Strategy Description:1.C.2 Incorporate identification of on-the-cusp cohorts, intrusive advising in the academic departments, and early graduationevaluations by Enrollment Services established during the first year of GI 2025 implementation into regular practices. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - ASC will be part of OTC mee�ngs 2019-20


1.C.2 AA AVPDept Champions: Academic Success Center/Advising, FDALC/Fellows Deans, AVPAAPerformance Indicators:Number of graduation applications from students who would not have otherwise have applied same year

Strategy Description:1.C.2 Incorporate identification of on-the-cusp cohorts, intrusive advising in the academic departments, and early graduationevaluations by Enrollment Services established during the first year of GI 2025 implementation into regular practices. Baseline (As Applicable):Use baseline data

Target Goals:See GI goals/metrics

Resources Needed:Other funding sources beyond UEE of OTC waivers become standard practice

Resources Utilized:Progress Towards Target Details:Progress:

7/26/2019 Planning


Timeline:2018-2019

COMMENTS:

1.C.3 AA ProvostDept Champions: Deans, AVPAA, Faculty, Enrollment Management, Academic Success Center, FDALC/FellowsPerformance Indicators:# of user access# of seat availability after ea NSO1. Fall 2017: 7.09% increase in course offerings (148 section increase) over Fall 2016; Winter 2018 23% increase (14 sectionincrease) over Winter 2017); Spring 2018 4.61% increase (98 section increase) over 2017. Refine process that results in responsiveclass schedules; explore hybrid and online courses to address classroom space limitations; Call 2019 215 (approx)

2. Number of students enrolled in less units than desired

3. Higher MULs

Strategy Description:1.C.3 Increase responsiveness of class schedules around student needs, including courses offered, times courses are offered,locations courses are offered, and modality courses are offered.Baseline (As Applicable):Course offerings in 2016-2017 (Also need to focus on GE courses, bottleneck courses, high DFW rate courses, mean unit load and fillrate)

Target Goals:Reduce size of waitlists

Higher MUL at census

Lower DFW rates in courses with historically high rates

Resources Needed:Increased % of over enrollment dollars to maintain responsive course schedule

18/19 Base Budget Request: $480,500 for 2 TT faculty positions + 2 staff positions (Stockton & OSL) + base PT faculty salaries


COMMENTS:

1.C.3 SPEMI IR, Enrollment ServicesDept Champions: Jovonte Willis, Lisa BernardoPerformance Indicators:Strategy Description:1.C.3 Increase responsiveness of class schedules around student needs, including courses offered, times courses are offered,locations courses are offered, and modality courses are offered.Baseline (As Applicable):Target Goals:Create/maintain the GE Course Demand Analysis; Bottleneck Courses Dashboard; Cohort Tracking Dashboard

Resources Needed:Resources Utilized:Progress Towards Target Details:Course Demand AnalysisStan Planner ReportIncreased usage of the STAN Planner occurred for the 2018-19 registration with a total of 23,000 opens, of which 4000 were uniqueopens.

Progress:Timeline:2017-18: GE Course Demand Analysis report implemented

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2018-19: Bottleneck Courses Dashboard and Cohort Tracking Dashboard implemented

COMMENTS:

1.C.3 SA ASC, ASI, SRC, AthleticsDept Champions: Collaborators: ASC, ASI, SRC, AthleticsPerformance Indicators:Strategy Description:1.C.3 Increase responsiveness of class schedules around student needs, including courses offered, times courses are offered,locations courses are offered, and modality courses are offered.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Student Affairs facilitates the NSO registra�on mee�ngs, before, during and a�er.


COMMENTS:

1.C.4 SPEMI IRDept Champions: IR, Jovonte WillisPerformance Indicators:Strategy Description: 1.C.4 Increase emphasis on leveraging of Winter and Summer Sessions, including use of the waiver program.Baseline (As Applicable):Target Goals:Create/maintain the GE Course Demand Analysis

Resources Needed:Resources Utilized:Progress Towards Target Details:Course Demand Analysis

Progress:Timeline:2017-18: GE Course Demand Analysis report implemented

COMMENTS:

1.C.4 SADept Champions: Collaborators: ASC, SSSPerformance Indicators:Strategy Description: 1.C.4 Increase emphasis on leveraging of Winter and Summer Sessions, including use of the waiver program.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Peer Mentors host winter and summer session workshops during appropriate registra�on �mes.


COMMENTS:

1.C.4 AADept Champions: Deans, Chairs, FacultyPerformance Indicators:Increase sections of courses in Winter (10% annually)and Summer (10%);

7/26/2019 Planning


Strategy Description: 1.C.4 Increase emphasis on leveraging of Winter and Summer Sessions, including use of the waiver program.Baseline (As Applicable):2016-2017 data

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.C.5 SPEMI Enrollment ServicesDept Champions: Enrollment Services, Lisa BernardoPerformance Indicators:Assess lists before disenrollment for non-payment

Strategy Description:1.C.5 Sustain the new enrollment “hold” practice, increasing the threshold for “hold” to a $200 outstanding debt to the University,and ensure it becomes campus policy.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Financial Services and Enrollment Services use the “hold” practice and allow for the increased threshold prior to any disenrollment fornon-payment of fees.


1.C.6 SA VPSA ASIDept Champions: Collaborators: VPSA, ASIPerformance Indicators:Redesign both First Year/Transfer student and parent/family orientation programs to better address the full scope of college and ease the transition process.

Create a mandatory pre-orientation on line program for all incoming students.

Strategy Description: 1.C.6 Develop a micro grant program to assist students with short-term financial barriers.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - ASI added a new budget line item to contribute to the Campus-Cares program.


1.C.7 SA SLDDept Champions: Collaborators: Diversity Center, SRC, Health Center, DRS, ASCPerformance Indicators:Redesign both First Year/Transfer student and parent/family orientation programs to better address the full scope of college and ease the transition process.

Create a mandatory pre-orienta�on on line program for all incoming students

Strategy Description:1.C.7 Collaborate on P-20 initiatives to ensure seamless and successful transfer to Stan State (e.g., Outreach, parent programs,New Student Orientation).Baseline (As Applicable):Target Goals:

7/26/2019 Planning


Resources Needed:Received $75,000 IRA grant to fund pre-orienta�on on line program.

Resources Utilized:Progress Towards Target Details:Completed:

Mandatory pre-orientation on line program has been purchased, created, and implemented in Summer 2019.

Redesigned First Year and Transfer New Student Orientation rated with 93% overall satisfaction.

Redesigned Parent/Family

Orientation rated with 100% overall satisfaction.

A review of the NSO redesign is currently in progress.

DRS Orientation facilitates a smoother transition for both first year and transfer students to getting and using accommodations in a 4-year institution.

The ASC Director involved in Stan Futures Collaborative, involving SCOE and MJC.

Partnership with Stockton Scholars to support Stockton students using a near-peer coaching model.


COMMENTS:

1.C.7 SPEMI Admissions & OutreachDept Champions: Admissions/Outreach, Noelia GonzalezPerformance Indicators:# of prospective WOW program participants# of WOW/ADT transfers from MJC, Delta College, Merced College

Strategy Description:1.C.7 Collaborate on P-20 initiatives to ensure seamless and successful transfer to Stan State (e.g., Outreach, parent programs,New Student Orientation).Baseline (As Applicable):Warriors on the Way (WOW) program re-established Fall 2018; no MOUs in past: MOU with Stockton Campus and Delta Collegesigned Fall 2018 and MOU with MJC to be signed Spring 2019

Target Goals:Collaborate with regional CCs to identify services and programs to increase support for prospective transfers.

Resources Needed:Resources Utilized:Progress Towards Target Details:MOUs-Noelia works w local cc to provide admission workshops and advising re transfer

Progress:Timeline:2018-19: MOU signings; planning of expanded WOW program with top 3 feeder CCs.

2019-20: Implementation of expanded WOW program.

COMMENTS:

1.C.8 SA DRSDept Champions:Performance Indicators:Strategy Description: 1.C.8 Expand use of affordable course materials.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

7/26/2019 Planning


SA, ASI, and BF are collabora�ng w/SFAC to explore op�ons


1.C.8 AA ProvostDept Champions: Provost, Deans, Faculty, Dean/Library, Bookstore; ALS Workgroup;Performance Indicators:Increase use by faculty of affordable course materials; reduce costs by 30%

Strategy Description: 1.C.8 Expand use of affordable course materials.Baseline (As Applicable):2016-2017 data

Target Goals:Increase use = 15% annually. Reduce costs 30% annually.


COMMENTS:

1.C.8 B&F Financial & Support ServicesDept Champions: F&SS, Darrell, Regan, SFACPerformance Indicators:Financial & Support Services - Assess campus level fees and assess a simpler approach to increase transparency of fees and simplifyfinancial planning for students. (also ties to SP Goal 4-A-4 (redesign of business processes)

Strategy Description: 1.C.8 Expand use of affordable course materials.Baseline (As Applicable):Current fee structure and revenue/expense analysis

Target Goals:Simplified fee structure with lesser variability in fees paid over course of 4 years.

Resources Needed:Resources Utilized:Progress Towards Target Details:2018-19 Initial development of campus fee database in process in order to support analysis

Progress:Timeline:Complete analysis in AY 2019-20, work with SFAC, Budget Office on plan proposal for simplification of campus fee structure

COMMENTS:

1.C.9 AA ProvostDept Champions: Provost, Deans, Faculty, ORSP, FCETLPerformance Indicators:Increase student/faculty research collaboration by 10% annually; Deans and Provost will continue to engrouage this HIP and willspecifically acknowlege such collaboration with faculty and the campus community.

Strategy Description: 1.C.9 Support and encourage more student and faculty collaborative research and scholarship.Baseline (As Applicable):Create baseline

Target Goals:Increase student/faculty research collaboration by 10% annually. Such collaboration will have increased by 40% by 2025.

Resources Needed:

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Funding to support research and scholarly activity


COMMENTS:

1.D Objective DObjective Description:Increase graduate student enrollments to represent approximately 20% of total student body headcount (stateside).Champion Division: Academic Affairs

SPEMIUniversity Advancement

Performance Indicators:2016-2017 Grad Program Enrollments(Master’s and Doctorate)•Fall 2016 State only: 689 (7.1%); •Fall 2016 State and Self: 821 (8.2%)•Fall 2017 State only: 647 (6.5%)•Fall 2017 State and Self: 805 (7.8%)•Fall 2018 State only: tbd•Fall 2018 State and Self: tbd

In AY 2018/19, campus will engage in increased marketing/recruitment for targeted graduate programs. In AY 2019/20, Graduateprograms will begin to see increased growth with an overall target of 4%/year. % of graduate students

Consider including state-support and self-support headcount. Currently, with both included, the percentage of the total is approximately12%--reaching 20% with just stateside enrollment is not realistic.

Baseline:2016-2017 Grad Program Enrollments

Target Goals:By 2025, increase graduate enrollment by at least 8% (including both state support and self support).

Highlight Stan State’s graduate programs – Graduate Studies section included in the 2018 Book of Trends

Create/maintain online enrollment report

Enhance enrollment report to include self-support students

Resources Needed:Graduate Dean = $250,000 (base salary and benefits) - futureMarketing = $50,000New Faculty/Staff Members = $500,000 (est) for 2018-2020; Administrative support; operating budget


1.D.1 AA ProvostDept Champions: AVPAA Deans; CEGE; Dean, Extended and International EducationPerformance Indicators:Provost, Deans, AVPAA (in consultation with Graduate Council) will conduct this consultation with Graduate Programs in 2018-2019(list of programs); After consultation, invest in marketing for graduate programs

Strategy Description:1.D.1 Through consultation with departments and market research, determine which programs have the greatest potential to growgraduate enrollments. Baseline (As Applicable):2016-2017 information

Target Goals:College-level plans for grad programs

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Resources Needed:6 to 9 additional WTU for each new grad program

18/19 Base Budget Request: $80,000 marketing/recruitment for graduate programs


COMMENTS:

1.D.1 UA Comm/Public AffairsDept Champions: C&PA, Rosalee RushPerformance Indicators:C&PA, See KPI #2 Energize University Brand

Strategy Description:1.D.1 Through consultation with departments and market research, determine which programs have the greatest potential to growgraduate enrollments. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.D.2 AA ProvostDept Champions: Provost, AVPAA, Deans, FacultyPerformance Indicators:Discussions began AY17-2018. Will continue in AY18-19 with development of a plan (Turlock and Stockton campuses).

Strategy Description: 1.D.2 Consider creation of new cutting-edge, distinctive graduate programs.Baseline (As Applicable):Target Goals:Plan for new program(s) development.


COMMENTS:

1.D.3 SA SSSDept Champions:Performance Indicators:Strategy Description:1.D.3 Improve the pipeline of students moving from Stan State’s baccalaureate programs to our master’s and doctoral programs,with an emphasis on graduate programs with acute student under-representation based on gender and ethnicity. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:SSS coordinates logistics to send a bus of underrepresented students to the California Forum for Diversity in Graduate Education. SSS collaborates with other

campus programs such as EOP, McNair, LSAMP, STEM Success to identify students.

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SSS works with Teacher Education to promote the Student to Teacher conference for students considering a credential after graduation.

SSS advising and workshops provide informa�on on grad school admissions and applica�on processes, entrance exams , as well as academic and financial supports available for

graduate students.


1.D.3 AA Graduate Program DirectorsDept Champions: Deans, Graduate Program Directors, Graduate CouncilPerformance Indicators:Creation of baseline data.Development of plan

Strategy Description:1.D.3 Improve the pipeline of students moving from Stan State’s baccalaureate programs to our master’s and doctoral programs,with an emphasis on graduate programs with acute student under-representation based on gender and ethnicity. Baseline (As Applicable):Create baseline

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2020-2021

COMMENTS:

1.D.3 SPEMI IR, OutreachDept Champions: IR, JovontePerformance Indicators:# of info session participants

# and % of new and continuing master’s students who completed their bachelor’s degree at Stan State# and % of new and continuing doctoral students who completed their master’s degree at Stan State

Strategy Description:1.D.3 Improve the pipeline of students moving from Stan State’s baccalaureate programs to our master’s and doctoral programs,with an emphasis on graduate programs with acute student under-representation based on gender and ethnicity. Baseline (As Applicable):Target Goals:Create/maintain the Graduate Student Retention and Graduation Rate Dashboard

Resources Needed:Resources Utilized:Progress Towards Target Details:Outreach to current undergrad students on campus to pursue grad studies.

Progress:Timeline:2018-19: Implemented the Graduate Student Retention and Graduation Rate Dashboard

COMMENTS:

1.D.4 AA ProvostDept Champions: Provost, AVPAA, AVPFA, Deans, Graduate CouncilPerformance Indicators:Review similar institutions in CSU and nationally to have relevant comparison;

Review and discuss current workload within our shared governance committees;

Create a proposed policy/practice for Senate consideration;

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Strategy Description:1.D.4 Implement appropriate workloads in recognition of faculty supervising students’ projects, theses, and dissertations;maintaining scholarly contribution; and facilitating a scholarly graduate level culture/environment.Baseline (As Applicable):Target Goals:Conducted a comprehensive review/discussion of current workload; created a plan for faculty workloads with significant responsibilitiesfor graduate education; move policy through Senate;


COMMENTS:

1.E Objective EObjective Description:Implement and institutionalize five or more cutting-edge advising and professional services and programs for students.Champion Division: Academic Affairs

Student AffairsUniversity Advancement

Performance Indicators:Baseline:Target Goals:Resources Needed:Resources Utilized :Progress Toward Target:

1.E.1 AA ProvostDept Champions: Provost, AVPAA, Deans, FDALC, Faculty FellowsPerformance Indicators:Think 30 continues to be consistent message to students (F2F, online, and social media); MUL increases as result; graduation ratesimprove.

Strategy Description:1.E.1 Consistently and prominently promote the 30 units (Think 30) per year to achieve the goals of the Finish in Four campaign. Baseline (As Applicable):2017-2018

Target Goals:MUL increase; Graduation rates increase across 4 metrics


COMMENTS:

1.E.1 SA ASCDept Champions: ASCPerformance Indicators:Increase percentage of freshman completing 30 units in first year.

Increase percentage of FTF reaching sophomore status in 1.5 years (data point from CSU Success Dashboard).

Strategy Description:1.E.1 Consistently and prominently promote the 30 units (Think 30) per year to achieve the goals of the Finish in Four campaign.

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Baseline (As Applicable):Fall 2018 cohort will be baseline year.

Target Goals:TBD once baseline is established

Resources Needed:Dashboard or report to iden�fy cohort that can be drilled down to individual students

Resources Utilized:Progress Towards Target Details:IP – Through 1-on-1 advising, email and social media, and summer school workshops ASC prominently promotes “Think 30”.


COMMENTS:

1.E.1 SPEMIDept Champions: SPEMIPerformance Indicators:Strategy Description:1.E.1 Consistently and prominently promote the 30 units (Think 30) per year to achieve the goals of the Finish in Four campaign. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2019-20: marketing material for WOW program will include this information

COMMENTS:

1.E.2 SA ASCDept Champions: ASCPerformance Indicators:Strategy Description:1.E.2 Implement recommendations of the Advising Task Force, including one-to-one faculty advising with students.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP – ASC, as part of the GREAT Advising Practices Workgroup, helped draft an update to the advising policy. Remaining items have been prioritized including

review of paperless workflow needs.

Collaboration with major departments is also underway which will build the framework for furthering professional development opportunities.

ASC is working toward developing campus-wide student communica�on aligned with advising priori�es


COMMENTS:

1.E.2 AADept Champions: FDALC, Faculty FellowsPerformance Indicators:Explore integration of all advising across Academic and Student Affairs;

Strategy Description:

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1.E.2 Implement recommendations of the Advising Task Force, including one-to-one faculty advising with students.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018-2019

COMMENTS:

1.E.3 UA Comm & Pub AffairsDept Champions: C&PA, Rosalee RushPerformance Indicators:C&PA 1. See KPI #1 Tell Stan State Story

Strategy Description: 1.E.3 Develop a programming and communication plan for informing students about campus resources.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.E.3 SPEMI Enrollment ServicesDept Champions: Enrollment ServicesPerformance Indicators:# of students reached # of student who opened emails

Strategy Description: 1.E.3 Develop a programming and communication plan for informing students about campus resources.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Handles communication for all current and prospective students. Implements Warrior Weekly Newsletter


1.E.3 VPSADept Champions:Collaborators: Housing, SRC, PCS, ASI, USU, Athletics – can run PA’s or advertisement for students at games/events, Health andWellness, CPDCPerformance Indicators:Stan News; Warrior Weekly; Student Affairs Showcase; Social Media Promo�on

Strategy Description: 1.E.3 Develop a programming and communication plan for informing students about campus resources.Baseline (As Applicable):Target Goals:All students are aware of services available, how to access them, and seek support when needed.

Resources Needed:Resources Utilized:Progress Towards Target Details:IP – Student Affairs formed a Communications Committee whose charge is to improve communication to Students as well as between departments in the

division.

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Scheduled a half-day Social Media training for departments in Student Affairs to learn to leverage and improve social media communications.

Hired a marketing and communications staff member to work with the entire division on communication efforts, plans, and campaigns.

Instituted the Student Affairs Showcase for students to learn about services and connect with departments in Student Affairs.

IP – All incoming students are required to go through the Pre-Orientation which reviews campus resources.

Housing website re-design launched April 2019; access data utilized to inform timeline to transition pages to new design.

Housing resident newsletter issued weekly.

Housing Instagram page users grew by over 800 to exceed 1,000.

Creation of a new Move-In Guide for use Fall 2019.

Centralization of housing student communications through Communications and Marking specialist for consistency of tone and format, as well as control of

frequency of communication.

HEP-conducts a social norming campaign annually based on the results of the ACHA-NCHA assessment results. Over 60 posters are distributed across campus

(including the Stockton campus) with positive messages about healthy behaviors and attitudes. In the 2018-19 academic year, topics included healthy

relationships, alcohol safety, vaping, sexual health, general health and optimism. Previous years included nutrition, pregnancy prevention and becoming smoke

free.

HEP-utilizes social media to target the general student population to promote and showcase HEP & PHE events. Additionally, social media is used for promotion

of useful tools and resources on campus regarding health education.

CPDC launched a social media campaign to keep students and alumni informed about career events. Summer 19 CPDC is launching the HandShake platform and will

utilize the tool for promoting targeted events.

SSS has a detailed plan of operation which includes student communication. At point of entry to the program, all students receive an orientation. This includes an

overview of services and resources, details how SSS contacts them, and how they can engage with us. A calendar of events is sent out monthly regarding SSS,

other campus events, and important dates. Social media is leveraged for reminders.


COMMENTS:

1.E.4 SA CPDCDept Champions: CPDCPerformance Indicators:Career & Professional Development Center (CPDC) is staffed and actively delivering programs and services in the following core areas:

1) Assist students with career decision making

2) Increase internship awareness & promote opportunities

3) Provide career education & job search services for students and alumni

4) Develop & maintain positive employer relations

5) Build academic integra�on and provide career development

Strategy Description: 1.E.4 Resurrect and institutionalize a Career Development Center.Baseline (As Applicable):1) # of students served and # of students completing Focus2 assessments

2) # of internship opportunities listed and % of students who participate in an internship opportunity

3) # of workshops & events provided, # of walk-ins, # of appointments, # of employers at Fairs, # of employers tabling, % of students employed post-graduation,

% of students attending graduate school post-graduation

4) # of employers posting jobs & internships, # of job opportunities listed, # of OCI’s hosted

5) # of classroom presenta�ons, # of students par�cipa�ng in DYT or DYSS, # of syllabi assignments

Target Goals:TBD once baseline is established (18-19 AY)

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Resources Needed:Job & Internship database system

First destination survey

Assessment software

Professional & student staff

Office space

Resources Utilized:Gradleaders (HIREStanState)

Created and limited distribution through Gradleaders

Focus 2

Base funded positions

MSR 230

Progress Towards Target Details:Completed:

The CPDC opened in August 2017 after having been absent from university services for approximately nine years. The Director for the center was hired and

began working in October 2017. The Administrative Support Assistant was brought on as an emergency hire in December 2017 and became a permanent

employee in March of 2018. The Employer Engagement Coordinator started in May 2018 and the Career Coach started in November 2018. This completes the

recruitment for the CPDC professional team. The team has developed the CPDC Business Continuity Plan (BCP), Standard Operating Procedures and Policies.

The CPDC is scheduled for a Support Unit Review in Spring of 2019. The CPDC purchased Gradleaders contract providing all students & alumni regardless of

major access to online jobs & internship opportunities.


COMMENTS:

1.E.4 UA Alumni EngagementDept Champions: Alumni Engagement, J. GeikenPerformance Indicators:Alumni Engagement 1. Connect Alumni Council on at least two Partnership Opportunities with Development Center per AY.

Strategy Description: 1.E.4 Resurrect and institutionalize a Career Development Center.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.E.5 SA CPDCDept Champions: Collaborators:CPDC, ASC, SRC, SLD – Warrior Leadership Program, HousingPerformance Indicators:CPDC u�lizes the NACE career readiness competencies to provide developmental programming for students each semester.

Strategy Description:1.E.5 Institutionalize comprehensive, integrated student professional development programs (e.g., soft skills certificates forstudents). Baseline (As Applicable):# of workshops offered

# of students par�cipa�ng in DYT or DYSS

Target Goals:

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TBD once baseline is established

Resources Needed:Staff and faculty for workshop and curriculum development and delivery

Pla�orm for online badging system

Resources Utilized:Innova�on grant funding has provided resources to build and deliver the Designing Your Tomorrow curriculum

Progress Towards Target Details:NI –

CPDC is part of the CareerReadyU planning committee to bring a culture of career readiness that crosses all divisional lines and supports students from college

to career.

Career & Professional Development Center partners with programs across campus to provide career development workshops (Housing, SLD, Warriors at Work,

UEE, etc.)

Invited Career & PD to lead training for student leaders July 2018 and PALs completed resource session at Center in Spring 2019 to better inform their student

populations of services.

August 2018 issued centralized Housing and Residen�al Life Supervisor Expecta�ons for Appointee and Employee Student Posi�ons; implemented Performance Management

model; Held first all student teams mee�ng August 2018.


COMMENTS:

1.E.6 UA Alumni EngagementDept Champions: Alumni Engagement, J.GeikenPerformance Indicators:Alumni Engagement 1. Connect Alumni Council on at least two Partnership Opportunities with Development Center per AY.

Strategy Description:1.E.6 Utilize the Alumni Association in collaboration with the Career Development Center to prepare students for the workplacethrough informational interviews and job shadowing. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

1.E.6 SA CPDCDept Champions: Collaborators: CPDC, Alumni AssociationPerformance Indicators:CPDC partners with the Alumni Associa�on to recruit alumni to volunteer for career events (Resume cri�ques, career coach at fairs, mock interviews, etc.)

Strategy Description:1.E.6 Utilize the Alumni Association in collaboration with the Career Development Center to prepare students for the workplacethrough informational interviews and job shadowing. Baseline (As Applicable):# of alumni volunteers par�cipa�ng


Resources Needed:CPDC Professional staff dedicated to experien�al educa�on

Resources Utilized:

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Progress Towards Target Details:NI


COMMENTS:

1.E.7 SA ASCDept Champions: ASC, CPDCPerformance Indicators:Strategy Description:1.E.7 Provide academic and career advisors for each college, contingent on demonstrated need and adequate funding.Baseline (As Applicable):Target Goals:Resources Needed:Staffing Model to increase

Resources Utilized:Progress Towards Target Details:NI - Academic Advisors are aligned by college in the ASC to build exper�se in the majors served and act as liaison with faculty advisors in the major. The four colleges are divided

between the two career professionals in the CPDC.


COMMENTS:

1.E.7 AA ProvostDept Champions: Provost, VPSA, Academic Success Center, DeansPerformance Indicators:AA & SA (Professional Advisors and Faculty Fellows) collaborate to build hybrid decentralized (does not mean decentralized advisinglocations) advising structure utilizing expertise of academic and professional advisors. Professional advisors specialize advising bycollege; MULs increase; graduation rates (across all metrics) improve.

Strategy Description:1.E.7 Provide academic and career advisors for each college, contingent on demonstrated need and adequate funding.Baseline (As Applicable):2016-2017 data

Target Goals:AA & SA collaborate to build hybrid decentralized advising structure utilizing expertise of academic and professional advisors as wellas recognized best practices;


COMMENTS:

2 Goal 2: Provide transformational learning experiences driven by faculty success.

2.A Objective AObjective Description:Provide at least three or more support programs to enable faculty to integrate the science of learning throughout the curriculum.Champion Division: Academic Affairs

SPEMIPerformance Indicators:

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25% of faculty will integrate science of learning into course design;Evidence included in WPAFs, workshops, symposiums;FDC will create programming to support faculty interested in learning more about the science of learning;

Baseline:No baseline data

Target Goals:Integrate science of learning throughout the curriculum

Launch the Innovate, Design, Excel & Assess for Success (IDEAS) program - see 2A2 below

Annual Workshops

Resources Needed:Increase support for FCETL;Increase support for professional development focused on Science of Curriculum; College Deans and Provost will set aside PD fundsfor faculty who participate in workshops focused on the Science of Learning.


2.A.1 AADept Champions: Deans, FCETL DirectorPerformance Indicators:Annually FCETL will host at least one workshop in support of this strategy.

Strategy Description:2.A.1 Explore best practices in transformational learning–deep, constructive, and meaningful learning that goes beyond simpleknowledge acquisition and supports the critical ways in which learners consciously make meaning of their lives.Baseline (As Applicable):None

Target Goals:At least 1 FCETL workship annually beginning in 19-20

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.A.1 SA Learning CommonsDept Champions: Learning CommonsPerformance Indicators:Strategy Description:2.A.1 Explore best practices in transformational learning–deep, constructive, and meaningful learning that goes beyond simpleknowledge acquisition and supports the critical ways in which learners consciously make meaning of their lives.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP: Supplemental Instruction engages students outside of the classroom, with an experienced SI Leader, with the course content through meaningful activities

and collaborative learning. SI Leaders engage students to interact with the course content in a different way that develops deeper learning that can be

transferred in study habits for future courses.

We have proven effec�ve in crea�ng class reten�on, lower D, F, and W grades. We average 29% a�endance to our SI sessions, with an average of .40 higher GPA for those who

a�end than those who did not a�end.


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2.A.2 SPEMIDept Champions: GitanjaliPerformance Indicators:Strategy Description:2.A.2 Embrace innovation and creativity by promoting and supporting experimentation without professional consequences (e.g.IDEAs).Baseline (As Applicable):Target Goals:Launch the Innovate, Design, Excel & Assess for Success (IDEAS) program which awards seed money to pilot test innovation thatpromotes the goals of the Strategic Plan

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2017-18: IDEAS program implemented – 8 proposals selected for 2018-19 implementation through an RFP process

2018-19: IDEAS proposals currently being accepted for 2019-20

COMMENTS:

2.A.3 AA Provost, DeansDept Champions: Provost, DeansPerformance Indicators:When noted, administrative barriers will be discussed with departments and/or administration via Annual Reports and AcademicProgram Reviews

Strategy Description:2.A.3 Remove institutional infrastructure barriers to allow for funding, incentives and rewards (e.g., align budget decisions with thesepriorities, include discussion of these priorities in program reviews).Baseline (As Applicable):2016-2017

Target Goals:Provost and Deans will align budget decisions annually with priorities designed to remove administrative barriers in academic affairs;Increase RSCA support; Promotion of grant writing and interdisciplinary opportunities; Center for Applied Spacial Analysis is oneexample of administrative support following APR.


COMMENTS:

2.A.4 SA CPDCDept Champions: CPDCPerformance Indicators:Strategy Description: 2.A.4 Develop leadership opportunities for students both through curriculum and courses and activities. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Career & Professional Development Center: Partners with HR and the Provost office to pilot Warriors at Work HIP for student workers; CPDC Director is PI on

Designing Your Tomorrow Innovation Grant providing a 7week pop up course earning 1.5CEUs for Juniors and Seniors. Additionally, CPDC provides list of

workshops to be included in the Warrior leadership program along with ASI/USU.

Presented at Marvalene Hughes Leadership Conference and Student to Teacher conference.

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SLD: Warrior Leadership Programs (WLP), Dr. Marvalene Hughes Conference, and other leadership programs.

IP: SI received a HIPs grant to engage the SI Mentors with other CSU SI program staff and faculty to obtain best prac�ces in order to build our program capacity to connect with

our own faculty and administra�on.


2.A.4 AADept Champions: Deans, Chairs, DirectorsPerformance Indicators:Created Applied Leadership Program; Warriors at Work Pilot -- Co-leads: Director of Academic Operations, Director, Career Centerand Student Employment Specialist HR

Strategy Description: 2.A.4 Develop leadership opportunities for students both through curriculum and courses and activities. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.B Objective BObjective Description:Ensure every student participates in at least three High Impact Practices (HIPs) before graduation (3 for undergraduates and 1 forgraduate students).Champion Division: Academic AffairsPerformance Indicators:GREAT Workgroup (HIPs) – Must develop method for tracking student participation in HIPs and evaluation plan for all HIPs. PilotHIPs/MSR Student Employment; Establish a percent increase in participation--increase 5 percent per year until goal of 100% isreached.

Higher % of students involved

Baseline:Collect baseline data

Target Goals:Target = 100% of undergraduates will participate in 3 or more HIPS; 100% of graduate students will participate in at least 1 HIP (perthe Strategic Plan)

Resources Needed:Funding for student travel to conferences

Funding for summer research, internships, and participation and other High Impact Practices ($50,000)


2.B.1 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development1. Increase in funding for activity for study abroad programs

Strategy Description: 2.B.1 Increase student participation in study abroad and study away opportunities.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

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2.B.1 AA Extended & International EducationDept Champions: Provost, Dean, Extended & International Education , Director International Education , Deans , FacultyPerformance Indicators:Annually increase participation by 5%; Create scholarships for faculty-led Study Abroad.

Strategy Description: 2.B.1 Increase student participation in study abroad and study away opportunities.Baseline (As Applicable):2016-2017

Target Goals:By 2025, increase student participation in SB and Study Away experiences by 30%.; 15 faculty led study abroad trips

Resources Needed:Funding for scholarships (travel)

Resources Utilized:Progress Towards Target Details:Progress:Timeline:by 2021-2022

COMMENTS:

2.B.2 VPSA Office (A-Team),Dept Champions: Collaborators: SLD, HousingPerformance Indicators:Strategy Description:2.B.2 Create and implement a system for measuring participation and assessing impact of Experiential Learning and High ImpactPractices on retention/graduation. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP

Set up the infrastructure for use of direct housing student surveys, focus groups, demographic data, and institutional data to inform decision-making. Creation of

data filters as appropriate. - Move toward having the housing experience itself, rather than programs within housing (elevate) be a High Impact Practice

Spring 2019 recommendation that a new GREAT committee – Student Engagement and Belonging be created; outcome for NSSE data use team

recommendations. Also discussed need to clarify institutionally the definition of a HIP as there appears to be different interpretations (also through NSSE work

group)

Progress:Timeline:4-6 Years

COMMENTS:

2.B.2 SPEMI Institutional ResearchDept Champions: IR, Jovonte WillisPerformance Indicators:Student performance/success in HIPs programs, e.g., FMP, internships, living/learning communities, service learning, ug research

Strategy Description:2.B.2 Create and implement a system for measuring participation and assessing impact of Experiential Learning and High ImpactPractices on retention/graduation. Baseline (As Applicable):Target Goals:

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Create/maintain the Student Success Tracking Dashboard (i.e., HIPS Dashboard) and the Student Program Tracking Dashboard forthe GREAT HIPs workgroup

Resources Needed:Resources Utilized:Progress Towards Target Details:HIPS Dashboard

Progress:Timeline:2017-18: Implemented the HIPs Dashboard2018-19: Implemented the Student Program Tracking Dashboard; Grad Rates by Student Groups and Demographics Dashboard

COMMENTS:

2.B.2 AADept Champions: GREAT WorkgroupPerformance Indicators:Explore software/process that provides tracking of such participation (2018-2019);Develop effective evaluation plan for all HIPs; Academic Affairs support and promote HIPs

Strategy Description:2.B.2 Create and implement a system for measuring participation and assessing impact of Experiential Learning and High ImpactPractices on retention/graduation. Baseline (As Applicable):No baseline exists;

Target Goals:By 2019-2020, have software/process in place to track participation; in AY21 implement evaluation plan to measure impact of theexperience(s).


COMMENTS:

2.B.3 AADept Champions: Deans, Student Affairs, Faculty, Career & Professional Develop., OSLPerformance Indicators:Academic Affairs & Student Affairs cllaborate to build on existent programs; channel synergy from involving OSL, Career and PDCenter, as well as academic internships.

Strategy Description:2.B.3 Develop comprehensive bookend community engagement/internship opportunities for more programs that provide field andwork experiences to students throughout their educational experience. Baseline (As Applicable):2016-2017

Target Goals:Increase # of service learning participants; Increase # of students participating in internships; Increase # of students accessing Careerand Professional Development Center

Resources Needed:Requires increased funding to support growth of Office of Service Learning; additional staff and faculty to lead such experiences;increased support for the C&PDC


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COMMENTS:

2.B.3 B& F Financial & Support ServicesDept Champions: F&SS, R. LindermanPerformance Indicators:Financial & Support Services - Develop on campus accounting internship within Financial & Support Services in partnership with COBand Office of Service Learning

Strategy Description:2.B.3 Develop comprehensive bookend community engagement/internship opportunities for more programs that provide field andwork experiences to students throughout their educational experience. Baseline (As Applicable):Target Goals:Target = 1-2 students annually participating in a 2 semester internship rotating through a variety of duties in the accounting area.

Resources Needed:Funding for student (if paid internship), Input/partnership with COB, OOSL

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2019-20 pilot program

COMMENTS:

2.B.3 SA CPDCDept Champions: CPDCPerformance Indicators:CPDC will increase internship awareness & promote opportuni�es

Strategy Description:2.B.3 Develop comprehensive bookend community engagement/internship opportunities for more programs that provide field andwork experiences to students throughout their educational experience. Baseline (As Applicable):# of internship opportuni�es listed and % of students who par�cipate in an internship opportunity


Resources Needed:Resources Utilized:Progress Towards Target Details:IP-CPDC is partnering with programs and faculty to increase internship awareness and promote opportuni�es.


2.B.4 SA Service LearningDept Champions: Service LearningPerformance Indicators:Strategy Description:2.B.4 Develop consistent parameters and practice for Service Learning and increase administrative support so that all facultymembers may more easily find, create, develop and incorporate service learning opportunities throughout curricula.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Launched S4 database

Progress:

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Timeline:COMMENTS:

2.B.4 AA ProvostDept Champions: Provost Director OSL AVPFA -- NFO Director, FCETL DeansPerformance Indicators:Increased administrative support 2018-2019. Increase faculty participation in SL by 3% annually; grow the number of SL seats by 2%annually.

Strategy Description:2.B.4 Develop consistent parameters and practice for Service Learning and increase administrative support so that all facultymembers may more easily find, create, develop and incorporate service learning opportunities throughout curricula.Baseline (As Applicable):Staff size in AY 16/17

Number of seats in AY 16-17

Number of faculty participating in 2016/2017.

Target Goals:By 2025, increase faculty participation in SL by 18% and increase the number of SL sites by 12%.

Resources Needed:Increase financial support for faculty reassignments, staff monitoring and support.

18/19 Base Budget increased 1 staff position for Service Learning

Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.C Objective CObjective Description:Implement at least three programs that leverage technology to help faculty improve student learning and access.Champion Division: Academic Affairs

Business & FinancePerformance Indicators:Hire Director, Academic Technology AY19;Campus test of Canvas (LMS) Fall 2018; Create two new Technology Enhanced Active Learning Classrooms (AY 19)

Baseline:AY18 – one TEALC on campus;

Target Goals:Develop appropriate complement of TEALCs on campus in consultation with faculty, UEPC, Academic Space Planning Committee,and Academic Technology Committee (ad hoc)

Resources Needed:Director, Academic Technology (base funded):Compensation for LMS Test ($5,000);TEALC = $50,000/classroom


2.C.1 B&F OIT*, FDC and Faculty AffairsDept Champions: OIT*, FDC and Faculty AffairsPerformance Indicators:Tech Fair focus change to Faculty & tech 1. Number of faculty game cards 2. Sign-in sheets

Strategy Description:2.C.1 Create regular opportunities for professional development for faculty to use technology to support/enhance exploration of

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growth and change in teaching practices, that effectively leverage new tools available for teaching and learning.Baseline (As Applicable):Taking the number of faculty from 2017 Tech Fair, and this year (2018) begin using a sign-in sheet

Target Goals:10% increase

Resources Needed:Marketing material, coordinator staff time

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018/19

COMMENTS:

2.C.1 B&F OITDept Champions: Client Services, Learning ServicesPerformance Indicators:LinkedIn Learning and SumTotal (CSULearn) Measured through number of courses taken by Faculty

Strategy Description:2.C.1 Create regular opportunities for professional development for faculty to use technology to support/enhance exploration ofgrowth and change in teaching practices, that effectively leverage new tools available for teaching and learning.Baseline (As Applicable):The number of faculty that have used it in the Academic year 2017/18.

Target Goals:2% increase of faculty usage

Resources Needed:Marketing material, license costs


COMMENTS:

2.C.1 B&F OITDept Champions: Learning ServicesPerformance Indicators:TEALC training for faculty New Faculty trained %, existing Faculty trained %

Strategy Description:2.C.1 Create regular opportunities for professional development for faculty to use technology to support/enhance exploration ofgrowth and change in teaching practices, that effectively leverage new tools available for teaching and learning.Baseline (As Applicable):The number of faculty that have used it in the Academic year 2017/18.

Target Goals:10% increase in training each year

Resources Needed:ALC Pedogogy training consultant/conferences/trainings

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Annual Timeline: WIll start in 2018/19, and then measured against 2017/18

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COMMENTS:

2.C.1 B&F OITDept Champions: Information Services, Learning ServicesPerformance Indicators:Virtual and Augmented Reality (VR/AR) Space New Faculty trained %, existing Faculty trained %

Strategy Description:2.C.1 Create regular opportunities for professional development for faculty to use technology to support/enhance exploration ofgrowth and change in teaching practices, that effectively leverage new tools available for teaching and learning.Baseline (As Applicable):Opportunity doesn't exist yet.

Target Goals:Implement 1 new VR/AR space

Resources Needed:Funding to develop this opportunity.

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Fall 2020

COMMENTS:

2.C.1 B&F OITDept Champions: Information Services, Learning ServicesPerformance Indicators:Maker Space New Faculty trained %, existing Faculty trained %


Target Goals:Implement 1 new Maker Space

Resources Needed:Funding to develop this opportunity.


COMMENTS:

2.C.1 B&F OITDept Champions: FDC, OIT, AdobePerformance Indicators:Adobe Creative Suite licensesTrain 20 faculty on embedding Adobe technology into their curricula


Target Goals:20 trained faculty

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Resources Needed:Willing Faculty, Adobe Instructor, FDC Classroom


COMMENTS:

2.C.1 AADept Champions: Director, FCETL, OIT -- Academic Technology (new director)Performance Indicators:Create (done) a position description for Director of Academic Technology (DAT); Hire a Director for Academic Technology;FCETL hosts at least 2 faculty development events per semester focused on technology in support of learning

Strategy Description:2.C.1 Create regular opportunities for professional development for faculty to use technology to support/enhance exploration ofgrowth and change in teaching practices, that effectively leverage new tools available for teaching and learning.Baseline (As Applicable):Target Goals:45 faculty testing Canvas LMS Fall 2019 – provide recommendations; FCETL provide training for faculty teaching in TEALC AY19;increase number of PD opportunities.

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY19-20; 2018-2019

COMMENTS:

2.C.2 AA Faculty AffairsDept Champions: AVPFAPerformance Indicators:One (1) instructional designer already back in FDC; place second ID in FDC in AY19.

Strategy Description:2.C.2 Locate Instructional Designers in the Faculty Development Center so they are accessible to faculty to integrate technologyinto their teaching.Baseline (As Applicable):Target Goals:Ultimately have Director for Academic Technology located in the Faculty Development Center

Resources Needed:Requires additional space in FDC

Resources Utilized:Progress Towards Target Details:Progress:Timeline:One ID in FDC AY18; second in FDC AY19

COMMENTS:

2.C.2 B&F OITDept Champions: Learning ServicesPerformance Indicators:Number of Instructional Designers in FDC

Strategy Description:2.C.2 Locate Instructional Designers in the Faculty Development Center so they are accessible to faculty to integrate technology

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into their teaching.Baseline (As Applicable):Zero instructional designers in the FDC as of 2017/18

Target Goals:Place two instructional designers in FDC

Resources Needed:Physical office space

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Summer 2018

COMMENTS:

2.C.3 AA ProvostDept Champions: Provost, Deans, UEPC, ASPCPerformance Indicators:Second TEALC operational Fall 2019; In AY19 work with SPEMI/IR and faculty to assess TEALC and student learning; Annual surveyof faculty using TEALC classrooms

Strategy Description: 2.C.3 Evaluate success of Active Learning Classrooms and modify/increase adoption as warranted.Baseline (As Applicable):No baseline data

Target Goals:Collect data AY19 & 20; Share data with UEPC, ASPC other campus constituents; Annually assess success of TEALC and ALC;modify as needed

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY19 & 20

COMMENTS:

2.D Objective DObjective Description: Promote, support and celebrate faculty excellence.Champion Division: Academic Affairs

Business & FinancePerformance Indicators:Faculty Awards Dinner will be re-envisioned; afternoon award ceremony will become dinner; inclusion of lecturers and emeriti faculty;increased support for RSCA; increase programming in the Faculty Development Center; create last lecture opportunities for retiringfaculty; encourage more faculty IDEAS applications;

Baseline:Describe current faculty awards; $100,000 for RSCA grants; provide baseline FDC programming;

of faculty who submitted IDEAS applications in 17-18;

Number/Percentage of faculty who present at conferences each year;

Number/Percent who publish in peer reviewed journals each year;

average amount spent on development per faculty member per year

Target Goals:Establish goals by college/department/program

Resources Needed:

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$200,000 for RSCA; increase programming support provided to FDC by 10%; IDEAS funding = $50,000 UEE UEE FacultyDevelopment Funds ($200,000 per year)


2.D.1 AA ProvostDept Champions: Provost, AVPFA, Deans, FAC, Academic SenatePerformance Indicators:Academic Senate and Administration collaborate to create a campus specific tenure density plan by the end of AY19. Academic AffairsLeadership Team, through staffing process will identify hires that will increase tenure density in programs with the lowest tenuredensity. Work with Senate Ad Hoc Committee to develop pathways for qualified FTL to TT lines.

Strategy Description:2.D.1 Increase tenure density and percentage of tenure/tenure track faculty to part-time faculty from 60.7% to 70%.Baseline (As Applicable):Fall 2016:Tenure density baseline 60.7%

Target Goals:70% by 2025

Have Stan State Tenure Density Plan developed by end of AY19

Establish goals by program/department

Increase TT hires

Pathways by AY 20

Resources Needed:1. Increased base funding for additional TT faculty;7 in 17/18 1 in 18/19

18/19 Base Budget Request: $480,500 for 2 TT faculty positions + 2 staff positions (Stockton & OSL)

19/20 Base Budget Request = A. 7 new TT linesB. One Time Funds $150,000 for pathways


COMMENTS:

2.D.1 SPEMI IRDept Champions: IR, JovontePerformance Indicators:Strategy Description:2.D.1 Increase tenure density and percentage of tenure/tenure track faculty to part-time faculty from 60.7% to 70%.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.D.1 SPEMI IRDept Champions: IR, Jovonte

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Performance Indicators:Strategy Description:2.D.1 Increase tenure density and percentage of tenure/tenure track faculty to part-time faculty from 60.7% to 70%.Baseline (As Applicable):Fall 2017: 60.4%Fall 2018: 58.8%

Source: CSU Tenure Density and SFR Trends 2009-2018 report

Target Goals:Routinely participate in and disseminate and analyze results from the Delaware Study to Deans/depts

Resources Needed:Resources Utilized:Progress Towards Target Details:Delaware Study


COMMENTS:

2.D.2 AA ProvostDept Champions: Provost; Deans; AVPAA; AVFA; Deans; FacultyPerformance Indicators:Provide resources to support increased inter-disciplinary research in AY19; ORSP - create opporunities for faculty to discuss researchwith each other

Increase cross-disciplinary research by 2% annually. # of projects;

Establish process for CD teaching in AY 19;

Increase number of cross-disciplinary courses

Strategy Description: 2.D.2 Support cross-disciplinary and inter-disciplinary teaching and research projects.Baseline (As Applicable):2016-2017 data

Target Goals:By 2014-2025 increase CD research by 14%.

Increase CD offerings by 14%

Resources Needed:$50,000 to ORSP to create incentives for cross disciplinary research

Increased resources to support team-teaching; UEE Faculty Development Funds ($200,000 per year)

Join Black Doctoral Network

Resources Utilized:Done $50,000 to ORSP to create incentives for cross disciplinary research;

Done Increased resources to support team-teaching; UEE Faculty Development Funds ($200,000 per year)

Done Join Black Doctoral Network

Progress Towards Target Details:Progress:Timeline:Initiate 2021-2025

COMMENTS:

2.D.3 AA ProvostDept Champions: Provost, Academic Senate, AVPFA, Deans, FACPerformance Indicators:

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Provost will explore with Senate Executive Committee/Leaves & Awards Committee the possibility of creating a teaching scholaraward;

Strategy Description:2.D.3 Explore creating teaching scholar awards to support faculty’s focused time intensively studying and implementing bestpractices into their teaching intensively studying and implementing best practices into their teaching pedagogies.Baseline (As Applicable):No baseline

Target Goals:In collaboration with Academic Senate/LAC, create TS Awards (summer reassignments)

Resources Needed:Funding for summer reassignments to allow faculty time to work on projects

$7000 x 7 = $49,000 annually


COMMENTS:

2.D.4 SPEMI IRDept Champions: IR, JovontePerformance Indicators:Strategy Description: 2.D.4 Maintain low student to faculty ratios and class size necessary for transformational learning.Baseline (As Applicable):Target Goals:Routinely participate in and disseminate and analyze results from the Delaware Study to Deans/depts

Create/maintain the Course Enrollment Trends interactive report, the Academic Unit Profile (AUP) and the Course FTES FTEFDashboard


Progress:Timeline:2017-18: Implemented the Academic Unit Profile (AUP)

2018-19: Implemented the Course Enrollment trends report to track SFR and avg class size; implemented the Course FTES FTEFDashboard

COMMENTS:

2.D.4 AA ProvostDept Champions: Provost, Deans, FacilitiesPerformance Indicators:On-going; this ratio is primarily already limited due to size of classrooms;

Strategy Description: 2.D.4 Maintain low student to faculty ratios and class size necessary for transformational learning.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:

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COMMENTS:

2.D.5 AA ProvostDept Champions: Provost, Deans, FCETLPerformance Indicators:On-going priority;In 2018-2019, AA will increase RSCA from $100,000 to $200,000 annually; deans and provost will work to increase PD funding by 2%annually.

Strategy Description: 2.D.5 Support professional development opportunities for tenured/tenure track faculty members annually.Baseline (As Applicable):2016-2017

Target Goals:Increase funding for PD by 2% annually beginning AY19; Increase PD offerings in FCETL by 2% annually; Increase RSCA to $250,000by 2025

Resources Needed:Cost recovery and additional $20,000/annually to FCETL

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Begin 2018-2019

COMMENTS:

2.D.6 AA Provost/AVPFADept Champions: Provost, AVPFA, Deans, FACPerformance Indicators:Provosts, AVP for FA, and Deans in collaboration with SEC and FAC will create a committee; Report AALT & Faculty AffairsCommittee

Strategy Description:2.D.6 Create a commission to examine faculty workload and provide recommendations for how to create equitable, reasonableworkloads.Baseline (As Applicable):2016-2017 workload average

Target Goals:Recommendation submitted to Provost by 2022;

Resources Needed:Might require hiring an outside facilitator; Implementation of recommendation may require resources to cover PT/FT lecturers


COMMENTS:

2.D.7 B&F OITDept Champions:OIT, FDC, Faculty Affairs OIT Client Services, OIT Learning Services, HR, FDC, Event Services, and ASI/USU OIT, AcademicAffairs, FDCPerformance Indicators:ADA mixer at FDC to celebrate ATI; Track number and location of ADA/Accessibility events and sessions on campus. Track numberand demographics of attendees to ADA/ATI events.

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).

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Baseline (As Applicable):Zero ADA events on campus in 2017/18

Target Goals:Annual ADA/ATI mixer at FDC for champions and allies. Annual representation at OIT Tech Fair, Annual workshops in ADA/ATI topicsfor students, staff, and faculty.

Resources Needed:Budget for marketing, catering, staff resources for event planning and coordinationstaff, marketing, lobby space


COMMENTS:

2.D.7 AA Provost, DeansDept Champions: Provost, DeansPerformance Indicators:Computer refresh completed; Conduct inventory of software in AA; Explore LMS;

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):Target Goals:Three year process to upgrade all faculty computers completed. Approximately 40 classroom upgrades; 2 TEALC classrooms;

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY19

COMMENTS:

2.D.7 B&F OITDept Champions: OIT Client Services, OIT Learning Services, FDC, Faculty AffairsPerformance Indicators:Individual assistance for faculty at Tech Support Desk; Service log indicates who assisted faculty and for what service. Track staff vsstudent assistant service. Add indicator to show service in L151. Designate location in L151 for faculty support.

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):Zero tech support located in FDC as of 2017/18

Target Goals:20% of F/T staff position designated for service in FDC. Space in FDC identified. Eight hours per week designated for FDC.

Resources Needed:Development/training time and budget to develop a superuser for training and support of faculty.


COMMENTS:

2.D.7 B&F OIT

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Dept Champions: OIT, Academic Affairs, FDCPerformance Indicators:Mobile Desktop/classroom support in academic buildings; # of faculty utilizing mobile support

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):None exists

Target Goals:Support personnel stationed in academic building one day a week for entire academic year

Resources Needed:Assigned F/T Tech Support Staff to work with faculty

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2019/2020 academic year

COMMENTS:

2.D.7 B&F OITDept Champions:Performance Indicators:New faculty desktop/laptop computers; # of computers deployed to faculty

Adobe Creative Suite licenses; # of faculty licenses assigned/used/activated.

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):Group, Got to check the past inventory...

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018/19

COMMENTS:

2.D.7 B&F OITDept Champions: Learning ServicesPerformance Indicators:Identify staff resources for providing support and instruction on creating accessible digital content, instructional methods, andmaterials; Number of workshops/One-on-One sessions. Training materials and tutorials are evaluated and measured to show annualincrease.

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):Job descriptions include percentage of time for accessibility support. Staff resources are assigned to OIT for accessibility support.

Target Goals:50% of F/T staff position designated for assessibility and available for faculty support.

Resources Needed:P/T Support Staff or partial assignment of f/T staff.


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Progress:Timeline:2018/19

COMMENTS:

2.D.7 B&F OITDept Champions: Client ServicesPerformance Indicators:Faculty focused Support Services and space to provide services; Space assigned for faculty tech support in FDC and time allotmentfor services

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):Zero tech support located in FDC as of 2017/18

Target Goals:20% of F/T staff position designated for service in FDC. Space in FDC identified. Eight hours per week designated for FDC.

Resources Needed:F/TTech Support Staff


COMMENTS:

2.D.7 B&F OITDept Champions: OIT, Enrollment Services, GREAT Advising Practices WorkgroupPerformance Indicators:Expand use of Paperless to provide workflow to ease overhead of basic administrative tasks; Number of Paperless

Strategy Description:2.D.7 Expand basic administrative and technological support for faculty (e.g., updated computers, software, adequate office space).Baseline (As Applicable):Most administrative tasks are paper based currently.

Target Goals:Develop 3 workflows that are used by Faculty that replace a paper based process

Resources Needed:Enrollment Services Analyst resources, and possible policies review by UEPC of certain workflows


COMMENTS:

2.D.8 AADept Champions: Academic Senate, PCDIPerformance Indicators:Strategy Description:2.D.8 Create an annual award that recognizes a faculty member who promotes diversity, inclusion, equity and/or social justice(Academic Senate and the President’s Commission on Diversity and Inclusion).Baseline (As Applicable):Target Goals:Resources Needed:

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2.E Objective EObjective Description: Champion diversity and inclusion in all that we do as a campus community.Champion Division: Academic Affairs

Business & FinanceHuman ResourcesSPEMIStudent AffairsUniversity Advancement

Performance Indicators:Annually increase diversity of faculty by 6%; increase recruitment efforts; increase retention by 6% each year; address findings of2017-2018 Campus Climate Survey

Provide and support at least 2 diversity training opportunities for faculty. 2016-2017 offering them ECET2 and other campusconferences

Reassess AAP plan and statistics

Baseline:Describe faculty diversity in 16-17

Target Goals:Defined by campus Diversity Plan; Increase diversity of faculty at least 6% annually.

Resources Needed:Increase funding for marketing/recruitment of diverse faculty candidates (30,000);

Create pool of base funding to support cluster hires


2.E.1 AA ProvostDept Champions: Provost, AVPFA, Deans, FacultyPerformance Indicators:Pull institutional reports for this data; Improve diversity among faculty by 6% at least annually

Strategy Description:2.E.1 Create and sustain a diverse campus community through recruitment, hiring, and retention of underrepresented faculty andstaff, and enrollment, retention and graduation of underrepresented students (e.g. competitive salaries).Baseline (As Applicable):Baseline 2016-2017

Target Goals:Improve diversity of faculty by 12%.

Retention of diverse faculty

Define a 6% annual improvement in faculty diversity as a 6% annual increase in the combined aggregate of underrepresentedcategories (women, non-white).

Resources Needed:Increase one-time funding to support outreach faculty/staff

Increase base funding for TT faculty

Support expanded NFOs

Resources Utilized:Progress Towards Target Details:Job Postings: Inside Higher Ed, Higher Ed Jobs, Chronicle of Higher Ed

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COMMENTS:

2.E.1 SPEMI Institutional ResearchDept Champions: IR, Jovonte WillisPerformance Indicators:Strategy Description:2.E.1 Create and sustain a diverse campus community through recruitment, hiring, and retention of underrepresented faculty andstaff, and enrollment, retention and graduation of underrepresented students (e.g. competitive salaries).Baseline (As Applicable):Target Goals:Create/maintain dashboards containing staff/faculty headcounts, student enrollment, retention and graduation rates, and degreecompletion by ethnicity/URM status, gender, etc.

Resources Needed:Resources Utilized:Progress Towards Target Details:Implemented the Retention and Graduation Rate Dashboard; the Student Success report; Faculty and Staff trends report


2.E.1 HR RecruitmentDept Champions: Recruitment: M. Clark, R. TemplePerformance Indicators:Increased diversity of applicant pools and hires

Reassess and use data from AAP to track progress

Create sense of inclusion and assess by regular surveys for feedback

Strategy Description:2.E.1 Create and sustain a diverse campus community through recruitment, hiring, and retention of underrepresented faculty andstaff, and enrollment, retention and graduation of underrepresented students (e.g. competitive salaries).Baseline (As Applicable):Target Goals:Resources Needed:Support expanded onboard and networking

Resources Utilized:Progress Towards Target Details:Ensure Diverse Search Committees

Mandatory Search Committee Training


2.E.1 SADept Champions: HousingPerformance Indicators:Strategy Description:2.E.1 Create and sustain a diverse campus community through recruitment, hiring, and retention of underrepresented faculty andstaff, and enrollment, retention and graduation of underrepresented students (e.g. competitive salaries).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

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IP - Student Affairs instituted a new recruiting procedure division-wide that will result in a more diverse pool of candidates.

Housing integrated mission, vision and values into hiring processes to inform candidates of philosophy and culture.

Housing completed conversations about workplace culture; ideal supervisory styles.

Housing encourages a culture of self-care, including inclusion of Self-Care Plans in all staff performance evaluations effective Summer 2019.

Housing issued two surveys to staff to inquire about (1) quality of offered training and (2) preferred style and training delivery.

Student Affairs provided funding for staff to attend professional conferences and facilitated team sharing of knowledge gained.

Student Affairs and Housing held several facilitator led training focused on diversity and inclusion to educate and empower team.


2.E.2 SADept Champions:Performance Indicators:Strategy Description:2.E.2 Develop and broaden curriculum that reflects diversity, equity, inclusion, and social justice in all academic disciplines andthrough the General Education Program (GE Goal 3; Baccalaureate Learning Goals 4 and 5).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:In partnership with Ethnic Studies developed a new social justice LLC launching Fall 2019. Connected to two courses.

Part of the new First Gen Fridays Program, will be including the Coalition for Diverse Educators to present their WOKEshop.


2.E.2 AA Provost, UEPC - GE subDept Champions: Provost, Deans, Faculty, UEPC - GE subPerformance Indicators:Strategy Description:2.E.2 Develop and broaden curriculum that reflects diversity, equity, inclusion, and social justice in all academic disciplines andthrough the General Education Program (GE Goal 3; Baccalaureate Learning Goals 4 and 5).Baseline (As Applicable):2016-2017

Target Goals:Continue to support multicultural requirement (through UEPC and GE sub); Include discusion of this priority in APR process

Resources Needed:Professional development funds

Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY21; 2019-2025

COMMENTS:

2.E.3 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA 1. See KPI # # Tell Stan State Story

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Strategy Description:2.E.3 Create a campus culture that welcomes, supports, includes and values all campus community members. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.E.3 SA Diversity CenterDept Champions:Collaborators: Housing , SRC, PCS, Learning Commons (Tutoring Center), ASI, USU, Health Center, DRS, CPDCPerformance Indicators:Climate improves over �me

Strategy Description:2.E.3 Create a campus culture that welcomes, supports, includes and values all campus community members. Baseline (As Applicable):None

Target Goals:Resources Needed:Climate survey instrument in collabora�on with HR

Resources Utilized:Progress Towards Target Details:IP – Hired a Director for the Diversity Center, a Dreamer’s Project Coordinator, and are searching for a Males of Color Program Coordinator, to expand our

programming and create a welcoming and inclusive campus community.

In 2018/19, offered 195 events in the Diversity Center for 2,590 student, staff, and faculty.

Housing implemented flipped classroom model for RA and PAL training enabling a more engaged and practice-oriented model. Based on student employee

feedback of wanting to practice learning before direct engagement with their student populations.

Housing integrated mission, vision and values into hiring processes and facilitated conversation about understanding the intersection of personal and

organizational values.

In fall 2019, Housing will launch revised roommate agreement process to broaden the scope and encourage student reflection and engagement in the process.

Housing revised the fall 2018 and spring 2019 Welcome Activities to incorporate “Meet your Neighbors” and “In the Neighborhood” nights. Spring 2018 installed

outdoor tables in the first year community to outdoor gathering space.

HEP-Peer Health Educators annual training includes review of the American Health Association's Cultural Competency Statement and PHEs spend time in

reflection & discussion on this topic. PHEs are also educated on social justice and equity in health promotion.

HEP-professional staff completed trainings focusing on diversity, equity and inclusion. A few of the trainings included:

*Mental Health First Aid

*Psychological First Aid

*Gender Affirming Therapist-Meet the Needs of Trans College Students

*Social Justice Practices & Health Promotion

HEP-participates in the Campus LGBTQ+ Community Fair and have supported the Transcend/Transverse Conference with funding support.

PCS Staff to complete and discuss online training course in “Multicultural Awareness & Diversity: Strategies to Improve Client Rapport & Cultural

Competence” for 6 CEUs

PCS “Women of Color Support Group”

LGBTQ Counseling Group

PCS will collaborate with Dreamers Project for “Know Your Rights” workshop and other workshops to be developed

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NI- The Learning Commons is moving towards redesigning their mission and vision to align our services to reflect a cultural of care for student creating an

environment for all students.

We will be redesigning our student assistant training program to integrate components of cultural competence to create learning environment that supports equity

and inclusion for students.

CPDC team par�cipated in a NACE Unconscious Bias Webinar Spring 19 and a�ended the Undocumentad Ally training and Diversity & Inclusion training.


COMMENTS:

2.E.4 SA Diversity CenterDept Champions: Collaborators: SRC, Health Center, SLD, DRS, PCSPerformance Indicators:Create a Social Justice Living Learning Community in Housing in partnership with Housing and Ethnic Studies.

Strategy Description:2.E.4 Build community partnerships and increase outreach, collaboration, and communication between the University andunderrepresented and diverse groups from the local and regional communities. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP – With two (2) new staff positions in the Diversity Center, the Dreamers Project Coordinator (in place) and the Males of Color Program Coordinator (currently

searching), Student Affairs is building partnerships with various community organizations, conducting outreach and programming to under-represented and

diverse student populations and providing information and training to campus staff and faculty, such as the Undocumented Ally Training.

In spring 2019, Housing held focus groups with Latinx and Black/African American Students (April). They also partnered with DRS to get session transcripts and

imbedded demographic data about participants.

Housing is launching new Social Justice Living Learning Community in fall 2019, in partnership with Ethnic Studies. It includes the creation of a brand new

course to be offered in spring.

To further support differently abled students, the DRS office has formed a partnership with the Department of Rehabilitation, Center for Independent Living

(DRAIL), and COVE center for the visually impaired.

CPDC presents to diversity student organizations upon request. Staff member on the Central Valley Hispanic Chamber of Commerce and the Chicano/Latina Faculty &

Staff Association.

PCS to implement monthly “focus group” outreach program to diverse student groups and organiza�o


COMMENTS:

2.E.4 SPEMI Institutional ResearchDept Champions: IR, Jovonte WillisPerformance Indicators:Strategy Description:2.E.4 Build community partnerships and increase outreach, collaboration, and communication between the University andunderrepresented and diverse groups from the local and regional communities. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

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2.E.4 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development: 1. Increase number of gifts from diverse populations and organizations.

Strategy Description:2.E.4 Build community partnerships and increase outreach, collaboration, and communication between the University andunderrepresented and diverse groups from the local and regional communities. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.E.4 UA OperationsDept Champions: Operations: M. HartsfieldPerformance Indicators:Operations: 1. Explore database capabilities and tracking (e.g., coding of minority-owed businesses)


2.E.4 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPI #1 Tell Stan State Story; 22. See KPI #2 Energize University brand


2.E.4 SPEMI Admissions/Outreach/Financial AidDept Champions: AOS/Financial Aid, Noelia GonzalezPerformance Indicators:# of participantsSurvey assessment

Strategy Description:3.E.4 Create a process by which students, faculty, and staff, can share their best ideas with the campus community.

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Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:AOS and Fin Aid hold workshops and conferences for community. CLYC, Fin Aid Workshop, Parent Aid workshops, PIQE


2.E.4 SPEMI Institutional ResearchDept Champions: IR, Jovonte WillisPerformance Indicators:Strategy Description:2.E.4 Build community partnerships and increase outreach, collaboration, and communication between the University andunderrepresented and diverse groups from the local and regional communities. Baseline (As Applicable):Target Goals:Create/maintain specialized dashboards

Resources Needed:Resources Utilized:Progress Towards Target Details:2017-18: Implemented the Enrollment Dashboard and Student Success Dashboard

Progress:Timeline:2017-18: Implemented the Enrollment Dashboard and Student Success Dashboard

COMMENTS:

2.E.5 AADept Champions: Deans, AVPFAPerformance Indicators:Strategy Description:2.E.5 Provide education and oversight for search committees that ensures appropriate recruitment and hiring procedures arefollowed, and that diverse candidates make it through the search process.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.E.5 AA Faculty AffairsDept Champions: Deans, AVPFAPerformance Indicators:Currently provided and ongoing; Search Committee Training includes information and support for best practices to assure diversity ofapplication pools and search finalists

Strategy Description:2.E.5 Provide education and oversight for search committees that ensures appropriate recruitment and hiring procedures arefollowed, and that diverse candidates make it through the search process.Baseline (As Applicable):2016-2017 training

Target Goals:Every search committee in AA will participate in training.

Resources Needed:

7/26/2019 Planning


Resources Utilized:Progress Towards Target Details:Progress:Timeline:2017-2018 forward;

COMMENTS:

2.E.5 HR RecruitmentDept Champions: Recruitment: V. TaylorPerformance Indicators:Number of search committees trained

AAP statistics

Strategy Description:2.E.5 Provide education and oversight for search committees that ensures appropriate recruitment and hiring procedures arefollowed, and that diverse candidates make it through the search process.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Mandatory Search Committee Training / Professional Development


2.E.6 AADept Champions: All of Academic Affairs, FDC, Untenured Faculty Organization, FCTELPerformance Indicators:In collaboration with Academic Senate, Department Chairs and Deans, Untenured Faculty Organization and Director of FCETLdevelop mentoring programs; Implement mentoring programs AY20

Strategy Description: 2.E.6 Develop mentoring programs that retain women and underrepresented minorities on campus. Baseline (As Applicable):Target Goals:Implement mentoring programs for women and URM faculty by AY20; maintain mentoring programs ongoing; assess/evaluatementoring programs

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY20 forward

COMMENTS:

2.E.6 President's OfficeDept Champions: E. Junn, N. Palomino, Women's Campus, Connection Steering CommitteePerformance Indicators:# of attendees at Women's Campus Connection events

Strategy Description: 2.E.6 Develop mentoring programs that retain women and underrepresented minorities on campus. Baseline (As Applicable):None exists.

Target Goals:Increase of 5% each year of new attendees. Meet four times a year.

Resources Needed:Staff/Admin. Time Marketing Facilities Charges Speaker Travel

7/26/2019 Planning


Resources Utilized:Chartwells Collaboration

Progress Towards Target Details:Meetings Held: 4/24/18, 11/30/18

Progress: OngoingTimeline:Annually; Meet three times per year.

COMMENTS:

2.E.6 HRDept Champions: M. Clark, K. McfieldPerformance Indicators:Strategy Description: 2.E.6 Develop mentoring programs that retain women and underrepresented minorities on campus. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Develop Mentoring Program


2.E.7 VPSADept Champions: Collaborators: Housing , SRC, SLD, ASC, CPDCPerformance Indicators:Strategy Description: 2.E.7 Build on our status as a Hispanic Serving Institution.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP -

CPDC & ASC offered a HACU Intern Alumni Panel to increase interest and applications for the HACU internship program Fall 18.

HACU opportunities are shared through the Gradleaders platform (HIREStanState)

Director of CPDC served on the HACU scholarship review committee Spring 19

In the future, ASC would like to apply for Examples of Excelencia for our work in serving La�nx students.


2.F Objective FObjective Description:Create three or more new university processes and practices that support increased research, scholarship and creative activities(RSCA).Champion Division: Academic AffairsPerformance Indicators:Increased funding for RSCA (from $100,000 to $200,000); provide resources to support grant-writing; increase support in ORSP;

Use PRJs and external funding as metrics

Baseline:Provide RSCA information for 2016-2017

Target Goals:

7/26/2019 Planning


Increase RSCA funding by $200,000 and applications by 15%; increase amount of individuals grant from $10,000-20,000 (based onconsultation with LAC; hire a new position in ORSP to support increased RSCA;

Resources Needed:$350,000 (total) in RSCA funding;$200,000 RSCA grants;$50,000 to support grant-writing;$100,000 for new ORSP position (salary and benefits) UEE Faculty Development Funds ($200,000 per year)


2.F.1 AA ProvostDept Champions: Provost, ORSP, DeansPerformance Indicators:Increase RSCA funds from $100,000 to $200,000 in AY 19; Commit $50,000 to support interdisciplinary research and grantapplications in AY19, and onward; Semi-annually request additional base funding for RSCA/ORSP.# of faculty applying for external grants

# Research grants submitted. $ received in funding, or % approved

Strategy Description:2.F.1 Expand support of the ORSP to promote excellence in Research, Scholarship, and Creative Activity (RSCA) among studentsand faculty, as well as to assist faculty with grant writing.Baseline (As Applicable):Baseline data –RSCA 2016-2017

# of external grand apps in AY 16-17# of faculty applying for external grants

Target Goals:Secure at least $300,000 in base funding for RSCA activity.

Resources Needed:Increased base and one-time funding;

20/21 Potential Base Budget Request: $100,000 for new ORSP staff person

20/21 Base Budget Request for $75,000 for new faculty start up costs


COMMENTS:

2.F.2 AA ORSPDept Champions: ORSP, DeansPerformance Indicators:Increase # of events on campus focused on providing faculty with opportunities to connect with other faculty members across thecampus and discuss possible teaching and research interests. Example: ORSP sponsored event in Sp 2019.

Strategy Description:2.F.2 Create ways for faculty to regularly interact with each other and learn about the types of research being conducted acrosscampus.Baseline (As Applicable):No baseline data; 2016-2017

Target Goals:Annually commit to hosting at least 3-5 opportunities for faculty to interact with each other and learn about colleagues' RSCA interests;Increased number of events.

Resources Needed:Resources Utilized:

7/26/2019 Planning


Progress Towards Target Details:Progress:Timeline:2020-2021; 2018-2019

COMMENTS:

2.F.3 AA Provost, ORSPDept Champions: ORSP, Provost, Faculty, Deans,CEGEPerformance Indicators:$50,000 to ORSP to support interdisciplinary RSCA; Increased # of interdisciplinary research projects;

Strategy Description:2.F.3 Encourage and support increased interdisciplinary RSCA, and connect that work to efforts to expand HIPs, and curriculumdevelopment.Baseline (As Applicable):No baseline data; 2016-2017

Target Goals:Annually support ORSP to increase Interdisciplinary research across campus; Increase interdisciplinary research grant submissions by5% annually

Resources Needed:Increased base and one-time funding; $50,000 research seed money and training (PD) resources

Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY 19; 2019-2021

COMMENTS:

2.F.4 AA ProvostDept Champions: Provost, DeansPerformance Indicators:Strategy Description:2.F.4 Collaborate with University Advancement to develop and strengthen philanthropic resources to support RSCA, teaching andpublic service.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY20

COMMENTS:

2.F.4 UA Development/OperationsDept Champions: Development & Operations, M. Hartsfield, J. GeikenPerformance Indicators:Development & Operations:1. Increase in funding activity for RSCA.

Strategy Description:2.F.4 Collaborate with University Advancement to develop and strengthen philanthropic resources to support RSCA, teaching andpublic service.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:

7/26/2019 Planning


Progress Towards Target Details:Progress:Timeline:COMMENTS:

2.F.4 SPEMI, IRDept Champions: Gitanjali Kaul, Jovonte WillisPerformance Indicators:Strategy Description:2.F.4 Collaborate with University Advancement to develop and strengthen philanthropic resources to support RSCA, teaching andpublic service.Baseline (As Applicable):Target Goals:Highlight Stan State’s graduate programs – Graduate Studies section included in the 2018 Book of Trends

Create/maintain dashboards focusing on graduate enrollment and retention/graduation rates

Resources Needed:Resources Utilized:Progress Towards Target Details:2018: 1st edition of the Book of Trends published

2019: Implemented the Graduate Students Retention and Graduation Rates Dashboard

Progress:Timeline:2018: 1st edition of the Book of Trends published

2019: Implemented the Graduate Students Retention and Graduation Rates Dashboard

COMMENTS:

2.F.5 AA AVPDept Champions: AVPAA, Grad Prog Directors, UEPC, Deans, GE Director, Grad CouncilPerformance Indicators:Increase administrative support for CEGE;

Ongoing communication with Grad Council regarding Graduate Dean

Strategy Description: 2.F.5 Renew university focus on Graduate Education.Baseline (As Applicable):Target Goals:Increase administrative support for CEGE.Ongoing communication with Grad Council re: Graduate Dean; Hire Dean by 2012

Resources Needed:Increased base and one-time funding for dean, administrative support, and operating expenses.

Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY19

COMMENTS:

3 Goal 3: Boldly pursue innovation and creativity.

3.A Objective AObjective Description:Focus the campus on building a visionary future that will promote innovation and entrepreneurial initiatives, information technology,data informed decision-making, comparisons with other institutions; and build at least four new high quality programs, includingcutting edge interdisciplinary programs.Champion Division: Business & Finance

SPEMI

7/26/2019 Planning


University AdvancementPerformance Indicators:Consider creation of following new programs:

MS in Public Health or Health Science Management;MS in Nursing (SC);MS in Business Analytics

See EAB Marketing Research Reports: Market Demand for Master's Level Public Health Program (2018); New and ExistingOpportunities for the Stockton Center (2018); Graduate Level Programs Opportunities (2017)

Baseline:Target Goals:Resources Needed:New FacultyEquipmentTechnology


3.A.1 AADept Champions: Academic AffairsPerformance Indicators:Used data during NSO in Summer 2018; Use of Delaware Study, ICLM, department dashboards in decision- making AY 18 onward.

Strategy Description:3.A.1 Use data in campus information systems to improve enrollment and student success initiatives at both the undergraduate andgraduate level.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.A.1 SPEMIDept Champions: Gitanjali/Lisa/ Noelia/JovontePerformance Indicators:# of stakeholders on mailing list# of questions, comments, corrections, suggestions, future requests

Strategy Description:3.A.1 Use data in campus information systems to improve enrollment and student success initiatives at both the undergraduate andgraduate level.Baseline (As Applicable):2018

Target Goals:Continue data-informed decision making to promote enrollment management

Publish the Book of Trends

Create/maintain various dashboards that tell the campus story in numbers and examines trends

Resources Needed:Resources Utilized:Progress Towards Target Details:1st edition of the Book of Trends published

Implemented a variety of dashboards

7/26/2019 Planning


Progress:Timeline:2018

COMMENTS:

3.A.1 SA ASCDept Champions: ASCPerformance Indicators:Regular use of data to inform proactive advising and track academic progress.

Strategy Description:3.A.1 Use data in campus information systems to improve enrollment and student success initiatives at both the undergraduate andgraduate level.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP – ASC and Enrollment Services developed a query to run after NSOs used to check on math enrollment. ASC identified two dashboards that track academic

progress and is working with IEA on data validation.

Housing set up multiple dashboards with IEA and working with IEA through monthly meetings to implement addition reports and dashboards. One such board is

a predictive student success dashboard based on identified risk factors.

Housing set up reporting tools in Maxient and StarRez.

SSS regularly uses campus data to determine student eligibility, track student progress, and compile reports.


COMMENTS:

3.A.2 President's OfficeDept Champions: Ellen, Gitanjali, MichelePerformance Indicators:Identify and appoint President's Community Ambassador Council (PCAC) Members.

Strategy Description:3.A.2 Develop a think-tank of individuals comprised of campus, community, and business leaders to develop public and privateentrepreneurial activities that support the strategic plan and the community.Baseline (As Applicable):N/A

Target Goals:3 Meetings Per Year (Fall, Spring and Summer)

Resources Needed:Admin./Staff Time Budget for hosting meetings.

Resources Utilized:Admin., staff and member time.

Progress Towards Target Details:Semester analysis of membership.

Progress: OngoingTimeline:Annually

COMMENTS:

3.A.2 AA ProvostDept Champions: Provost, Deans

7/26/2019 Planning


Performance Indicators:possible/not possible

Strategy Description:3.A.2 Develop a think-tank of individuals comprised of campus, community, and business leaders to develop public and privateentrepreneurial activities that support the strategic plan and the community.Baseline (As Applicable):Target Goals:Resources Needed:FacultyMarketing

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2022

COMMENTS:

3.A.2 SPEMIDept Champions: GitanjaliPerformance Indicators:Strategy Description:3.A.2 Develop a think-tank of individuals comprised of campus, community, and business leaders to develop public and privateentrepreneurial activities that support the strategic plan and the community.Baseline (As Applicable):Not done; in future (2019-20)

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Work w Ellen’s CPAC Council of Community Ambassadors to do this.


COMMENTS:

3.A.3 AA College of Business AdminDept Champions: Dean CBAPerformance Indicators:Strategy Description:3.A.3 Develop a speaker series to support public and private entrepreneurial activity on campus that promotes best practices andinnovation from peer institutions. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2021

COMMENTS:

3.A.3 UA DevelopmentDept Champions: Development; M. Lahti/J. GeikenPerformance Indicators:

7/26/2019 Planning


Development:1. Secure Annual and Sustained Funding for Champions of the American Dream2. Secure Annual and Sustained Funding for Executive Speaker Series

Strategy Description:3.A.3 Develop a speaker series to support public and private entrepreneurial activity on campus that promotes best practices andinnovation from peer institutions. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.A.4 B & F OITDept Champions: OIT, StocktonPerformance Indicators:Tele-presence based support center for distributed access from all campus buildings; Number of Tele-presence devices available forsupport

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):Zero in 2017

Target Goals:3 Tele-Presence based devices available

Resources Needed:Telepresence robot grant already acquired, staff time


COMMENTS:

3.A.4 B&F OIT - Information SecurityDept Champions: OIT - Information SecurityPerformance Indicators:CoFense for phishing training playbooks; CoFense feature use count

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):2

Target Goals:2 events per yearprioritized list of buildings

Resources Needed:Staff time


COMMENTS:

7/26/2019 Planning


3.A.4 B & F OITDept Champions: OITPerformance Indicators:Create innovation by sponsoring or co-hosting technology related events that spark innovation in technology (ie: Hackathons, MakersFair, Tech Fair, Conferences, etc).; Number of Technology events offered per year

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):2017 events

Target Goals:2 events per yearprioritized list of buildings

Resources Needed:Event budget, promotional materials

Resources Utilized:Progress Towards Target Details:Progress:Timeline:annually until 2023

COMMENTS:

3.A.4 B & F OITDept Champions: OIT Technical ServicesPerformance Indicators:Fiber cable plant resiliency; # of buildings with redundant connectivity

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):2

Target Goals:1. life & safety; 2. operations; 3. academic; 4. recreational

Resources Needed:Staff project management; contractor & cable funding


COMMENTS:

3.A.4 B&F OIT - Technical Services, Facilities, CODept Champions: OIT - Technical Services, Facilities, COPerformance Indicators:OUTDOOR wifi, campus-wide that provides needed capacity; Number of Outdoor Wireless Access points

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):Zero currently

Target Goals:Add 5 outdoor AP's per year

Resources Needed:Power & network to exterior building locations, outdoor wireless access points, Facilities personnel, Technical Services staff


7/26/2019 Planning



COMMENTS:

3.A.4 B & F OITDept Champions: OITPerformance Indicators:Invest in Cloud based digital transformation projects that focus on cloud-ready applications; % of Applications that are Cloud based

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):10% of our applications are currently Cloud based

Target Goals:10 - 20% increase in cloud based applications per year

Resources Needed:Cloud computing accounting staff, Cloud consumption budget


COMMENTS:

3.A.4 B&F OIT - Technical Services, Facilities, CODept Champions: OIT - Technical Services, Facilities, COPerformance Indicators:Improve INDOOR wifi coverage AND Capacity; Number of Indoor Wireless Access Points

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):35-40% coverage, 50% capacity

Target Goals:100% coverage, 100% capacity

Resources Needed:Power & network to exterior building locations, outdoor wireless access points, Facilities personnel, Techical Services staff


COMMENTS:

3.A.4 B & F OITDept Champions: OITPerformance Indicators:Continue with Classroom tech upgrades; Number of Classrooms upgraded per year.

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):Approximately 40 of 100 classrooms have been upgraded as of Fall 2018.

Target Goals:Upgrade 20 classrooms per year

Resources Needed:

7/26/2019 Planning


Funding for the cost of equipment and classroom staff to perform upgrades


COMMENTS:

3.A.4 B&F University Police, Facilities, OITDept Champions: University Police; Facilities Services; Information/TechnologyPerformance Indicators:Replace emergency blue light system with current technology that includes outdoor public address system, video surveillance, and Wi-Fi access.

Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):Target Goals:Resources Needed:Project management; funding

Resources Utilized:Progress Towards Target Details:In Progress – Initial planning meetings have begun.


COMMENTS:

3.A.4 SA HousingDept Champions: HousingPerformance Indicators:Strategy Description: 3.A.4 Increase investments in information technology.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Housing partnered with OIT to launch an internet improvement project for Housing Summer 2019. Utilized resident use data to inform implementation, including

tracking of use type (e.g. streaming, gaming, general use).

Housing identified five (5) year equipment replacement cycle

Housing is migra�ng StarRez to PortalX to increase efficiencies and access to informa�on.


3.A.5 AA Provost/AVPDept Champions: Provost, Deans, AVPAA, Curriculum Specialist, Assessment SpecialistPerformance Indicators:Strategy Description: 3.A.5 Review and update Academic Master Plan in connection to this strategic plan.Baseline (As Applicable):2016-2017

Target Goals:Continue review and update annually

Resources Needed:Resources Utilized:

7/26/2019 Planning


Progress Towards Target Details:Progress:Timeline:2017-2025

COMMENTS:

3.B Objective BObjective Description:Develop four new academic pathways and programs (e.g., undergraduate as well as graduate, interdisciplinary) that are responsiveto community needs and that prepare students for a dynamic workplace with emergent new professions.Champion Division: Academic AffairsPerformance Indicators:Explore feasibility of creating interdisciplinary Public Health/Health Science Management graduate degree.

Market surveys required for new programs

# of programs and # students enrolled/graduated

Baseline:Target Goals:By beginning of Fall 2020, Academic Affairs Leadership Team (PAC) decide whether to create new graduate degree in public health.

Health Science Management or other health-related degrees

Resources Needed:Estimate:New Faculty Members (3)New Staff Member (1)Marketing = $5000O&E = $10,000Computers/Equipment = $40,000


3.B.1 AA UEIEDept Champions: UEIE, DeanPerformance Indicators:Increased number of certificates; enrollment in certificates;

Strategy Description:3.B.1 Expand the number and variety of certificates offered to our students and success initiatives at both the undergraduate andgraduate level.Baseline (As Applicable):2016-2017

Target Goals:UEIE will add at least 1 new certificate bi-annually


COMMENTS:

3.B.2 AA UEIEDept Champions: UEIE, Provost, DeansPerformance Indicators:Create 1 fully online baccalaureate completion program.

Strategy Description: 3.B.2 Explore the possibility of developing a fully online baccalaureate completion program.

7/26/2019 Planning


Baseline (As Applicable):2016-2017

Target Goals:Create at least 1 fully online BCP

Resources Needed:Faculty - new TTMarketing resources Faculty Equipment/Technology


COMMENTS:

3.B.3 AA Provost/AVPAADept Champions: Provost, Deans, AVPAA, FacultyPerformance Indicators:Discussion between Deans, Department Chairs about development of undergraduate multi or interdisciplinary degrees;

Strategy Description:3.B.3 Encourage the development of collaborative, multi-disciplinary degrees based on the demand for evolving and emergent skillsets and expertise.Baseline (As Applicable):2016-2017

Target Goals:Create think tank to explore possibilities and facilitate development of undergraduate multi or interdisciplinary degrees;

Resources Needed:Potential new TT; Administrative Support lines to support multi-disciplinary degreesMarketing equipment, technology resources

Resources Utilized:Progress Towards Target Details:Progress:Timeline:AY 19; 2019-2020

COMMENTS:

3.B.4 AA Provost, Sustainability CommitteeDept Champions: Provost, Deans, FCETL, Sustainability Committee, Sustainability ManagerPerformance Indicators:Increased number of courses embed sustainability in course curriculum;

Strategy Description:3.B.4 Develop new academic programs that prepare students for careers related to sustainability/environment which also addressimportant issues unique to the Central Valley and Foothills of our service region (e.g, water resources/policy). Baseline (As Applicable):2016-2017

Target Goals:Encourage 15 more faculty annually to embed sustainability into course curriculum

Resources Needed:New TT faculty; equipment and technology, operating expenses, recruitment.

Resources Utilized:Progress Towards Target Details:Progress:

7/26/2019 Planning


Timeline:2018-2019 for first FLC (Teaching Sustainability)

COMMENTS:

3.C Objective CObjective Description:Improve investment in infrastructure, emphasizing the creation of physical and virtual spaces that optimize available contemporarytools and technology.Champion Division: Academic Affairs

Business & FinanceHuman Resources

Performance Indicators:Improved spaces on campus that support classroom technology, technology enhanced active-learning classroom (TEALC), andstudent access to technology.

Identify funding for the cycle; Base budget dedicated to this refresh cycle.

Baseline:Target Goals:Upgraded technology in classrooms; additional TEALCs; spaces that enhance student learning with adequate resources.

Resources Needed:Campus funding for TEALCs; Student Union Fee is funding new Student Center; Library Renovation project is funding Library TEALCand technology upgrades


3.C.1 B & F OIT: Client ServicesDept Champions: OIT: Client ServicesPerformance Indicators:Identify funding for the cycle; Base budget dedicated to this refresh cycle.

Strategy Description: 3.C.1 Upgrade faculty and staff personal computers on a 3-4 year cycle. Baseline (As Applicable):$0 base budget

Target Goals:25% of employee computers refreshed each academic year; $250K base budget per academic year

Resources Needed:Base budget funding, and funding for computer technicians


COMMENTS:

3.C.1 SA HousingDept Champions: HousingPerformance Indicators:Strategy Description: 3.C.1 Upgrade faculty and staff personal computers on a 3-4 year cycle. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Housing upgraded staff computers in spring 2018 and spring 2019.

Progress:Timeline:

7/26/2019 Planning


COMMENTS:

3.C.2 UA DevelopmentDept Champions: Development; J. GeikenPerformance Indicators:Development1. Establish funding needs in cooperation with OIT by 2019/2020.

2. Create a pool of potential prospects.

3. # of proposals to individuals; corporations; foundations

4. Increase the number of in kind contributions

Strategy Description:3.C.2 Upgrade technology in classrooms and laboratories, converting 20 or more classrooms to smart classrooms per year untilcompleted. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.C.2 B & F OITDept Champions: OIT: Client Services, Learning Services, other non-OIT departmentsPerformance Indicators:Computer Lab Upgrade; Number of labs upgradedClassroom Upgrade; Number of Classrooms upgraded per year

Strategy Description:3.C.2 Upgrade technology in classrooms and laboratories, converting 20 or more classrooms to smart classrooms per year untilcompleted. Baseline (As Applicable):All OIT-funded labs have been upgraded

Approximately 100 classrooms that were in need of upgraded technology

Target Goals:100% of non-OIT-funded labs upgraded

Upgrade 20 classrooms per year

Resources Needed:Budget for additional labs.

Budget for 20 classrooms per year, and permanent funding for classroom technicians (3 temps currently)


2017-2022

COMMENTS:

3.C.3 B & F OITDept Champions: OITPerformance Indicators:Improved work order tracking and metrics % increase in monthly ticket volume until work orders become the SOP form of worktracking within all of OIT (preferably Turlock and Stockton separately)

7/26/2019 Planning


Strategy Description: 3.C.3 Improve organizational responsiveness through technology and elimination of procedural roadblocks.Baseline (As Applicable):5 tickets, 0% (we need to get the accurate number per month from Dan)

Target Goals:25% increase annually, with a final 100% by 2023



COMMENTS:

3.C.3 B & F OITDept Champions: OITPerformance Indicators:A new system for projects, decision intake and management (The new OIT Governance) % of new projects reviewed by the process

Strategy Description: 3.C.3 Improve organizational responsiveness through technology and elimination of procedural roadblocks.Baseline (As Applicable):0%

Target Goals:100%

Resources Needed:Staff time for development and organization, tracking & transparency tools

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018 to 2021

COMMENTS:

3.C.3 SPEMI Enrollment ServicesDept Champions: Enrollment Services, Lisa BernardoPerformance Indicators:Strategy Description: 3.C.3 Improve organizational responsiveness through technology and elimination of procedural roadblocks.Baseline (As Applicable):Target Goals:Launch On Base implementation


COMMENTS:

3.C.3 SA SLDDept Champions: SLD, DRS, CPDCPerformance Indicators:Strategy Description: 3.C.3 Improve organizational responsiveness through technology and elimination of procedural roadblocks.Baseline (As Applicable):Target Goals:

7/26/2019 Planning


Resources Needed:Resources Utilized:Progress Towards Target Details:DRS is using Maxient to more easily track student accommodation records.

Transitioned from StanSync to Warrior Hub in Summer 2019. This provided a better platform for student organizational support and interaction as well as tracking

system for the Warrior Leadership Program.

Implemented on-line evaluations for New Student Orientations in Summer 2019.

In June 2019 CPDC was the 16 CSU to contract with Handshake (career management database system).

Use of StarRez in Housing for facilities management. e.g. creation of inspection run to track quarterly carpet, vinyl and upholstery cleaning. Planned expansion

to include other manually kept processes. Launch Fall 2019.

SSS uses Student Access to track par�cipant contacts and compile annual repor�ng data for the Department of Educa�on. Most SSS records are maintained electronically.


3.C.3 HRDept Champions: HR – Julie J, Julie Marlow, Stacey GS, Marla Clark, Rebekah TemplePerformance Indicators:HR – PageUp Recruiting

E-Verify for I-9s

Paperless personnel files

Paperless IRPs

Paperless Reclasses

Paperless Merit Program

Strategy Description: 3.C.3 Improve organizational responsiveness through technology and elimination of procedural roadblocks.Baseline (As Applicable):Time to hire

Time for salary analysis/recruit

Errors in processing

Time to complete a process

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Move HR to Paperless ProgramsPageUp Peformance ManagementWorkflow Improvement for IRP/Reclass & Salary Analysis Online Forms, Accessibility of Documents


3.C.3 B & F OITDept Champions: OITPerformance Indicators:Metrics collection in data warehouse, which will be used to support decision making; Volume of collected data in the data warehouse,or number of data elements in the warehouse

Strategy Description: 3.C.3 Improve organizational responsiveness through technology and elimination of procedural roadblocks.Baseline (As Applicable):

th

7/26/2019 Planning


0 elements, 0 tables, 0 GB

Target Goals:Increase of 10 data elements/dimensions per year

Resources Needed:Data Warehouse infrastructure, Data warehouse programmer


COMMENTS:

3.C.4 SPEMI Enrollment ServicesDept Champions: Enrollment Services, Lisa BernardoPerformance Indicators:Strategy Description: 3.C.4 Increase classroom space to reduce scheduling barriers and support timely graduation.Baseline (As Applicable):Target Goals:Identify scheduling barriers


3.C.4 AA AVPDept Champions: Provost, ASPC, DeansPerformance Indicators:Ongoing

Strategy Description: 3.C.4 Increase classroom space to reduce scheduling barriers and support timely graduation.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.C.4 B & F FacilitiesDept Champions: FacilitiesPerformance Indicators:Construct new academic building

Strategy Description: 3.C.4 Increase classroom space to reduce scheduling barriers and support timely graduation.Baseline (As Applicable):Target Goals:Complete feasibility study, obtain funding and construct new building

Resources Needed:$83M in capital funding

Resources Utilized:Progress Towards Target Details:Progress:Timeline:

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Feasibility study to be completed in 2019. Request funding annually on our campus Five-Year Capital Plan; construct new building tobe open in 24/25

COMMENTS:

3.D Objective DObjective Description: Improve information technology annually.Champion Division: Academic Affairs

Business & FinanceUniversity Advancement

Performance Indicators:Instructional equipment and technology upgrades annually in Academic Affairs;

Baseline:Ay 2017-2018 - $330,000

Target Goals:$250-300,000 annually to upgrade instructional equipment and technology;

Resources Needed:Need to develop plan to continuously resupply the Instructional Equipment and Technology Reserve; evaluate needs, but expectannual cost of $250,000-350,000/yr;


3.D.1 AA FacultyDept Champions: New Director for Academic Technology, Senate Committee on Technology and Learning, FCETL, FDCPerformance Indicators:Ongoing – increase by 10% the number of PD opportunities provided through the FCETL/FDC focused on the use of technology tosupport teaching.

Strategy Description:3.D.1 Provide professional development for faculty who want to use technology to support/enhance their teaching, research,scholarship, creative activities, and service.Baseline (As Applicable):Baseline 2016-2017 - FCETL/FDC

Target Goals:By 2024-2025, will have increased the number of training/workshop related to professional development opportunities for facultyfocused on the use of technology to support teaching by 25%

Resources Needed:Increase operational dollars for FCETL


COMMENTS:

3.D.1 B & F OITDept Champions: OIT, FacultyPerformance Indicators:Partner with faculty to offer innovative technology in their research/coursework. (ie: Drone technology, 3D Printing, Cloud Computing,etc).; Number of innovative research and instructional based IT projects completed

Strategy Description:3.D.1 Provide professional development for faculty who want to use technology to support/enhance their teaching, research,scholarship, creative activities, and service.Baseline (As Applicable):2017 Projects

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Target Goals:1 Academic focused IT project completed per semester with a Faculty partner

Resources Needed:Equipment for each project based on research/activity, Didactic teaching tools

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Each Semester, beginning Fall 2018

COMMENTS:

3.D.1 B&F OITDept Champions: Learning Services, Client ServicesPerformance Indicators:Facutly focused training videos and indivdual workshops on the use of instructional technology and productivity software (ie: VIAtraining, ALC videos, iClicker, cloud tools, etc); New Faculty trained %, existing Faculty trained %

Strategy Description:3.D.1 Provide professional development for faculty who want to use technology to support/enhance their teaching, research,scholarship, creative activities, and service.Baseline (As Applicable):Some VIA and Zoom training is currently offered (1:1). Training videos available.

Target Goals:Faculty training video development (increase of 10%).

Resources Needed:IT training position, Instructional Designer training materials


COMMENTS:

3.D.2 B&F OITDept Champions: OIT, ASI, Student Affairs, SPEMIPerformance Indicators:Develop a digital assistant, AI Chat Bot, or Alexa skill for technical support and FAQ's around campus departments. (ie: How do Iconnect to WiFi, where can I find the Library, who is my Advisor, etc.); Number of applications or features in the mobile app released tostudents

Strategy Description: 3.D.2 Explore strategies to increase use and integration of campus technology with student devices.Baseline (As Applicable):Current features in mobile app as of 2017/18

Target Goals:2 new features/applications available to students per year

Resources Needed:Developer resources for development tools, software, hardware devices for prototyping, and licensing costs


COMMENTS:

3.D.2 B&F OIT

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Dept Champions:New banners to announce classroom and lab availability apps on the mobile app, MyStanApp and ASI_USU app; Number of Lab &Classroom available features in teh mobile appPerformance Indicators:Not available in 2017

Strategy Description: 3.D.2 Explore strategies to increase use and integration of campus technology with student devices.Baseline (As Applicable):Launch Availability apps in 2018

Target Goals:Fall 2018



3.D.2 B&F OITDept Champions: OIT, ASIPerformance Indicators:Outreach events to promote the use of technology for students at studen focused events (ie: Warrior Wednesdays, NSO, etc); Numberof student focused events attended by OIT staff where presentation/materials are given

Strategy Description: 3.D.2 Explore strategies to increase use and integration of campus technology with student devices.Baseline (As Applicable):Number of events in 2017

Target Goals:25% increase in the number of events attended by OIT



COMMENTS:

3.D.3 UA Comm/Pub AffairsDept Champions: C&PA; R. RushPerformance Indicators:C&PA 1. See KPI #3 Connect University Digitally

Strategy Description: 3.D.3 Harness the power of social, mobile, and video technologies to enhance university functions.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.D.3 B&F OITDept Champions: OIT, Communications, Facilities Services, DepartmentsPerformance Indicators:

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Digital signage; Number of Digital Signage monitors placed throughout campus connected to a central server.

Strategy Description: 3.D.3 Harness the power of social, mobile, and video technologies to enhance university functions.Baseline (As Applicable):Two Digital Signage Screens currently in Science 1 building, owned by Facilities Services

Target Goals:Deploy 10 Digital Signage displays and administrative software to control content; digital signage to be included in new Student Centerand Library Renovation

Resources Needed:Approx. $50,000 for purchase of hardware and software solution (22Mile).

Student Center funded through Student Center fee; Library Renovation funding included with project funds.

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018/19, Student Center – 2019/20; Library 2021

COMMENTS:

3.D.3 B&F OITDept Champions: OIT Learning Services, Client ServicesPerformance Indicators:Zoom; Number of Zoom Pro accounts given, and adoption of number of meetings/users

Strategy Description: 3.D.3 Harness the power of social, mobile, and video technologies to enhance university functions.Baseline (As Applicable):2017/18 Zoom data

Target Goals:10% increase in Zoom adoption

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018/19

COMMENTS:

3.E Objective EObjective Description: Foster increased creativity, innovation, and entrepreneurship.Champion Division: Academic Affairs

SPEMIUniversity Advancement

Performance Indicators:Baseline:Target Goals:Launch IDEAS – see 3E4 below

Resources Needed:Resources Utilized :Progress Toward Target:

3.E.1 AA Provost, Director Academic TechnologyDept Champions: FCETL, FDC, Director Academic Technology, OIT, Provost, UEPC - TL sub committeePerformance Indicators:Fall 2018 – 45 faculty are testing the Canvas LMS; will eventually make recommendations on LMS;

Annually increase by 5%, technology-mediated/hybrid models of instruction through FCETL;

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Increase TEALC classrooms where appropriate; Provide training on various models of instruction

Strategy Description:3.E.1 Increase exploration and adoption of technology-mediated learning and hybrid models of instruction in appropriate areas thatsupport the academic offerings of the campus. Baseline (As Applicable):Target Goals:Increase by 5% annually the number of technology mediated/hybrid models of instruction through FCETL.

Increase Professional Development opportunities on and off campus

Resources Needed:Increase technology resources; classroom upgrades/renovation; Increase professional development dollars.


COMMENTS:

3.E.1 SA SLDDept Champions: SLDPerformance Indicators:Strategy Description:2.E.1 Create and sustain a diverse campus community through recruitment, hiring, and retention of underrepresented faculty andstaff, and enrollment, retention and graduation of underrepresented students (e.g. competitive salaries).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP – SLD implemented an on-line pre-orienta�on program that requires all incoming students to complete prior to on-campus orienta�on in Summer 2019.


3.E.2 AA ProvostDept Champions: ProvostPerformance Indicators:Noted in 3.B.3 and 3.B.4

Strategy Description:2.E.2 Develop and broaden curriculum that reflects diversity, equity, inclusion, and social justice in all academic disciplines andthrough the General Education Program (GE Goal 3; Baccalaureate Learning Goals 4 and 5).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.E.3 AA Deans, ORSPDept Champions: Deans, ORSPPerformance Indicators:List of incubators provided to faculty and students;

Strategy Description:3.E.3 Identify incubators that promote start-up companies for faculty and students, and encourage the creation of intellectual

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property.Baseline (As Applicable):Target Goals:Provide list of incubators to faculty and students.


COMMENTS:

3.E.3 UA DevelopmentDept Champions: Development, M. Lahti/J. GeikenPerformance Indicators:Development: 1. Secure a Legacy Gift (College of Bus. Admin)

Strategy Description:3.E.3 Identify incubators that promote start-up companies for faculty and students, and encourage the creation of intellectualproperty.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.E.4 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Strategy Description:3.E.4 Create a process by which students, faculty, and staff, can share their best ideas with the campus community.Baseline (As Applicable):Target Goals:Launch the Innovate, Design, Excel & Assess for Success (IDEAS) program which awards seed money to pilot test innovation thatpromotes the goals of the Strategic Plan

Resources Needed:Resources Utilized:Progress Towards Target Details:IDEAS

Progress:Timeline:2017-2018: IDEAS program implemented – 8 proposals selected for 2018-19 implementation through an RFP process

2018-2019: IDEAS proposals currently being accepted for 2019-20

COMMENTS:

3.E.4 AA Provost/AVPAADept Champions: Provost/AVPAAPerformance Indicators:Strategy Description:3.E.4 Create a process by which students, faculty, and staff, can share their best ideas with the campus community.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:

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COMMENTS:

3.E.4 SADept Champions:Performance Indicators:Strategy Description:3.E.4 Create a process by which students, faculty, and staff, can share their best ideas with the campus community.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Various departments in Student Affairs regularly apply for the campus IDEAS grants


3.E.5 SPEMI, UEIEDept Champions: SPEMI, UEIEPerformance Indicators:Strategy Description:3.E.5 Promote University Extended Education as a viable way to grow graduate education and increase the number of programshighly responsive to the workforce needs of the Central Valley.Baseline (As Applicable):Target Goals:Highlight Stan State’s graduate programs – Graduate Studies section included in the 2018 Book of Trends with UEE graduateenrollment by program

Resources Needed:Resources Utilized:Progress Towards Target Details:1st edition of the Book of Trends published

Progress:Timeline:2018

COMMENTS:

3.E.5 AA Provost, UEIEDept Champions: Provost, Dean of Extended and International Education, Deans, FacultyPerformance Indicators:Creation of new self-support graduate programs;

Grow, where appropriate, enrollment of self-support graduate programs

Strategy Description:3.E.5 Promote University Extended Education as a viable way to grow graduate education and increase the number of programshighly responsive to the workforce needs of the Central Valley.Baseline (As Applicable):2016-2017

Target Goals:Increase marketing of self-support graduate programs

Increase addition of 2-3 new graduate self-support degrees and certificates

Increase enrollment in current graduate programs where possible

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Resources Needed:New TT hiresAdministrative support equipment/technology

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018-2019 and onward

COMMENTS:

3.F Objective FObjective Description: Recognize and celebrate achievements - and HAVE FUN!Champion Division: University AdvancementPerformance Indicators:Baseline:Target Goals:Resources Needed:Resources Utilized :Progress Toward Target:

3.F.1 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA: 1. See KPI #1 Tell Stan State Story

Strategy Description:3.F.1 Enhance and build upon current events on campus (e.g., Author Recognition, Faculty Awards, Commencement).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.F.1 AA Provost/AVPAADept Champions: Provost/AVPAAPerformance Indicators:Determine current level of participation in campus events;

Strategy Description:3.F.1 Enhance and build upon current events on campus (e.g., Author Recognition, Faculty Awards, Commencement).Baseline (As Applicable):baseline does not exist

Target Goals:Once we have a baseliine, increase participation by 10% annually


COMMENTS:

3.F.1 HRDept Champions: HR, Julie JohnsonPerformance Indicators:

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Expanded staff awards program.

Strategy Description:3.F.1 Enhance and build upon current events on campus (e.g., Author Recognition, Faculty Awards, Commencement).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.F.1 VPSADept Champions: Collaborators: SLD, Diversity Center, Housing, ASCPerformance Indicators:Strategy Description:3.F.1 Enhance and build upon current events on campus (e.g., Author Recognition, Faculty Awards, Commencement).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Student Affairs has begun to give annual recognition awards for those that work with and advance the mission of the division.

Other awards include the Student Leadership Awards, Athlete Banquet;

and Housing Faculty Appreciation

Student Affairs has actively worked to increase faculty participation in both Freshman Convocation and Commencement.

EOP holds a gradua�on celebra�ons to include students from the PACE program and the Promise Scholars.


COMMENTS:

3.F.2 VPSADept Champions: Collaborators: Diversity Center, Housing, Athletics, SLDPerformance Indicators:Strategy Description:3.F.2 Create and support events on campus developed/designed to provide opportunities for social interaction (e.g., Staff picnic,Faculty BBQ, Family picnic).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Student Affairs is actively promoting social events for all staff in the division. These include an Ice Cream Social, semester kick-off events, all-division meetings

with Student Affairs promo items for staff, and a Student Affairs staff movie night.

Student Affairs ins�tuted an on-boarding program for new staff that includes an on-boarding work buddy and welcome gi�s.


3.F.2 HRDept Champions: HR, Julie JohnsonPerformance Indicators:Staff Council social events

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Strategy Description:3.F.2 Create and support events on campus developed/designed to provide opportunities for social interaction (e.g., Staff picnic,Faculty BBQ, Family picnic).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.F.2 UA Alumni EngagementDept Champions: Alumni Engagement, J. GeikenPerformance Indicators:Alumni Engagement1. Host Alumni Employee Luncheon each AY.2. Support and engage with at least two institutional programs supporting alumni employees per AY.

Strategy Description:3.F.2 Create and support events on campus developed/designed to provide opportunities for social interaction (e.g., Staff picnic,Faculty BBQ, Family picnic).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

3.F.3 VPSADept Champions: Collaborators: Diversity Center, Housing, Athletics, SLDPerformance Indicators:Strategy Description:3.F.3 Increase campus participation in convocation and commencement by capitalizing on the joyful atmosphere built into suchuniversity-wide events.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Student Affairs has increased the number of staff volunteers for Commencement as well as the number of departments that par�cipate in Freshman Convoca�on.


COMMENTS:

3.F.3 UADept Champions: UA, M. LahtiPerformance Indicators:UA1. Secure Commencement Speakers in coordination with Academic Deans.2. Form an Honorary Doctorate Review and Selection Committee in collaboration with Academic Affairs.

Strategy Description:3.F.3 Increase campus participation in convocation and commencement by capitalizing on the joyful atmosphere built into suchuniversity-wide events.Baseline (As Applicable):Target Goals:

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4 Goal 4: Hone administrative efficacy through thoughtful stewardship of resources.

4.A Objective AObjective Description: Improve at least ten or more administrative practices and processes.Champion Division: Academic Affairs

Business & FinanceHuman ResourcesSPEMI

Performance Indicators:Speed processing of Special Consultant Agreements in AA.Now that Senior Budget Analyst in Academic Affairs has Position Control Authority and makes transfers within division, at least onestep can be eliminated in the processing of SCA.

Baseline:Only anecdotal evidence exists.In future, can track time to complete SCA process.

Time to HireTime to process IPRTime to process reclassTime to process equity review

Time to complete performance evals

Target Goals:SCAs will be processed in XX days.

Access to data via dashboards, Book of Trends, specialized tools, i.e., ICLM, AUP

Resources Needed:No budget required.


4.A.1 SPEMI Enrollment ServicesDept Champions: Enrollment Services, Lisa BernardoPerformance Indicators:Strategy Description:4.A.1 Optimize academic scheduling with attention to degree completion, effective use of space, student and faculty needs, andfinancial efficiency. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Stan PlannerSpace Analysis


4.A.1 AADept Champions: Academic AffairsPerformance Indicators:

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Academic Space Planning Committee (ASPC) in collaboration with Enrollment Management/Scheduling will explore one-yearschedules and increasingly effective use of teaching space. Adoption of ASPC Guidelines for Use of Classroom Space

Strategy Description:4.A.1 Optimize academic scheduling with attention to degree completion, effective use of space, student and faculty needs, andfinancial efficiency. Baseline (As Applicable):2016-2017

Target Goals:Approved Guidelines for Utilization of Classroom Space; Completion of Feasibility Study for new Classroom Building (Turlock andStockton); creation of one-year academic schedules.


COMMENTS:

4.A.2 HRDept Champions: HR, Julie JohnsonPerformance Indicators:Personnel filesIRP ProcessReclass processEquity reviewsMerit programSelf-select benefits portalE-verify I9sPaperless performance evalsCSU Learn portal

Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.A.2 SPEMI Enrollment ServicesDept Champions: Enrollment Services, Lisa BernardoPerformance Indicators:Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:EDI – transcripts.This process will be possible with the implementation for On-Base. Current imaging software does not allow this option.

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4.A.2 B&F AccountingDept Champions: Accounting Services - Regan LindermanPerformance Indicators:Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Paper intensive processes exist (i.e. Accounts Payable processing, PCard use and audit)

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:Begin project Fall 2019

COMMENTS:

4.A.2 B&F Accounting ServicesDept Champions: Accounting Services - Regan LindermanPerformance Indicators:Financial & Support ServicesImplement workflow system to maximize use of paperless business processes in conjunction with other divisions on campus.

Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Paper intensive processes exist (i.e. Accounts Payable processing, PCard use and audit)

Target Goals:Implement multi-function workflow system with integrated delegation of authority capabilities

Resources Needed:OIT, Divisional input, design, and testing, financial resources to cover system, cost to implement, campus training

Resources Utilized:Progress Towards Target Details:NI

Progress:Timeline:Begin project Fall 2019

COMMENTS:

4.A.2 AA ProvostDept Champions: Office of Provost/Academic AffairsPerformance Indicators:Fall 2018 implement Curriculog (new paperless curriculum review process; Fall 2018 implement Interfolio (electronic RPT software)and make available to all faculty who might opt into using this system.

Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:

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COMMENTS:

4.A.2 SA HousingDept Champions: HousingPerformance Indicators:Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Housing uses StarRez for Facilities operations, which is a move from paper recordkeeping.

Housing transi�oned to PortalX which includes data subscrip�ons and the ability to automate communica�ons across all housing func�ons.


4.A.2 UA OperationsDept Champions: Operations, M. HartsfieldPerformance Indicators:Operations:1. Digitize all Donor Gift Agreements by 2020.

2. Establish and implement Document Management Procedure by TBD.

Strategy Description:4.A.2 Pursue paperless business processes, automate manual processes, and implement web-based systems that improve work-flow. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.A.3 HRDept Champions: HR, Julie JohnsonPerformance Indicators:E-Verify I9sPersonnel filesIRP ProcessReclass processEquity reviewsMerit programSelf-select benefits portalE-verify I9sPaperless performance evalsCSU Learn portal

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):Target Goals:

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4.A.3 B&F; Procurement & Contracts, University PoliceDept Champions: Business & Finance; Procurement & Contracts, University PolicePerformance Indicators:Implement License Plate Reader (LPR) technology for permitless parking.

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):Target Goals:Resources Needed:Staff time, marketing.

Resources Utilized:Progress Towards Target Details:In Progress

Progress:Timeline:End of 2019

COMMENTS:

4.A.3 B&F OIT, HRDept Champions: HR*, OIT Information Security, OIT Client Services OIT - Information Services, OIT - Information SecurityPerformance Indicators:CSULearn (Sumtotal); Migration to SumTotal for training renewal

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):0%

Target Goals:100%

Resources Needed:Staff time to change existing training marketing material, employee training on new tool navigationemployee training


COMMENTS:

4.A.3 B&F Procurement*, OITDept Champions: Procurement*, OITPerformance Indicators:Campus Marketplace for computer purchase; percentage of desktop computer purchases made via Campus Marketplace

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):0%

Target Goals:100%

Resources Needed:

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Internal marketing, employee training

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2020

COMMENTS:

4.A.3 B&F OITDept Champions: OIT - Technical Services, OIT - AllPerformance Indicators:Office365;Utilization numbers - accounts, Data volume

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):45; 1 TB

Target Goals:1,100; 15 TB

Resources Needed:Staff time, marketing, employee training


COMMENTS:

4.A.3 B&F OITDept Champions: HR*, OIT Implementation & Integration supportPerformance Indicators:Paperless / Adobe Sign; existing processes using paperless or Adobe sign; New processes using paperless or Adobe sign

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):0 existing; 0 new

Target Goals:3 existing; 2 new

Resources Needed:Staff time to change existing training marketing material, employee training on new tool navigationemployee training


COMMENTS:

4.A.3 B&F Procurement & Contracts, University PoliceDept Champions: Business & Finance; Procurement & Contracts, University PolicePerformance Indicators:Replace body worn and vehicle cameras with current generation wireless equipment that interfaces with Computer Aided Dispatchingsystems to eliminate manual transfers and tagging of police video

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):

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Target Goals:Resources Needed:Staff time.


Progress:Timeline:End of 2019

COMMENTS:

4.A.3 AA ProvostDept Champions: ProvostPerformance Indicators:Office of the Provost will streamline Special Consultant Agreements and speed processing (eliminating at least one redundant step).

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Accomplished

Progress: CompleteTimeline:2018-2019 (accomplished)

COMMENTS:

4.A.3 B&F OIT, HRDept Champions: HR*, OIT Implementation & Integration supportPerformance Indicators:Knowledge Lake

PageUp; Assist HR in the Implementation of PageUP employment application tracking system.

Strategy Description: 4.A.3 Deploy technology to automate business processes that reduce redundancies and save time. Baseline (As Applicable):Paper based process currently

Target Goals:80% of all job postings and search committees deployed through PageUp

Resources Needed:PageUP & CO Support


COMMENTS:

4.A.4 HRDept Champions: HR – Robin Lenz, Julie JohnsonPerformance Indicators:Moving and Relocation expenses Processes awards, wireless device stipends, etc

Strategy Description:

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4.A.4 Consolidate or redesign business services on campus for greater efficiency (e.g., merging positions or combining commonfunctions in multiple offices). Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.A.4 B&F; University PoliceDept Champions: Business & Finance; University PolicePerformance Indicators:Pursue national accreditation through the International Association of Campus Law Enforcement Administrators (IACLEA)

Strategy Description:4.A.4 Consolidate or redesign business services on campus for greater efficiency (e.g., merging positions or combining commonfunctions in multiple offices). Baseline (As Applicable):Target Goals:Resources Needed:Staff time.


Progress:Timeline:July 1, 2019

COMMENTS:

4.A.4 SPEMI Enrollment Services, Financial AidDept Champions: Enrollment Services, Financial AidPerformance Indicators:Strategy Description:4.A.4 Consolidate or redesign business services on campus for greater efficiency (e.g., merging positions or combining commonfunctions in multiple offices). Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:No longer printing and moving to evaluating on-lineNo paperwork processing for FAFSA


4.A.4 B&FDept Champions: Business & FinancePerformance Indicators:Strategy Description:4.A.4 Consolidate or redesign business services on campus for greater efficiency (e.g., merging positions or combining commonfunctions in multiple offices). Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:

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Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.A.5 B&F OITDept Champions: OIT, Procurement, College Deans, B&FPerformance Indicators:Create a campus wide Hardware Inventory and tracking system; % of hardware assets tracked

Strategy Description:4.A.5 Select software and hardware to optimize cost and related training, and reduce unnecessary proliferation of individuallyselected technologies.Baseline (As Applicable):80%

Target Goals:100%

Resources Needed:Staff time, Development time


COMMENTS:

4.A.5 B&F OITDept Champions: OIT, Procurement, College Deans, B&FPerformance Indicators:Create a campus wide Software Inventory and tracking system; % of software assets tracked

Strategy Description:4.A.5 Select software and hardware to optimize cost and related training, and reduce unnecessary proliferation of individuallyselected technologies.Baseline (As Applicable):20%

Target Goals:100%

Resources Needed:Staff time, Development time


COMMENTS:

4.A.5 B&F OITDept Champions: OITPerformance Indicators:Procurement integration on IT purchases; % of IT purchases reviewed by OIT

Strategy Description:4.A.5 Select software and hardware to optimize cost and related training, and reduce unnecessary proliferation of individuallyselected technologies.Baseline (As Applicable):

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45%

Target Goals:100%


Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018 - 2020academic year

COMMENTS:

4.A.5 HRDept Champions: HR – Julie Johnson, Julie MarlowPerformance Indicators:Page up for Performance Management OnBase

Strategy Description:4.A.5 Select software and hardware to optimize cost and related training, and reduce unnecessary proliferation of individuallyselected technologies.Baseline (As Applicable):Target Goals:Project Management Platform (Partnership with others on Campus)


4.A.6 B&F Financial & Support ServicesDept Champions: Financial & Support Services, Regan LindermanPerformance Indicators:Financial & Support Services – create training team for business processes and implement formal campus training plan

Strategy Description: 4.A.6 Develop collaborative written resources for various roles and duties across campus.Baseline (As Applicable):Ad-hoc and some formal trainings conducted, no regular schedule

Target Goals:Formalized, scheduled training offered each semester to increase knowledge of campus policies and procedures for campus businessprocesses

Resources Needed:Staff time and training, space for training, on-line training resources (OIT)


Progress:Timeline:Development and pilot in AY 2019-20

COMMENTS:

4.B Objective BObjective Description: Improve and implement at least six budgeting and financial innovations.

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Champion Division: Business & FinancePerformance Indicators:Continue to refine and improve budgeting practices in Academic Affairs; increase professional development in budgeting practices;explore San Marcos model (AY19);post Academic Affairs budget on website;

Baseline:Began to decentralize Academic Affairs budget in AY18; received position control authority and transfers within division in AY18;

Target Goals:Develop predictive abilities throughout the division; budget analysts much more involved in the analysis of their respective budgets; incollaboration with EM, predict enrollment growth and build responsive schedules;

Resources Needed:No new resources needed initially;


4.B.1 HRDept Champions: HR: J. Johnson, K. Marshall, M. ClarkPerformance Indicators:Organizational development strategies through CUPA-HR

Develop compensation philosophy and employer identity

Use common language for performance evaluations such as the SMART method

IDEAS initiative

Strategy Description:4.B.1 Build a budgeting model that incorporates the following: assessment of need, rightsizing units, assessment of performanceagainst stated measures, incentives for efficiency and high outcomes, and funding for new initiatives.Baseline (As Applicable):Turnover rate

Employee placement data

Performance evaluation feedback

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

LinkedIn Learn & CSU Learn provide professional development to accomplish these goals


4.B.1 SA HousingDept Champions: HousingPerformance Indicators:Strategy Description:4.B.1 Build a budgeting model that incorporates the following: assessment of need, rightsizing units, assessment of performanceagainst stated measures, incentives for efficiency and high outcomes, and funding for new initiatives.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Annual Housing rate scenarios: Effec�ve Fall 2019 new housing financial planning model.


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4.B.1 B&F BudgetDept Champions: BudgetPerformance Indicators:Strategy Description:4.B.1 Build a budgeting model that incorporates the following: assessment of need, rightsizing units, assessment of performanceagainst stated measures, incentives for efficiency and high outcomes, and funding for new initiatives.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.B.2 SA HousingDept Champions:Performance Indicators:Strategy Description: 4.B.2 Tie financial resources to strategic plan priorities.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP – Housing is crea�ng a logic cross-walk to connect strategic plan, student success plan, assessment metrics and implementa�on �melines. April 2019 ini�ated contact with

Academic Affairs and SPEMI. Campus Labs administrators to inquire about crea�ng online project management system. Consulted with Campus Labs representa�ve.


4.B.2 UA OperationsDept Champions: Operations, M. HartsfieldPerformance Indicators:Operations:1. Continue to utilize and improve budget and expense tracking tools.2. Increase training and development in budget management tools and resources. 3. Launch Campus Labs to align strategic planning with budget planning.

Strategy Description: 4.B.2 Tie financial resources to strategic plan priorities.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.B.3 AA ProvostDept Champions: Provost, AVPAA, Deans, Office of the ProvostPerformance Indicators:Several offices in Academic Affairs have completed, or are in progress, of completing support unit reviews; Five APRs completed loopwith Provost in AY18 and AY19

Conduct timely APRs.Align budget with implementation plans.

Strategy Description:4.B.3 Reinvigorate the Academic Program Review (APR) and Support Unit Review (SUR) processes and use findings to informbudgeting across the institution.

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Target Goals:2017-2025 Track APRs and annual reports; Link budget prioritization with APR Implementation plans

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2017-2025 and onward

COMMENTS:

4.B.3 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Strategy Description:4.B.3 Reinvigorate the Academic Program Review (APR) and Support Unit Review (SUR) processes and use findings to informbudgeting across the institution. Baseline (As Applicable):2017-2018 (revived SUR process)

Target Goals:Reinvigorated SUR process



COMMENTS:

4.B.3 SPEMI IRDept Champions: IR, Jovonte WillisPerformance Indicators:Strategy Description:4.B.3 Reinvigorate the Academic Program Review (APR) and Support Unit Review (SUR) processes and use findings to informbudgeting across the institution. Baseline (As Applicable):Target Goals:Routinely participate in and disseminate and analyze results from the Delaware Study to Deans/dept



4.B.3 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Strategy Description:4.B.3 Reinvigorate the Academic Program Review (APR) and Support Unit Review (SUR) processes and use findings to informbudgeting across the institution.

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Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.B.4 AADept Champions: Academic AffairsPerformance Indicators:Academic Affairs Budget will be posted on website; Provost will report on budget annually;

Strategy Description: 4.B.4 Develop transparent resource allocation and decision making processes.Baseline (As Applicable):2016-2017

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018-2025

COMMENTS:

4.B.4 B&F Budget, Financial & Support ServicesDept Champions: Budget, Financial & Support ServicesPerformance Indicators:Financial & Support Services (in partnership with Budget Office)Create annual all funds review within each division in conjunction with the budget planning process

Strategy Description: 4.B.4 Develop transparent resource allocation and decision making processes.Baseline (As Applicable):Current budget plan includes General Fund funding requests for one-time pulling in resources from tuition and fees and stateappropriations

Target Goals:Annual review prior to budget planning process of all funds available to each division for resource planning

Resources Needed:No new resources needed


Progress:Timeline:Pilot 2020-21 Budget planning cycle

COMMENTS:

4.B.4 SADept Champions: ASI, AFACPerformance Indicators:Strategy Description: 4.B.4 Develop transparent resource allocation and decision making processes.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

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IP- Student Affairs and Business & Finance are working with ASI and SFAC to provide information via campus website.

Housing Mid-year and Year-end financial review; use of student survey and focus groups; use of student success metrics and demographics. Inclusion of staff in

consultation, brainstorming and creative sessions.

IP - Six year strategic plan project to provide program consistency and inform direction of resources.

IP - for Fall 2019. Pos�ng of budget summary in response to the November 2018 ASI resolu�on in support of budget transparency for units collec�ng student fees.


4.C Objective CObjective Description: Create new and expand existing external revenue sources for the University by diversifying fiscal resources.Champion Division: Academic Affairs

Business & FinanceUniversity Advancement

Performance Indicators:Deans will partner with University Advancement on fundraising.

Baseline:What data exists?

Target Goals:Talk with Michele.

Resources Needed:Resources to support 2-4 Directors of Development to work with Colleges; or Associate Deans so that Deans may be more activelyinvolved in fundraising.


4.C.1 SA HousingDept Champions: HousingPerformance Indicators:Strategy Description:4.C.1 Develop financial options for pursuing public-private partnerships to enhance the campus facilities and physical environment.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP – The Housing demand study process has been ini�ated.


4.C.2 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPI #1: Tell Stan State Story

Strategy Description:4.C.2 Compete and win larger portion of CSU and State educational resources that become available (e.g., Graduation Initiative2025 and Innovation Funds). Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

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4.C.2 AA ProvostDept Champions: Provost/AVPAAPerformance Indicators:Strategy Description:4.C.2 Compete and win larger portion of CSU and State educational resources that become available (e.g., Graduation Initiative2025 and Innovation Funds). Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.C.3 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Rationale submitted to CO in 2018-2019

Strategy Description: 4.C.3 Pursue higher proportion of CSU Stanislaus FTES growth in the CSU system.Baseline (As Applicable):79 FTE added to over target

Target Goals:Increase in FTES

Resources Needed:Resources Utilized:Progress Towards Target Details:Develop rationale


4.C.4 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development1. See Systemwide Performance Metrics

Strategy Description: 4.C.4 Increase individual and corporate gifts.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.C.5 UADept Champions: UA, M. LahtiPerformance Indicators:UA1. See Campaign Planning Document.

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Strategy Description: 4.C.5 Launch a capital campaign.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.C.6 UADept Champions: UA, M. LahtiPerformance Indicators:UA1. Increase support for to Academic Colleges and Athletics by increasing Development Officers to align with benchmarks in Systemand in preparation for a comprehensive campaign by demonstrating improved Return on Investment and Cost to Raise a Dollar.

Strategy Description: 4.C.6 Involve the faculty, staff and community directly in fundraising.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.C.6 UA OperationsDept Champions: Operations, M. HartsfieldPerformance Indicators:Operations:1. Launch the Deans Ambassador Program.


4.C.6 UA FoundationDept Champions: Foundation M. Lahti, M. Hartsfield, J. BorbaPerformance Indicators:Foundation:1. Develop a Foundation Board Strategic Plan by December 2019.


4.C.6 UA Development & OperationsDept Champions: Development & Operations: M. Hartsfield, J. Geiken

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Performance Indicators:Development & Operations:1. Increase activity in Appeals2. Increase in Employee Payroll Deduction 3. Increase activity in employee payroll deduction


4.D Objective DObjective Description: Enhance the aesthetics, accessibility, and functionality of our campus facilitiesChampion Division: Business & Finance

University AdvancementPerformance Indicators:Updated and/or new facilities

Baseline:Request funding annually through the Chancellor’s Office for new space and infrastructure improvements. Perform ADA improvementsand updates as funding is available.

Target Goals:Develop a formal ADA Transition Plan. Open new Student Center and renovate existing Library. Obtain approval for new academicbuilding.

Resources Needed:Funding for projects identified on ADA transition plan. Student Union Fee is funding new Student Center. 17/18 Capital Program isfunding Library Renovation. Funding approval of $83M is needed for new academic building.

Resources Utilized :Progress Toward Target:ADA Transition Plan to be in place by 2018/19 academic year. New Student Center to be open in 2019/20. Library Renovation projectto be complete Fall 2021. New Academic Building on 2019/20 Capital Request to CO. Feasibility Study underway for new academicbuilding.

4.D.1 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development1. Naming Opportunities (to include maintenance costs in agreements)

Strategy Description:4.D.1 Establish and charge the Campus Master Plan, Academic Space Planning Committee (ASPC), University Budget AdvisoryCommittee (UBAC), and other appropriate shared governance committees to improve, renovate and modernize classroom and labbuildings.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.D.1 SADept Champions:Performance Indicators:

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Strategy Description:4.D.1 Establish and charge the Campus Master Plan, Academic Space Planning Committee (ASPC), University Budget AdvisoryCommittee (UBAC), and other appropriate shared governance committees to improve, renovate and modernize classroom and labbuildings.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:The new Student Center, currently under construction, will be a modern space to meet the needs of students.

Student Affairs collaborated on the campus ADA transi�on plan.


4.D.1 B&F FacilitiesDept Champions: FacilitiesPerformance Indicators:Through shared governance committees, prioritize new and renovated facilities to be open for teaching and learning.

Strategy Description:4.D.1 Develop financial options for pursuing public-private partnerships to enhance the campus facilities and physical environment.Baseline (As Applicable):Target Goals:Provide prioritized lists of projects for funding

Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:Annually

COMMENTS:

4.D.1 AA ProvostDept Champions: Provost/ASPCPerformance Indicators:Student Union – renovation in progress

Library renovation begins Summer 2019;

Classroom upgrades continue.

Develop plan for shared Geography/Anthropology Lab.

ASPC created;ASPC meets regularly;Renovation buildingsConduct feasibility studies for new buildings (e.g. Classroom II, Stockton)Renovate and modernize classroom and laboratory and applied studio space.

Strategy Description:4.D.1 Develop financial options for pursuing public-private partnerships to enhance the campus facilities and physical environment.Baseline (As Applicable):2016-2017

Target Goals:Renovated LibraryNew USUFinalize feasibility studiesApproval of Guidelines for Utilization of Classrooms and Academic Office Space.

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Resources Needed:Finances for renovation, constructionEquipmentTechnology

Resources Utilized:Progress Towards Target Details:Progress:Timeline:2018-2019; 2019-2025

COMMENTS:

4.D.2 SA HousingDept Champions:Performance Indicators:Strategy Description: 4.D.2 Rigorously maintain existing buildings and promptly address campus service requests.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Fall 2018 Housing installed door openers for three public restrooms and one entry door. In Fall 2019 they will complete installation of three keyless gate entries

to facilitate Housing access.


4.D.2 B&F FacilitiesDept Champions: FacilitiesPerformance Indicators:Deferred Maintenance and Infrastructure Improvement projects are completed.

Strategy Description: 4.D.2 Rigorously maintain existing buildings and promptly address campus service requests.Baseline (As Applicable):Request campus, state and CO annual funding for Deferred Maintenance, and Infrastructure Improvement projects

Target Goals:Secure annual funding to improve and expand campus facilities, which include a new Student Center, renovated Library, new parkingstructure, and new academic building.

Resources Needed:Annual campus and CO funding for DM and II projects;

Resources Utilized:Progress Towards Target Details:Progress:Timeline:Spend funding annually to maintain and improve existing facilities.

COMMENTS:

4.D.3 SADept Champions:Performance Indicators:Strategy Description: 4.D.3 Expand efforts to create a pleasant safe campus for all students, staff, and faculty.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Student Affairs Collaborates with the University Police Department on providing a safe Warrior Day event.

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Partnership with Facilities on the Installation of two new LED lights on Village II exterior pathway. In response to student concern about evening safety.

Partnership with UPD to maintain community policing model within housing. UPD presence on critical resident dates including Move-In and during Welcome week.

RAD session for Housing population.

UPD escort for RA team during rounds.

HEP assigns and manages student Title IX training for all enrolled students. This training includes bystander intervention skills as well as information on campus

resources regarding incidents of sexual harassment, sexual assault, stalking, dating and domestic violence.

HEP conducts In- person training and workshops on Title IX topics and Healthy Relationships throughout the year with various student groups and departments.

HEP initiatives include suicide prevention through QPR training, mental health first aid training, Step-UP Bystander Intervention program, Warriors Up at Night,

and Aware, Awake Alive alcohol prevention programing.

HEP staff serve on the Educa�onal Preven�on Awareness Commi�ee (EPAC) and work collaboratively with other departments such as Housing, SLD, UPD Haven, PCS

and ASI to determine student programming and plan events. These events include SMART Day, Denim Day, Take Back the Night, Warrior Day and other events.

HEP-staff serve on the new ini�a�ve, “Healthy Stan State”, a commi�ee aiming to posi�vely influence the health and well-being of the campus community.


4.D.3 B&F FacilitiesDept Champions: FacilitiesPerformance Indicators:New facilities are being added to the campus, while existing facilities are brought up to current code.

Strategy Description: 4.D.3 Expand efforts to create a pleasant safe campus for all students, staff, and faculty.Baseline (As Applicable):Request campus and CO annual funding for major capital projects, as well as Deferred Maintenance and ADA projects.

Target Goals:Secure annual funding to expand campus facilities, which include a new Student Center, renovated Library, new parking structure, andnew academic building; as well as funding for code compliance and ADA projects

Resources Needed:Bond financing for parking structure, and CO funding for new academic building; campus and CO funding for code compliance andADA projects.

Resources Utilized:Student Center funding was approved with Fall 2015 fee referendum; Library renovation funding was approved in system-wide2017/18 Capital Program

Progress Towards Target Details:Progress:Timeline:Open Student Center in 19/20; renovated library in 20/21; new parking structure in 23/24; new academic building in 24/25; completeannual ADA compliant projects

COMMENTS:

4.D.3 HRDept Champions: HR – Julie JohnsonPerformance Indicators:Accessibility, thoroughfares with signage

More accessible cart service

Strategy Description: 4.D.3 Expand efforts to create a pleasant safe campus for all students, staff, and faculty.Baseline (As Applicable):Facilities Transition report

Target Goals:Resources Needed:

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4.D.4 B&F FacilitiesDept Champions: Facilities (OIT Should be consulted on this one for the Digital Signage project)Performance Indicators:Wayfinding signage program installed throughout campus

Strategy Description: 4.D.4 Create and implement a plan for wayfinding and signage on campus.Baseline (As Applicable):Target Goals:Hire consultant to develop signage program

Resources Needed:Obtain funding required for consultant


COMMENTS:

4.D.5 VPSADept Champions:Performance Indicators:Strategy Description:4.D.5 Increase the university’s commitment to building a “green” campus through enhanced sustainability efforts. Take stepsannually to reduce waste and energy consumption.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:The Vice President of Student Affairs office installed a water dispenser to eliminate plastic bottles.

Student Affairs installed a hydration fountain next to the Warrior Food Pantry.

In April 2019 Housing launched a sustainability campaign around Earth Week u�lizing student use data.


4.D.5 B&F Facilities & Sustainability CommitteeDept Champions: Facilities & Sustainability CommitteePerformance Indicators:Lower energy dollars spent per square foot of space; reduced waste being sent to landfill; reduced carbon footprint

Strategy Description:4.D.5 Increase the university’s commitment to building a “green” campus through enhanced sustainability efforts. Take stepsannually to reduce waste and energy consumption.Baseline (As Applicable):Target Goals:Continue to install photovoltaic systems across campus, replace existing interior and exterior lighting with LED fixtures which willreduce the amount of energy purchased from TID and reduce our carbon footprint. Increase campus recycling efforts, including foodcomposting, to reduce waste sent to landfill

Resources Needed:

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Annual utility savings reinvested in energy saving projects.

Resources Utilized:Photovoltaics were installed on the Cafeteria in 2017 and provide 241,272 kWh of electricity and reduce the campus carbon footprintby 62.2 tons annually

Progress Towards Target Details:Progress:Timeline:Annual reductions

COMMENTS:

4.E Objective EObjective Description:Build three enrollment management strategies that provide sound financial foundations for meeting the University’s mission.Champion Division: Academic Affairs

SPEMIStudent Affairs

Performance Indicators:Baseline:Target Goals:New Enrollment Management Committee (EMC)

Resources Needed:Resources Utilized :Progress Toward Target:

4.E.1 SPEMI, IR, AdmissionsDept Champions: SPEMI, IR, AdmissionsPerformance Indicators:Strategy Description:4.E.1 Pursue enrollment management that promotes the institutional mission of providing student access and inclusion for thecampus as a whole.Baseline (As Applicable):Target Goals:Create/maintain Enrollment dashboards/reports

Book of Trends publication -includes Stockton Campus and UEE enrollment data

Resources Needed:Resources Utilized:Progress Towards Target Details:Cal State Apply, custom branding, etc.

AUP, ICLM, Delaware Study, Course Demand Analysis, HIPs dashboard

Through customization in Cal State Apply, the following were all firsts: • Applicants to two graduate programs were able to upload supplemental documents as part of their admission application. Twoadditional programs are in the implementation phase for automation of application materials to their program. • Interest in 15 Stockton Center-specific programs was collected. • Five Extended Education programs moved to the online application.

Progress:Timeline:2017-18: Enrollment dashboards/reports implemented, including the AUP, ICLM, Course Demand Analysis, HIPs dashboard,Delaware Study results

2018-19: Enhance Enrollment dashboards with UEE data

2018: 1st edition of the Book of Trends published

COMMENTS:

4.E.1 AA ProvostDept Champions:

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Provost, Deans, FacultyPerformance Indicators:Strategy Description:4.E.1 Pursue enrollment management that promotes the institutional mission of providing student access and inclusion for thecampus as a whole.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.E.2 AA ProvostDept Champions: Provost, Deans, Faculty, UEPC, Graduate CouncilPerformance Indicators:Strategy Description:4.E.2 Maintain enrollment initiatives that aim to provide high-quality academic programs and expand new programs so the campusremains responsive to the needs of the region. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.E.3 AA ProvostDept Champions: Provost, AVPAA, GREAT Steering Committee, GREAT Executive TeamPerformance Indicators:Strategy Description:4.E.3 Promote the attainment of Chancellor’s Office goals and Graduation Initiatives through campus enrollment practices.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.E.4 AADept Champions: Academic AffairsPerformance Indicators:Strategy Description: 4.E.4 Develop robust schedules through SmartPlanner and Induced Course Load Matrix (ICLM).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.E.4 SPEMI, IRDept Champions: SPEMI, GitanjaliPerformance Indicators:

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Strategy Description: 4.E.4 Develop robust schedules through SmartPlanner and Induced Course Load Matrix (ICLM).Baseline (As Applicable):Target Goals:Create/maintain the Induced Course Load Matrix (ICLM)

Resources Needed:Resources Utilized:Progress Towards Target Details:ICLM

Progress:Timeline:2017-18 or 2018-19: ICLM implemented

COMMENTS:

4.E.5 AADept Champions: Academic Affairs/ASPCPerformance Indicators:Strategy Description:4.E.5 Increase classroom availability through a combination of enrollment management data, Graduation Rate Excellence andAssessment Team (GREAT) strategies, pedagogical innovations and enhanced space utilization principles.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

4.F Objective FObjective Description: Fortify and grow at least two programs for staff development.Champion Division: Human ResourcesPerformance Indicators:Climate survey responses, attendance at training sessions, Culture shift,Staff InService Day

Baseline:Target Goals:Resources Needed:Top Down Buy In, Budget

Resources Utilized :LinkedIn Learn, CSU Learn, Pluralsite, Matlab, New Employee Orientation, CSU’s Got Talent, CO-Leadership & Development Dept.,LIfe Matters /EAP

Progress Toward Target:

4.F.1 HRDept Champions: HR - K. MarshallPerformance Indicators:Development of New Management Training, Search Committee Training, Ambassador Training, Basic Project Management, CustomerService

Strategy Description:4.F.1 Develop exceptional staff development programs with career ladders and opportunities for advancement.Baseline (As Applicable):Target Goals:Increase in effectiveness across campus, more engaged employees, build sustainability, and provide succession planning

Resources Needed:Budget, 1 staff person (ASA) to provide assistance with logisitics.

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COMMENTS:

4.F.1 SADept Champions:Performance Indicators:Strategy Description:4.F.1 Develop exceptional staff development programs with career ladders and opportunities for advancement.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Student Affairs created a divisional committee to address and respond to the professional development needs of all staff in the division and established a staff

development fund to assist with this initiative.

All directors in Student Affairs have participated in the Strengths Finders program to better understand how to work together and with our staff.

The Student Health Center has established the “Joy in the Workplace” series for their staff.

Facilitate Social Justice Training with Rev. Dr. Jamie Washington in Fall 2019 for Student Affairs Directors and staff members.

2018-2019 “Better Together” theme. 2019-2020 theme is “fields of growth.”

Use of 1:1 to explore staff career interests; use of personality and strength tools to explore talents and skills. Emphasis on growth mindset for growth and

development.

2017-2018 and 2018-2019 utilized position re-assignments under the Professional Development section for CSUEU and Teamsters to provide opportunity for

staff, resulting in permanent reclassification and in-range.

ASC reorganiza�on in 2018-19 allowed development of career ladders and an ongoing professional development plan including NACADA (advising associa�on) involvement.


4.F.2 HRDept Champions: HR: V. Taylor, M. ClarkPerformance Indicators:Strategy Description: 4.F.2 Recruit and attract talented staff to Stanislaus State with competitive compensation packages.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:PageUp, Best Places to Work, Job Postings/Advertising


4.F.3 HRDept Champions: HR - Julie Johnson, Rebekah Temple, Marla Clark, Christina FreitasPerformance Indicators:SMART performance evaluation

Strategy Description: 4.F.3 Develop performance management systems that reward staff who perform at their highest level.Baseline (As Applicable):

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Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Staff Rewards STAR Day Merit Increases


5 Goal 5: Forge and strengthen bonds with our communities rooted in a shared future.

5.A Objective AObjective Description:Fulfill our commitment to meet the higher education needs of the Stockton community through increased investment in the StocktonCenter.Champion Division: Business & FinancePerformance Indicators:Grow enrollments in current programs (AY19);

Create two new degree programs responsive to the needs of the Stockton region;

2 additional programs;15% additional students annually

Improved spaces for enhanced teaching and learning.

Baseline:9 baccalaureate upper division completion:COMM Studies BAHistory BALib Studies (COMM/History) BAPsych BABus Admin (conc Acct) BSAccelerated Second BS Nursing (UEE) BSHealth Sci BS (UEE)Criminal Justice BA (UEE)Social Sci BA (UEE)5 Master's Degrees:Counselor Ed -- Conc Prof Clinical MSPublic Admin MPASchool Admin MSSocial Work -- MSW (UEE Hybrid)eMBA MS (UEE)3 CredentialsMult Subj -- ElemAdmin Services -- Sch AdminInternships and Trad Options Approved for 17/18:New baseline funding for faculty hires. Expansion of 13 existing degrees including credentials and Behavioral Analysis (UEE).

Adequate classrooms, labs, and study areas to accommodate the student population.

Target Goals:2021/22:Create 1-2 new degree programs (e.g., Computer Science BS, Nursing MS)

New Building

Resources Needed:New FacultyNew StaffNew or expanded spaceAdditional Instructional Equipment/Technology; new operating expenses

$60M

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Resources Utilized :Progress Toward Target:2018-2021

Feasibility Study in progress. Acacia Hall Replacement Building funded in 19/20 20/21 Capital Program

5.A.1 VPSADept Champions: Collaborators: Diversity Center, SLDPerformance Indicators:Strategy Description:5.A.1 Develop a robust strategic action plan for the Stockton Center that is reflective of the community and the University.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP

SA Stockton Plan is in progress


5.A.1 AA ProvostDept Champions: Done -- Dean of the Stockton Center, Deans, ProvostPerformance Indicators:Strategy Description:5.A.1 Develop a robust strategic action plan for the Stockton Center that is reflective of the community and the University.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.A.1 AA ProvostDept Champions: Done -- Dean of the Stockton Center, Deans, ProvostPerformance Indicators:Completed 2017-2018 Update annually or every 2-3 years

Strategy Description:5.A.1 Develop a robust strategic action plan for the Stockton Center that is reflective of the community and the University.Baseline (As Applicable):Strategic Plan prior to AY 16/17.

Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:18/19 Base Budget Request: $480,500 for 2 TT faculty positions + 2 staff positions (Stockton & OSL) (approved)

1 new TT faculty + 1 new staff member approved for Stockton Center


COMMENTS:

5.A.1 UA Comm/Pub Affairs

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Dept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPOI #2 Energize University Brand2. Stockton Marketing Plan.

Strategy Description:5.A.1 Develop a robust strategic action plan for the Stockton Center that is reflective of the community and the University.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.A.2 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPI #2 Engine University Brand

Strategy Description: 5.A.2 Galvanize and strengthen educational and business partnerships with the greater Stockton Community.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.A.2 AA ProvostDept Champions: Provost, Dean of SC, Deans, UEIE, AVPAAPerformance Indicators:2017-2018 and onward

List examples of current (see 5c)

Strategy Description: 5.A.2 Galvanize and strengthen educational and business partnerships with the greater Stockton Community.Baseline (As Applicable):2016-2017

Target Goals:Maintain and increase partnerships


COMMENTS:

5.A.2 UA Alumni EngagementDept Champions: Alumni Engagement, J. GeikenPerformance Indicators:Alumni Engagement1. Support and participate in at least one community outreach event involving Alumni in San Joaquin County per AY.

Strategy Description: 5.A.2 Galvanize and strengthen educational and business partnerships with the greater Stockton Community.

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Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.A.3 SADept Champions: Collaborators: SLD, CPDC, ASI, ASCPerformance Indicators:Strategy Description:5.A.3 Identify opportunities that encourage innovation within the Stockton community, and promote curricular and co-curricularcommunity engagement.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Participation in WOW

ASC, including Faculty Fellows and CPDC will be facilitating discussions to begin to identify opportunity for student and community engagement

CPDC hosted the Spring Stockton Career Fair in Spring 18 & Spring 19

CPDC provides local employers a menu of services to connect with students


5.A.3 AA ProvostDept Champions: Provost, Deans, Dean of SC, FacultyPerformance Indicators:Strategy Description:5.A.3 Identify opportunities that encourage innovation within the Stockton community, and promote curricular and co-curricularcommunity engagement.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2020 onward

COMMENTS:

5.A.4 VPSADept Champions: SLDPerformance Indicators:Implement the Warrior Leadership Program on the Stockton campus.

Strategy Description:5.A.4 Identify the most appropriate multi-layered approach of High-Impact Practices (HIPs) for traditional, nontraditional, and adultlearner students. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:

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IP - In the Spring of 2019, Student Leadership and Development began presen�ng Warrior Leadership Programs on the Stockton campus and will implement a full program of

workshops in Fall 2019.


5.A.4 AADept Champions: GREAT Steering Committee, GREAT WG -- HIPs, Faculty, DeansPerformance Indicators:Strategy Description:5.A.4 Identify the most appropriate multi-layered approach of High-Impact Practices (HIPs) for traditional, nontraditional, and adultlearner students. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.A.5 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Strategy Description: 5.A.5 Integrate more student support services at the Stockton Center. Baseline (As Applicable):Target Goals:Stockton Campus and Delta College WOW MOU signed Fall 2018


COMMENTS:

5.A.5 SALTDept Champions: Collaborators: CPDC, PCS , ASI, USU, Health Center, SLD, DRSPerformance Indicators:Strategy Description: 5.A.5 Integrate more student support services at the Stockton Center. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:CPDC: .20FTE staff during the academic year provides career services every Thursday. Offers career fair on Stockton Campus in Spring Semester.

Progress Towards Target Details:IP – Career/Health & Wellness/ASI/SLD: Talk about current efforts.

IP- renovations to the Health Center space to allow for split time between a medical and mental health provider, with a shared fulltime medical assistant. Plan to

be opened Fall of 2019

IP- renovations to 5 rooms to accommodate recreation activities including cardio, weights, yoga and meditation spaces. Planned to be open Fall of 2019

IP – Student Leadership and Development began holding office hours every other Tuesday in April and will continue

NI- explora�on of crea�ng access points for EE students who do not normally have access to Health and Wellness programs. Plan to introduce to Student Fee Committee

2019.

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IP-CPDC provides career coaching on campus every Thursday during the semester starting Spring 18. Hosted career fairs, workshops and classroom

presentations at Stockton. Participated in 100% of Stockton orientations and open-houses.

DRS currently provides services to Stockton students. Students can receive the same accommodations as students on the main campus, with the exception of

on-campus transportation. Students can meet with DRS Advisors in-person, via Zoom video conference, or via telephone.

HEP supported the Stockton Campus with free food bags and food distribu�on boxes.


COMMENTS:

5.A.6 SA StocktonDept Champions: StocktonPerformance Indicators:Strategy Description: 5.A.6 Expand the number of residential faculty and staff at the Stockton Center to support enrollment growth. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:The Student Affairs Stockton Campus staffing proposals are in progress


5.A.6 AA ProvostDept Champions: Provost, Deans, FacultyPerformance Indicators:Three (3) TT faculty in 2017-2018; One (1) TT faculty in 2018-2019; at least one (1) TT faculty in 2019-2020;

Increase TT faculty hires at Stockton; prioritize 3 programs in WOW MOU;

Strategy Description: 5.A.6 Expand the number of residential faculty and staff at the Stockton Center to support enrollment growth. Baseline (As Applicable):Baseline 2016-2017

Target Goals:Add at least 1-2 new TT faculty to Stockton when and where appropriate

Annually, increase the number of TT faculty hires at the Stockton Campus, as appropriate to support enrollment growth

Resources Needed:New TT hires 1-2 per year; equipment/technology;


COMMENTS:

5.A.7 SPEMI, Enrollment ServicesDept Champions: SPEMI, Enrollment ServicesPerformance Indicators:Completed Summer 2018; Submitting College Futures planning grant with Delta, MJC and Merced community colleges – focus onADTs.

Strategy Description:5.A.7 Articulate programs with Delta College for increased student enrollments and ease of transfer for students. Baseline (As Applicable):

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Target Goals:A new MOU between Stanislaus State’s Stockton Campus and Delta College to formalize new investments in staffing, resources andoversight that leads to academic coordination, faculty and administrative interactions, and student engagement; guaranteed sequenceof courses in psychology, liberal studies, and business administration leading to a ADT.

Resources Needed:Resources Utilized:Progress Towards Target Details:Robust articulation.


COMMENTS:

5.B Objective BObjective Description: Advance the University through our increased connections to the region.Champion Division: University AdvancementPerformance Indicators:Contribute $10,000 annually (AY 19,20,21) to support the San Joaquin Area Health Sector Partnership; Stewardship Committee forFocus on Prevention; Cradle to Career; list newer connections

Baseline:Target Goals:Resources Needed:Resources Utilized :Progress Toward Target:

5.B.1 UA Governmental RelationsDept Champions: Governmental Relations, M. LahtiPerformance Indicators:Gov Relations1. Recruit, document and mobilize advocates in support of Bond initiative(s) and other advocacy CSU and Stan State initiatives.

Strategy Description:5.B.1 Grow the pool of stakeholders and experts who can advocate on behalf of the CSU system and Stanislaus State for increasedand sustained state, federal and private foundation support.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.1 VPSA ASIDept Champions: Collaborators: Diversity CenterPerformance Indicators:Strategy Description:5.B.1 Grow the pool of stakeholders and experts who can advocate on behalf of the CSU system and Stanislaus State for increasedand sustained state, federal and private foundation support.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP

ASI regularly attends Turlock City Council meetings

ASI actively participated in two (2) state lobby events in Sacramento.

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ASI annually joins the University President and the Vice President for University Advancement in Washington DC to lobby at the federal leval level


COMMENTS:

5.B.2 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPI #1 Tell Stan State Story

Strategy Description:5.B.2 Increase exposure of the University and its faculty, programs, and services via regional and national news outlets.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.3 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:Strategy Description:5.B.3 Establish and develop more avenues for delivering insightful and consistent messages on University initiatives andsuccesses.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.4 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPI #2 Energize University Brand

Strategy Description:5.B.4 Distinguish the University as a worthy recipient of public and private resources by developing and executing cohesive andcreative branding, marketing and communication strategies.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.4 SADept Champions: Collaborators: Athletics, ASI, HousingPerformance Indicators:

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Strategy Description:5.B.4 Distinguish the University as a worthy recipient of public and private resources by developing and executing cohesive andcreative branding, marketing and communication strategies.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.5 UA Foundation & DevelopmentDept Champions: Foundation & Development, M. Lahti/J. GeikenPerformance Indicators:Foundation & Development1. See Comprehensive Campaign Plan.

Strategy Description:5.B.5 Develop and launch a transformational giving initiative that includes naming and seed-funding conventions for new andexisting facilities and programs.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.5 SA AthleticsDept Champions:Performance Indicators:Strategy Description:5.B.5 Develop and launch a transformational giving initiative that includes naming and seed-funding conventions for new andexisting facilities and programs.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.6 AA ProvostDept Champions: Provost, DeanPerformance Indicators:See previous information regarding graduate programs at Stockton

Strategy Description:5.B.6 Capitalize on current and future graduate programs to strengthen the connections between the University and our communitypartners.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

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5.B.7 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development:1. Coordinate monthly meetings with Deans and Athletic Director, documenting and tracking outcomes

Strategy Description:5.B.7 Fortify partnerships with deans, department chairs and faculty that will extend the reach and maximize opportunities forprivate support.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.7 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development:1. Coordinate monthly meetings with Deans and Athletic Director, documenting and tracking outcomes.


5.B.7 AA ProvostDept Champions: Provost/DeansPerformance Indicators:Strategy Description:5.B.7 Fortify partnerships with deans, department chairs and faculty that will extend the reach and maximize opportunities forprivate support.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.7 UA OperationsDept Champions: Operations, M. HartsfieldPerformance Indicators:Operations:1. Launch the Deans Ambassador Program.2. Provide timely and accurate donor reports to the Deans.

Strategy Description:5.B.7 Fortify partnerships with deans, department chairs and faculty that will extend the reach and maximize opportunities for

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private support.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.7 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:C&PA1. See KPI #1 Tell Stan State Story


5.B.8 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:CP&A1. See KPI#2 Energize University Brand

Strategy Description:5.B.8 Increase the exposure of our alumni who contribute to the vitality of the region through marketing and personalizedengagement.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.B.8 UA Alumni EngagementDept Champions: Alumni Engagement , J. GeikenPerformance Indicators:Alumni Engagement1. See Alumni Council Strategic Objectives

Strategy Description:5.B.8 Increase the exposure of our alumni who contribute to the vitality of the region through marketing and personalizedengagement.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:

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Timeline:COMMENTS:

5.B.8 SADept Champions: Collaborators: CPDC, AthleticsPerformance Indicators:Strategy Description:5.B.8 Increase the exposure of our alumni who contribute to the vitality of the region through marketing and personalizedengagement.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Alumni engagement is increasing with the “Buy a Brick” campaign for the new Student Center and these alumni will have their names displayed on the patio

As part of our Hunger and Homelessness Awareness Week, we held three alumni drop off events where, through alumni donations, we put together and

distributed 27 care packages for students in need.

Alumni are engaged and dona�ng to the Warrior Wardrobe through the Career and Professional Development Center’s professional clothing drive. Alumni also par�cipate in

numerous career events throughout the year.


5.C 5.CObjective Description:Build on our current partnerships and increase responsiveness to the Central Valley, foothills, and surrounding regions.Champion Division: Student AffairsPerformance Indicators:Baseline:Target Goals:Resources Needed:Resources Utilized :Progress Toward Target:DRS is con�nually reaching out to more community partners to help facilitate student contact with their resources. They are also working to help other on-campus en��es

understand the importance of accessibility and to understand the place disability has in inclusion.

5.C Objective CObjective Description:Build on our current partnerships and increase responsiveness to the Central Valley, foothills, and surrounding regions.Champion Division: University AdvancementPerformance Indicators:New partnerships to report. Focus attention on San Joaquin and Stanislaus Counties.

Baseline:Stockton Promise; MJC MOU; SJDC MOU; Merced MOU; University has increased its focus on increasing our presence in the region.Examples of AA support for contributing to regional projects/programs includes: Focus on Prevention Stewardship Council, BusinessAdvisory Board, California Health Sciences University, Stanislaus Community Foundation, Stanislaus County Office of Education,Parent Institute for Quality Education (PIQE) Advisory Board, Le Grand Medical Academy Advisory Board, Ceres Unified InductionProgram Advisory Board, Stanislaus Futures Leadership Team, Stanislaus Partners in Education – Board Member, San Joaquin AreaHealth Sectors Partnership, Merced County Health Career Pathways Coalition, Assyrian American Civic Club

Add info from Helene and Tomas

Target Goals:Maintain current partnerships and grow out networks by 10%

Resources Needed:Travel funds;Support for Deans/AVPs to enhance time spent in such endeavors; DOD or Associate Deans.

Resources Utilized :

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Progress Toward Target:

5.C.1 SA Diversity Center, SRCDept Champions: Collaborators: Diversity Center, SRC, DRS, ASI, HousingPerformance Indicators:Strategy Description: 5.C.1 Become a cultural center for the Central Valley. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP= Diversity center establishing rela�onships with community organiza�ons to promote the center and its cultural opportuni�es.


5.C.1 AADept Champions: All of Academic Affairs, SOA, CollegesPerformance Indicators:Strategy Description: 5.C.1 Become a cultural center for the Central Valley. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:2020-2021

COMMENTS:

5.C.1 UA Comm/Pub AffairsDept Champions: C&PA, R. RushPerformance Indicators:CP&A1. See KPI#2 Energize University Brand

Strategy Description: 5.C.1 Become a cultural center for the Central Valley. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.C.1 UA DevelopmentDept Champions: Development, J. GeikenPerformance Indicators:Development1. Secure Sponsorships for Institutional Events

Strategy Description: 5.C.1 Become a cultural center for the Central Valley. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:

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Timeline:COMMENTS:

5.C.2 SADept Champions: Collaborators: Service Learning, Academic Internship Coordinators, CPDCPerformance Indicators:Strategy Description: 5.C.2 Create opportunities to place students in internships with local agencies and businesses.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - Developing Career Institute.

CPDC provides local employers a menu of services to connect with students from Table on the Quads, Online Job posting platform (HIREStanState), Fairs, to On

Campus Interviews

CPDC hosted the Warrior Career & Internship Fair in Spring 18 & Spring 19 to connect employers with internship opportunities with students.

Additionally, CPDC hosted the Stockton Spring Fair 2018 & 2019 and Fall Career Expo in 2018 that included internship opportunities.

The CPDC partnered with Academic Affairs and Human Resources to offer the first Warriors at Work program for Student Assistants.


5.C.2 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Strategy Description: 5.C.2 Create opportunities to place students in internships with local agencies and businesses.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.C.2 SPEMIDept Champions: SPEMI, GitanjaliPerformance Indicators:Strategy Description: 5.C.2 Create opportunities to place students in internships with local agencies and businesses.Baseline (As Applicable):Target Goals:Develop the Stanislaus State American Association of University Women (AAUW) Student Chapter


COMMENTS:

5.C.2 AA ProvostDept Champions: Provost, Deans, OSL/Career Development Center, FacultyPerformance Indicators:Increase number of internship, service learning and practicum sites in Stockton area

Strategy Description: 5.C.2 Create opportunities to place students in internships with local agencies and businesses.

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Target Goals:Increase by 5% annually the number of internship, service learning and practicum sites in Stockton area


COMMENTS:

5.C.3 B&F University Police, OITDept Champions: Business & Finance; University Police, OITPerformance Indicators:Begin installation/upgrade of common Computer Aided Dispatching (CAD) & Records Management System (RMS) system inpartnership with the City of Turlock.

Strategy Description:5.C.3 Increase and maintain our presence in local civic groups, and identify opportunities to contribute to regional projects andprograms.Baseline (As Applicable):Target Goals:Resources Needed:Staff time.

Resources Utilized:Progress Towards Target Details:In progress

Progress:Timeline:March 2020

COMMENTS:

5.C.3 B&F; University Police, OITDept Champions: Business & Finance; University Police, OITPerformance Indicators:Complete installation of emergency radio system in partnership with City of Turlock

Strategy Description:5.C.3 Increase and maintain our presence in local civic groups, and identify opportunities to contribute to regional projects andprograms.Baseline (As Applicable):Target Goals:Resources Needed:Staff time


Progress:Timeline:End of March, 2019

COMMENTS:

5.C.3 SADept Champions: Collaborators: Athletics , SLD , ASI , Housing , SRC , DRS

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Performance Indicators:Strategy Description:5.C.3 Increase and maintain our presence in local civic groups, and identify opportunities to contribute to regional projects andprograms.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:The Student Affairs leadership team attends numerous community events; for example, the Cesar Chavez Empowerment Luncheon, the

Hispanic Chamber of Commerce, the

El Concilio Latina Leadership Luncheon,

And the Latino Community Round Table.

IP – The Director of DRS has submitted an application to join the Advisory Board for DRAIL and we are awaiting the results.


5.C.3 UADept Champions: UA, M. LahtiPerformance Indicators:UA1. Maintain a comprehensive community engagement event strategy and tracking tool.

Strategy Description:5.C.3 Increase and maintain our presence in local civic groups, and identify opportunities to contribute to regional projects andprograms.Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.C.4 SA CPDCDept Champions: Collaborators: Athletics, SRC, DRSPerformance Indicators:Strategy Description:5.C.4 Identify opportunities to partner with regional efforts to improve educational outcomes for the region’s children (K-12).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:CPDC presented at ABLE charter High School in Stockton, Pitman High and Roselawn High in Spring 2019


5.C.4 AA ProvostDept Champions: Dean, COEKSW, Provost, Dean, Stockton, Delta PartnersPerformance Indicators:Increase partnership with K-12 in Stockton area

Strategy Description:5.C.4 Identify opportunities to partner with regional efforts to improve educational outcomes for the region’s children (K-12).Baseline (As Applicable):2016-2017

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Target Goals:Enhance/strengthen current partnerships


5.C.4 SPEMI OutreachDept Champions: Outreach, Noelia GonzalezPerformance Indicators:Strategy Description:5.C.4 Identify opportunities to partner with regional efforts to improve educational outcomes for the region’s children (K-12).Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Work w SCOE Stanislaus County office of Education. Early Assessment Pgm.


5.C.5 AADept Champions: Deans, FacultyPerformance Indicators:Strategy Description:5.C.5 Create a pool of expert guest lecturers made up of alumni, government, civic, nonprofit, and industry leaders. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.C.5 UA Operations & Public Affairs/Gov. Rel.Dept Champions: Operations & Public Affairs/Gov. Rel.; M. Hartsfield, R. Rush, M. LahtiPerformance Indicators:Operations/Public Affairs/Gov.Relations1. Explore and Implement best practices for capturing experts and data base coding.

Strategy Description:5.C.5 Create a pool of expert guest lecturers made up of alumni, government, civic, nonprofit, and industry leaders. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.C.5 UA Alumni EngagementDept Champions: Alumni Engagement, J. GeikenPerformance Indicators:

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Alumni Engagement1. See Alumni Council Strategic Objectives.

Strategy Description:5.C.5 Create a pool of expert guest lecturers made up of alumni, government, civic, nonprofit, and industry leaders. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:Progress:Timeline:COMMENTS:

5.C.5 SADept Champions: Collaborators: DRS, Diversity Center, Athletics, VPSA OfficePerformance Indicators:Strategy Description:5.C.5 Create a pool of expert guest lecturers made up of alumni, government, civic, nonprofit, and industry leaders. Baseline (As Applicable):Target Goals:Resources Needed:Resources Utilized:Progress Towards Target Details:IP - DRS is hosting the second annual alumni speaker. This is an alumnus who has a disability returns to campus to talk about theirexperiences as a person with a disability in the Central Valley.


5.C.6 AA ProvostDept Champions: Provost, Deans, Faculty, ORSP, UA (operation and PA)Performance Indicators:Encourage teaching, research and service with an applied focus

Strategy Description: 5.C.6 Incentivize faculty work, applied research, and collaboration in public and private sectors. Baseline (As Applicable):2016-2017

Target Goals:Increased number of such partnerships bi-annually

Resources Needed:Research financial support; professional development; research reassignments;
