Academic Affairs Strategic Plan Goals and Tactics

Academic Affairs Strategic Plan Implementation Group

Draft for Input

October 16, 2018

Please submit suggestions/input to strategic@sonoma.edu.

Strategic Plan Implementation Timeline 2018-19

Process drafted and communicated
10/5/18

Draft goals for each priority created for feedback
10/25/18

Communication with stakeholders for feeback and refinement
10/26-11/26/18

Refinement and finalization of Academic Affairs plan
11/27 - end of fall semester 2018

Communication of the Academic Affairs plan to stakeholders
Spring 2019

Academic Affairs Goals and Suggested Tactics

All goals and suggested tactics are in draft form at this time. We anticipate creating no more than 3 goals per priority at the division level. This will allow schools and units (i.e., IT, Academic Programs, etc.) the chance to add up to 2 goals per priority as desired to support the strategic plan.

We are committed to this being a living, breathing process with annual assessment and modifications, if needed. Note that if a goal is accomplished it can be changed over time or can be put in the “accomplished” category. Then a new goal will take its place.

Tactics are the strategies we will implement to reach our goals. Not all tactics will be used—they represent a list of ideas that can support the goals. Once refined, the tactics then will be supported by metrics and milestones, so we can measure progress annually.

Priority #1: Student Success

Goal 1

Meet SSU's GI2025 graduation and retention goals, including elimination of the equity gap.

Tactics

  • Systematize identification, communication, and training relevant to student success best practices (including advising, scheduling, at- risk student support, etc.).
  • Implement and support effective student success technology support for improved advising, early warning and overall student academic support.
  • Create and sustain robust tracking systems to enable schools, departments, and programs to interact with correct data sets related to student success.
  • Identify and remove barriers to graduation and timely progress to degree.
  • Create pathways to graduation that allow students to take all necessary classes in four years so they don't have to add time or add summer/winter.
  • Promote service opportunities that include impacts on our own diverse student populations.

Goal 2

Create and implement a sustainable A-G (admissions to graduation) student recruitment and support services plan that aligns with SSU's identity as a regionally-serving and Hispanic Serving Institution.

Tactics

  • Create a robust, intentional student recruitment plan consonant with SSU's HSI status (including targeted recruitment of Pell eligible, first generation, under-represented minority students).
  • Streamline relevant business processes to enable more effective navigation of everything from admissions to registration to applications for graduation.
  • Modernize and automate intake of transfer records.
  • Create programs (like the Benicia high school teaching careers paths course) that build stronger links with P-12 students so they want to come to SSU.

Priority #2: Academic Excellence and Innovation

Goal 1

Hire and support a workforce (faculty and staff) reflective of the diversity of the state of California.

Tactics

  • Assess fall 2018 workforce diversity (including ethnicity, gender, national origin, race, and all other diversity markers available for analysis).
  • Assess current diversification and unconscious bias focused practices in recruitment processes.
  • Create compensation packages that enable us to attract and retain a high-quality, diverse workforce.
  • Align SSU hiring policies with our inclusivity and diversification goals (e.g., how hiring committees are constituted, etc.).
  • Require training of hiring committees with the goal of reducing implicit bias; require rubrics along with interview questions.

Goal 2

Deliver academic programs that prepare students to work in the region and to contribute meaningfully to the 21st century workforce.

Tactics

  • Assess current academic programs (including in Extended Education) for alignment with the goal to establish a baseline and then develop plans to align programs with this goal.
  • Identify (e.g., through a study and existing data) programs SSU could offer to better align with this goal.
  • Devise support mechanisms for interdisciplinarity to enable cross-disciplinary and inter-disciplinary collaborations in service of new programs, certificates, etc. [especially in areas of core values (sustainability, social justice, etc)]
  • Identify barriers (funding / silo) to interdisciplinary classes.
  • Work with big employers around the county to see what skills they desire in competitive college employees post grad (e.g., GIS skills).
  • Deploy internships more intentionally.
  • Develop corporate partnerships and devise other philanthropic mechanisms to ensure that SSU labs and instructional facilities are up to date and to ensure strong employment opportunities post-graduation for our students.
  • Integrate workforce and career readiness into all majors so students know what skills they are gaining and need to be effective professionals in their chosen fields.
  • Provide professional development to faculty to incorporate more real-world, project-based learning activities into their curricula and to ensure faculty can stay up-to-date with changes in their fields.
  • Provide resources (such as course releases and professional development) to enable faculty to revise curricula across departments to include community-based research and engagement.

Goal 3

Create and implement a distinctive GE program in alignment with SSU's core values and regionally- serving mission and vision.

Alternative goal: Align SSU's majors and GE program with the institution's core values and regionally-serving mission and vision.

Tactics

  • To be determined

Priority #3: Leadership Cultivation

Goal 1

Develop and implement a sustainable professional development and RSCA support program that positions SSU faculty and staff to be leaders in the community and their disciplines.

Tactics

  • Encourage academic departments to review RTP criteria to think about new forms of community-based scholarship and to recognize scholarship and research output with an impact beyond the academic sphere (i.e., to recognize RSCA that is published in open access platforms or that is targeted outside of academic communities).
  • Support an Open Access policy and/or mandate that encourages faculty to deposit their research output in the SSU institutional repository to make research more openly and freely available. We should look at ways to eliminate the barriers between academics and the community and to ensure that the research and creative work produced at SSU can have a meaningful impact in our community, and not just in academia.

Goal 2

Amplify integration of leadership into curricula and co-curricular programming to make this a distinctive feature of SSU educational culture.

Tactics

  • Use the service-learning and leadership specific courses at SSU to help create a continuous leadership cultivation opportunity for students at SSU.
  • Make more explicit connections between service and leadership in curricular and co-curricular programming.

Goal 3

Modernize and expand classes / research opportunities that prepare students for careers and/or for graduate school.

Tactics

  • To be determined

Priority #4: Transformative Impact

Goal 1

Deploy SSU faculty, staff, and students to the community for service, research, and engagement.

Tactics

  • Assess current impact to create a baseline via a common reporting/assessment form.

Goal 2

Amplify and augment SSU's impacts on our regional communities and on the regional and statewide economy.

Tactics

  • Assess current impact to create a baseline via a common reporting/assessment form.
  • Create a communication plan to be reviewed on an annual basis to capture and communicate SSU impacts on families, communities, region, and state.
  • Continue Sonoma County Science Fair at SSU and investigate other similar opportunities.
  • Locate SSU Alumni and share their stories.
  • Assess volunteerism of SSU staff and faculty.
  • Invest in our region's high schools to increase local applications for SSU and increase college readiness of those students in order to increase 4-year graduation rate.

Goal 3

Promote research involving our region / community, e.g. local water quality, wine research. Including internship opportunities.

Tactics

  • Provide needed RSCAP funding and assigned time to enable focusing on community research.
  • Create measurable metrics for assessing research and creative activity impacts that include, but are not limited to, external funding, publications, exhibits, etc.
  • Provide transportation to off-site research locations (e.g. Preserves).