Draft Charge & Timeline for Strategic Planning

 

Strategic Planning Coordinating Committee Membership

 

Gabriela Alvarenga, Academic Counselor, Undergraduate Advising

Mary Ann Begley, Director, Residential Life

Arlene Bugayong, Advisor, Educational Opportunity Program

Linda Buckley, Associate Vice President, Academic Planning and Development

Davide Celoria, Assistant Professor, Equity, Leadership Studies & Instructional Technology

Dawn-Elissa Fischer, Assistant Professor, Africana Studies

Trevor Getz, Professor, History

Douglas Miguel Guerrero, Undergraduate Student in Environmental Studies

Larry Hanley, Associate Professor, English and Academic Senate Chair

Nicole Henderson, Graduate Student in Special Education

Daniel Homsey, Dir. of Strategic Initiatives, SF City Administrator’s Office

Eric Hsu, Professor, Mathematics

Franz Lozano, Budget Officer, Budget Administration & Operations

Linda Oubre, Dean, College of Business

Erik Rosegard, Associate Professor, Recreation, Parks & Tourism

Egon Terplan, Regional Planning Dir., SPUR

Venesia Thompson – Chief of Operations, University Advancement

Les Wong, President

Yim-Yu Wong, Professor & Chair, International Business

 

Draft Charge of the Strategic Planning Coordinating Committee (SPCC)

 

The Committee will review the San Francisco State University institutional mission statement and the strategic goals established in our previous strategic planning efforts (notably CUSP I & CUSP II).  Subsequent to that review the committee will guide the development of a new strategic plan that will confirm or suggest revisions to these goals and directions and identify several institutional-level objectives for growth and improvement over the short, medium and long term.  Additionally, the committee will examine seven themes in detail, analyzing institutional assets and constraints, establishing baseline performance in these areas, identifying key performance indicators, and recommending benchmarks for targeted improvement over the next 3-5 years.  The Committee will present the plan for consideration and implementation by the president’s cabinet before the end of the 2013-14 academic year.

 

The plan will build upon and refine the central elements of our previous planning work including CUSP I, CUSP II and more recently UPAC.  The new plan will be informed by the data available from program review and assessment, institutional research endeavors, and institutional projects like the Student Success and Graduation Initiative. It will also benefit from the extensive work and insights gleaned from our soon to be completed WASC review.

 

Through subcommittees that will broaden campus participation in the planning process, the committee will explore these seven themes:

 

Theme 1 – Building the San Francisco State Identity

This theme will examine the essence of San Francisco State University and how that essence is reflected in our students, staff, faculty, and community.  Key questions in this area include:

·      What values are central to SF State?

·      What binds SF State alumni to the institution?

·      Where can we improve the student experience?

·      Could athletics or other programming be enhanced in a way that would help facilitate ties to the university for our students, staff, faculty, alumni, and community?

·      What opportunities exist to better convey SF State’s identity to internal and external audiences?

 

Theme 2 – Maximizing Student Success

This theme will examine student learning and academic attainments with the goal of improving academic achievement.  Key questions in this area include:

·      What have we learned from the extensive work emanating from the Student Success and Graduation Initiative (SSGI)?

·      How can we continue to improve graduation rates and reduce time to degree?

·      How can we continue to improve retention rates?

·      To what extent do gaps in achievement rates persist and how might they be closed?

·      Does the new general education curriculum align with institutional goals for student learning?

·      To what extent are department and program assessment practices aligned with institutional goals and how might we improve those alignments?

·      To what extent are students academically prepared and institutionally supported such that they can effectively transition into the workforce after graduation and how might we improve in this area?

 

Theme 3 – The Academic Master Plan

This theme will examine the essential elements of SF State’s academic infrastructure in light of new institutional aspirations and 21st century contexts.  The theme analyzes our processes of academic renewal with the recognition that student learning and achievement depend on it.  Key questions in this area include:

·      What academic reputation do we aspire to have and in what ways can we cultivate it?

·      What is the appropriate emphasis of teaching, research and scholarly activity, and service within the retention, tenure and promotion process?

·      Is a standard 3/3 teaching load appropriate for all faculty or should we consider workload alternatives that are more adaptable?

·      What is the ideal proportion of Tenure/Tenure-Track and lecturer faculty?

·      Are current departmental configurations and degree programs serving us well and likely to continue to do so in the future?

·      What areas might be developed as SF State signature programs and what programs might we consider transitioning away from?

·      How might we make the most effective and strategic use of new tenure-track lines?

·      How many students can SF State effectively serve?

·      What is the appropriate balance between undergraduate and graduate programming?

·      Are existing governance structures and practices serving us well and can they be improved?

 

Theme 4 – The Physical Master Plan

This theme will evaluate our existing physical resources and our existing plans and aspirations for improving our physical infrastructure.  Key questions in this area include:

·      How will the new Recreation & Wellness Center impact the campus and what can we do to get the most from this new facility?

·      What are the prospects for completion of the Creative Arts Replacement Building?

·      What buildings pose the greatest need for renovation and what prospects exist for those renovations?

·      How will plans to improve transit systems along 19th Avenue affect SF State and what changes might we consider in light of these improvements?

·      How can the university best make use of University Park North and University Park South?

·      What opportunities will develop as the university pursues the development of property along Holloway Avenue to slow traffic, attract campus serving retail establishments, increase student bed space and make Holloway a campus main street?

·      What is the appropriate amount of student housing for SF State’s future?

·      How might the university make the best use of its property and facilities in Tiburon?

·      Are there ways for the university to collaborate with ongoing development projects in San Francisco to further our mission and extend our community impact?

 

Theme 5 – Advancing Campus & Community Climate

This theme will examine the nature of the campus environment and how the campus climate promotes achievement of our institutional goals.  Additionally, this theme will evaluate the university’s impact on the surrounding community.  Key questions in this area include:

·      What is the status of faculty and staff morale on campus and how might it be improved?

·      What opportunities exist for professional development and growth?

·      Is the campus engaged in adequate succession planning?

·      What is the economic impact of SF State on the city of San Francisco and the surrounding Bay Area?

·      What can we do to further our relationships with local school and community college districts?

·      Are we effectively assessing our community outreach efforts and ensuring that they are consistent with SF State’s core mission?

·      What can we do to improve the cohesiveness of our community outreach activities?

·      Are there opportunities to increase our effectiveness in advocacy efforts with state, local and federal officials?

·      What opportunities exist to leverage our extensive alumni presence in the Bay Area on issues important to the university?

 

Theme 6 – Elevating Institutional Support

This theme will examine the effectiveness of our institutional support activities and explore ways that we can maximize support of SF State’s mission.  Key questions in this area include:

·      To what extent can we increase philanthropic support of the university?

·      How can institutional support entities help facilitate and encourage entrepreneurial activity?

·      What opportunities are there to enhance revenues, decrease debt and minimize risk within the university’s auxiliary organizations?

·      What opportunities exist to increase participation and meaningful student involvement in student governance and student life programming?

 

Theme 7 – Emerging Issues

It is anticipated that during the course of the strategic planning process, significant issues will emerge that do not fit neatly into the other themes.  This theme will allow the coordinating committee to identify and explore such issues.

 

Role of the Coordinating Committee

Members of the Committee are asked to dedicate themselves to the best overall interests of the university.  Members’ participation will reflect the full campus community, and should bring that broad perspective to bear on the process. Members do not represent any constituency – they do not bring messages from, speak for, or report back to any group.  It is not intended that individual aims or interests of members will form the basis of the plan.

 

The Committee will ensure that the development of the new strategic plan is informed by the broad spectrum of perspectives that shape both our campus life and our institutional relationships with off-campus partners, alumni and friends.  The roles of the Committee and its members are to synthesize, integrate, and effectively communicate the input and ideas generated by the entire campus community through the planning process; organize and implement a process to solicit broad community input on a draft plan; and prepare drafts as well as the final plan.

 

Draft Timeline:

 

1/11/2013    Discussion of Objectives and Conceptual Structure at the Cabinet Retreat

2/4/2013      Review Draft Charge, Structure & Timeline

2/18/2013    Finalize Drafts of Charge, Structure and Timeline to Share with WASC

2/2013          Build Strategic Planning Resource Site on iLearn

3/6/2013       Share Planning Documents with WASC Team

3/2013          Circulate Draft Charge and Solicit Campus Feedback

5/2013          Steering Committee Seated and Charged

6-8/2013      Gather Resources and Available Data Valuable to the Planning Effort

8/2013          Regular meetings of the SPCC begin

2/2014          Target date for release of a draft plan

6/1/2014       Final plan submitted