Draft Strategic Plan

Founded in 1899 as a teachers college, San Francisco State University remains united as a community of learners in our passion for academic excellence, intellectual discovery, creative and critical inquiry, and educational equity. San Francisco State maintains a proud history of commitment to social justice and opposition to oppression and marginalization, which lives on through the work, scholarship and community engagement of its students, faculty, staff and alumni.

At San Francisco State, diversity and pluralism form the conditions of creativity and innovation. As we work with students to prepare them for life and work in a complex and increasingly transnational society and seek to expand the boundaries of human understanding through our scholarly work, San Francisco State is well positioned for the educational challenges of the 21st century.

Contextualized by the university’s long-standing commitments to teaching, learning and social justice, the Strategic Planning Coordinating Committee (SPCC) presents this draft strategic plan anchored by five core university values: Community, Resilience, Courage, Life of the Mind, and Equity.

In June of 2013, President Wong appointed the SPCC and charged the committee to conduct a broad-based and collaborative strategic planning effort to establish SF State’s institutional priorities for the years ahead. The charge to the planning committee identified seven themes: Building the San Francisco State Identity, Maximizing Student Success, the Academic Master Plan, the Physical Master Plan, Advancing Campus & Community Climate, Elevating Institutional Support, and Emerging Issues. Those themes served as points of entry to engage the campus and community and subcommittees explored those themes in detail during the 2013-2014 academic year. Theme subcommittees engaged the campus and community through a variety of ways including special events, meetings with key stakeholders and campus groups, through social media and through a specially designed platform (at Neighborland.com). In June 2014, the subcommittees detailed their finding and insights in reports that were shared with the campus community.

During the Summer of 2014, the SPCC analyzed the theme subcommittee reports and distilled five core institutional values that serve as anchors for this draft strategic plan. The SPCC is gratified by the generosity that we have encountered in this effort and the willingness of our colleagues and friends to share what they care about, the obstacles they face and their strategies for overcoming them.

The SPCC offers this draft strategic plan as the next phase in the planning process with the recognition that it will be strengthened by continued engagement and feedback from students, faculty, staff, alumni and friends. We are particularly interested in additional initiatives that can help us deliver on our stated objectives. Please share your reactions with SPCC committee menbers, post them in the comment section below or email them to planning@sfsu.edu. We hope that we have captured the essence of these interactions in the core values of Community, Resilience, Courage, Life of the Mind, and Equity, along with the aspirations, objectives, initiatives and provocations that follow.

Core Value: Community

We believe we can teach and support students, in educationally purposeful ways, when we collaborate with each other and the larger community; we care about and support academic freedom and freedom of speech; we reinforce the tenets of equity and live and learn in ways that are principled and just; we value the abilities of all students, faculty, and staff and provide opportunities for community members to develop a strong sense of self-worth, care, and respect for others; and we believe in developing strong partnerships that will support the pursuits of our students, faculty, and staff within the local, national, and global communities.

Community Aspirations

  • To create/provide the space for a community that is educationally purposeful, open, just, disciplined, and caring
  • To provide students, faculty, and staff with opportunities to develop a sense of belonging and affinity to the institution
  • To provide students with opportunities to think critically and broadly about the concept of community and the impact they have on society
  • To provide meaningful opportunities for students to engage with faculty and staff outside of the classroom
  • To improve community partnerships and celebrate the successes that develop from those partnerships
  • To appreciate and recognize students, faculty, and staff for their positive community impact
  • To explore and secure support which will help address the affordability factor that impacts most students, faculty, and staff

Community Objectives

  1. SF State will create a campus culture where students, staff and faculty are valued, respected, taken care of and where they are treated fairly. As a consequence, they will want to engage, reciprocate and contribute to the well-being and advancement of the SF State community.
  2. SF State will increase our engagement and responsiveness to student, staff and faculty concerns, and will heavily invest in infrastructure, virtual platforms, and facilities that foster freedom of speech, intellectual exchange and social interactions.
  3. SF State will define its roles, assume responsibilities, promote social justice, protect human dignity, safeguard the environment and share resources with local, regional and global communities.
  4. SF State will strengthen an academic community based on collaboration, consultation, critical reasoning and diversity.

Community Initiatives

Short-term

  • Launch a university-wide student and employee communication campaign that listens to their concerns on both virtual and non-virtual platforms and commit to address these concerns in a timely fashion. (Objectives 1, 2)
  • Establish a Student Engagement Task Force, recognizing that engaged and empowered learners feel a sense of belonging and confidence in their ability to contribute in class, on campus, and with their communities. (Objectives 1, 2, 3, 4)
  • Continuously review and update student and employee orientation, advising and mentoring materials to cover all aspects to academic and professional success at SF State. (Objectives 1, 2)
  • Increase the current level of student and employee services by opening a Faculty and Staff Club, student nap rooms and short-term, low-cost child-care for students and employees. (Objective 2)
  • SF State will design and initiate an annual survey to assess the quality of the work environment and the level of employee satisfaction. (Objective 1)
  • Launch an annual Global Awareness Program to foster a global mindset and engage the campus in global social issues, such as justice and equity. Activities could include panel discussions, films, speeches, poetry and literature sharing, etc. (Objective 3)
  • Develop a corporate relations portal with a menu of services as a way to offer SF State staff and faculty expertise to Bay Area businesses and beyond. (Objective 3)
  • Establish an annual marketing campaign that highlights SF State student and employee community services and the impact of our efforts. (Objective 3)
  • Launch a ‘giving back’ campaign to encourage student organizations to contribute a portion of their fund-raising to struggling charities or non-profit organizations. (Objectives 1, 3)

Mid-term

  • Establish collaborative relationships with local, regional and global organizations through aligning and integrating their needs into curriculum and facilitating student work-experience opportunities with them, such as internship, consulting projects and practicum. (Objectives 2, 3)
  • Develop significant funding to support faculty and staff sabbatical leaves and assigned time for mission-aligned projects that engage domestic and global communities. (Objectives 1, 2, 3)
  • Develop a successful athletic program that will foster SF State spirit, stimulate pride and encourage identification with SF State. Use enhanced athletics programs to leverage support from the Bay Area community and further long-term bonds and connections with alumni and retired employees. (Objectives 1, 3)
  • In collaboration with faculty and staff, proactively cultivate mentorship between alumni, emerging student leaders and new SF State students. Ideally, these relationships would continue to enrich the professional lives of students and alumni well into their professional lives. (Objectives 1, 3)
  • Create a Homecoming Day tradition to engage and bond with alumni and current students who will become alumni. (Objectives 1, 3)

Long-term

  • Open an Alumni, Parents and Friends Services Center' to provide hospitality in an energized, animated atmosphere. The Center could contain event space, gift shops, short-term housing, etc. and could be the starting place for tours, orientations, etc. (Objectives 1, 3)
  • Work closely with faculty, the Alumni Office and the Office of International Programs to build long-term, meaningful relationships with students and alumni in other countries. Provide opportunities for these students and alums to participate and contribute to the Global Awareness Program, exchanges, internships and excursion programs. (Objectives 1, 3)
  • SF State will cut the ribbon on its University Academic Center, an attractive physical space that will centralize student support services (tutoring, advising, internship coordination, and computer labs) and host community-building initiatives like: peer-to-peer faculty mentoring, maker spaces for faculty and faculty-student work, public venues for symposia and conferences as well as informal socializing, meeting spaces for faculty interest groups and advisories. (Objectives 2, 4)

Community Provocations

  • Are we satisfied with the current level of student engagement? How do we plan to strengthen student engagement?
  • Are we willing as an institution to invest in infrastructure that will provide opportunities for students, faculty, and staff to engage in purposeful activities and interactions (curricular & co-curricular) that will increase their congruence with the community?
  • As the physical master plan is reconsidered is the University willing to, despite cost, ensure that future renovations and building on campus will include informal community gathering spaces that are intentional by design?
  • In what ways and to what degree do we as an institution intend to assess the campus voice and quality of services? Furthermore, how do we intend to apply what we learn from those assessments?
  • How will we celebrate our successes and how will we communicate those successes to the larger community?
  • As we begin to look outward, beyond the campus community, to what degree will we engage with the San Francisco community (and beyond) and what can be done to improve the cohesiveness of our outreach activities?

Core Value: Resilience

Resilience is the ability to recover and adapt quickly to difficulty or challenges. It is a quality enhanced by intentional planning premised on the sustainability of people, the planet and profit and it is magnified by the ability to anticipate challenges that lie ahead. As the pace and unpredictability of change accelerate in the 21st century, resilience is increasingly indispensible. In this climate, a quality higher education that promotes nimble thinking and adaptability is an essential component to fostering resilience in people and families. We also recognize that we play a central role in the resilience of our community and the world, not only as the result of the contributions that our graduates make, but through our scholarship and community engaged work. As we confront problems like environmental sustainability and climate change in our classrooms and labs, we recognize our responsibility to help forge resilience in the communities we serve.

Resilience Aspirations

  • To empower students with an education that instills the value of sustainability and provides the ability to be innovative and nimble in confronting challenges
  • To model environmental sustainability on our campus that is exportable to our communities beyond the campus
  • To foster a recognition among students, faculty and staff of the resources they produce and consume as they engage the campus and the community
  • To graduate students who are aware of the power that their education plays in their personal resilience and who value the public good produced by a community of educated people
  • To develop a reputation both locally and beyond as a campus that is engaged in its community and in doing so is essential to its resilience
  • To celebrate the full range of cultural traditions and the multiple ways of knowing

Resilience Objectives

  1. SF State will become a nationally recognized leader in campus environmental sustainability.
  2. SF State will develop its faculty, curriculum, research and programming to become a national leader in mitigating the effects of climate change and fostering community resilience.
  3. To bolster institutional sustainability, SF State will develop philanthropic and entrepreneurial income streams that support appropriately the intellectual work of students, faculty and staff regardless of state budget decisions.

Resilience Initiatives

Short-term

  • The university will create a timeline and set benchmarks for campus sustainability goals that will set the path to ensure that SF State leads the CSU in campus environmental sustainability. Additionally, the university will continue to align our auxiliary investment policies with our environmental sustainability commitments. (Objective 1)
  • The university will continue its negotiations with area Mass Transit organizations to provide reduced cost transit passes to students. (Objective 1)
  • SF State will consider prioritizing environmental sustainability and resilience within the faculty-hiring plan. (Objective 2)
  • SF State will develop a comprehensive alumni engagement plan to reconnect our graduates with the exciting things that are happening on campus. (Objective 3)
  • The university will establish a system of incentives for innovative and entrepreneurial activity on campus. (Objective 3)
  • As a diverse community and acknowledging differential abilities to give, we will establish targets for employee philanthropic support of the university. (Objective 3)

Mid-term

  • By Fall 2018, all SF State students will have area-wide mass transit passes. (Objective 1)
  • The university will prioritize the creation and maintenance of state of the art wireless and computing capability that fosters creativity, collaboration and innovation. (Objectives 1, 3)
  • Working with campus and external innovators, the university will establish “maker” oriented laboratory spaces to foster creative applications of scholarship. (Objectives 2, 3)
  • The University Corporation will consider establishing a venture capital fund to support entrepreneurial projects of students, employees and alumni. (Objective 3)
  • The university will attend to the resilience of our employees by addressing compensation levels and housing opportunities in light of San Francisco’s cost of living. (Objectives 2, 3)
  • Working with faculty and staff experts, the university will initiate planning for a Center for Climate Change Resilience that would sponsor leading edge, community-engaged research activities that support the resilience of local and global communities facing the impact of global climate change. (Objective 2)

Long-term

  • The university will launch the Center for Climate Change Resilience. (Objective 2)
  • century students, faculty and staff need. (Objectives 1, 2, 3)

Resilience Provocations

  • Do we have the appropriate structures and incentives to foster interdisciplinary collaboration that address emerging challenges?
  • Do our alumni see SF State as a key contributor to their personal resilience and how great is their commitment to ensuring institutional resilience?
  • Do students, faculty and staff have an appropriate understanding of the funding and economic models that contribute to institutional sustainability?
  • Do our systems of rewards appropriately incentivize work that fosters resilience in our institution and our community?
  • Does our surrounding community appreciate the contributions that SF State makes to community resilience?
  • Do our alumni stand as exemplars of resilience in their communities?

Core Value: Courage

Courage follows from and enables principle. Courage propels our willingness to be different and unique -- to establish ourselves as a university with a distinct mission and character, rather than a follower in the pattern of others. Courage allows us to hold difficult conversations in broad forums and undergirds our commitment to social justice, to shared governance, to academic freedom and to student, faculty, and staff activism.Courage recognizes that innovation involves risk, and sometimes failure, and it embraces change and adversity as opportunities. Courage fortifies our efforts to question conventional wisdom and explore controversial issues in the name of deeper understanding; it energizes our commitment to academic freedom. We celebrate people of intellect and humanity who take positions of principle and stand by them despite social pressure. Courageous scholars form fruitful and respectful collaborations with local communities, and by submitting academic insights to the test of practice, they form new knowledge. The courageous are aware of their vulnerabilities but they are not resigned to victimization. Courage creates the condition and chief outcome of an education of substance-- the ability to "own one's own mind."

Courage Aspirations

  • To stand up for our core values
  • To create an environment in which all members are confident that their ideas will be heard and their right to share them, honored
  • To recognize that innovation involves risk, and sometimes mistakes; and to nurture a culture of innovation that celebrates provocative failure as much as success
  • To embrace change and adversity as opportunities
  • To encourage responsible citizenship and responsive leadership
  • To celebrate the acts of courage we commit and witness everyday at SF State: in teaching, in learning, and in fulfilling our commitments to ourselves, our families, and our communities

Courage Objectives

  1. SF State will create a model RTP policy that can recognize and encourage a variety of traditional and non-traditional career profiles and trajectories, consonant with our support of bold and unorthodox scholarship.
  2. SF State will create resources to support entrepreneurial professional activities and scholarship in a variety of forms.
  3. SF State will maintain, develop and sustain programs and activities that support SFSU immigrant and nonimmigrant students, faculty, and staff to nourish multi-stranded social relations that connect together their place of origin and SF State.
  4. SF State will develop structures to create learning opportunities for students to respectfully engage with diverse views and collaborate in the classroom with faculty and peers, on campus, and with the community.

Courage Initiatives

Short-term

  • SF State will complete a revision of the university Mission Statement to reflect this value and the other key values in this document. (Objectives 1, 3, 4)
  • Conduct Annual Employee & Student Satisfaction Survey, and get feedback on campus feelings of intellectual safety. Are people encouraged to share diverse, uncommon and controversial ideas? (Objectives 3, 4)
  • The University Corporation will explore establishing a venture capital fund to support entrepreneurial projects of students, employees and alumni. (Objectives 2, 4)
  • Establish a Task Force to Revise RTP and Align Criteria with University Values – The university will design and implement a new, flexible vision and process for encouraging and evaluating research & professional development, service, and teaching. This vision and process will be tailored to the strengths of our community and to our university mission, and will embrace work that may not fit traditional national models, including the scholarship of teaching and learning and public-facing work, while at the same time promoting high standards of scholarship and competitiveness for outside funding. (Objective 1)

Mid-term

  • The University will re-organize its technology resources and perspectives around the goal of creating “maker cultures,” where technology is institutionalized as a medium of innovation and creativity. This initiative will include: individual server space, domains, and tools for the collection, curation, and manufacture of student and faculty work; the creation of new physical spaces like incubators, fabrication labs, and hacker spaces and virtual spaces like social platforms and open source archives. (Objectives 2, 4)
  • The university will prioritize the creation and maintenance of state of the art wireless and computing capability that fosters creativity, collaboration and innovation (Objectives 2, 4)
  • The University will develop closer formal and informal relations among faculty, students, and the neighboring tech industry and tech communities. This will include: formal and informal collaborations, lectures and symposia, student internships, hackathons, tech boot camps, and faculty and professional residencies. (Objectives 2, 4)
  • Increase interaction between academic departments and the industries and career tracks they support by developing a university-wide program to bring professionals from various industries to meet with faculty. This program would ideally be tied to the development of paid internship opportunities for students. (Objectives 2, 4)
  • Foster a diverse and lively marketplace of ideas by creating a long-term enrollment plan that reflects our university mission and values and that is aligned with our budget, including setting specific goals for groups such as international students, out-of-state students, and under-represented communities. (Objective 3)
  • Scholars need courage and humility to be collaborators and leaders in local communities. Support this work by cataloging and maintaining a list of SF State Outreach Programs so community-based scholars can coordinate and complement one another. (Objectives 1, 2)

Courage Provocations

  • Do we encourage, support, and respectfully engage those who assert opinions and positions that are different from our own and sometimes difficult to hear?
  • Do we challenge ourselves to speak, listen, and act in ways that support our highest values as individuals and members of a community?
  • Through our pedagogical practices, curricula, and campus engagement activities, do we encourage students to think critically, speak courageously, and own their own minds?
  • Do we seek to foster honest, responsible, and responsive dialogue in our academic structures and communities, thereby creating models for civil society?
  • Do we embrace pluralism and counter-stories, or do we privilege single stories?

Core Value: Life of the Mind

By definition, the university is an intellectual community that aspires to encompass the richness and breadth of human knowledge. San Francisco State’s academic mission advances a distinct commitment to critical, collaborative thought and action. We embrace a reciprocal relationship between the university and the world and between experience and knowledge that is captured by our motto, “Experientia Docet.” We value learning that is not bounded by the classroom, archive, or campus but takes place in myriad forms and locations. We nourish and recognize intellectual achievement across a range of academic, creative, and professional spheres, both traditional and forward-looking. And we affirm the life of the mind as a continued source of meaning, purpose, and commitment for all members of our intellectual community.

Life of the Mind Aspirations

  • To create opportunities for active, experiential learning at every level of students' education
  • To foster in our students the curiosity that will lead to life-long learning
  • To make the process of learning visible and meaningful to students by clarifying our goals for student learning and achievement
  • To encourage interdisciplinary intellectual community and exchange for students and faculty
  • To recognize faculty achievement across the full range of academic, professional, and creative fields represented on campus
  • century university

Life of the Mind Objectives

  1. SF State will align our courses and our curriculum with our sense of mission, our values and, our goals for student learning.
  2. SF State will become a national leader in innovative teaching, scholarship, and creative activities that build on our strengths including the scholarship of teaching and learning, experiential learning, and scholarly teaching.
  3. SF State will invigorate the intellectual environment for faculty, staff, students and local communities by multiplying sites of interaction and collaboration, lowering barriers to participation, and providing support for lifelong learning and professional development. We will be recognized as an indispensible source of innovation and creativity for the city, region and state.

Life of the Mind Initiatives

Short-term

  • The university will implement a five-year faculty hiring plan that will allow us to align our faculty to meet the needs of our students and our communities and advance our curriculum and university mission. (Objective 2)
  • We will conduct a review of course offerings, timing, and classroom utilization in order to increase student access to our curriculum. (Objective 1)
  • We will revise our retention, tenure, and promotion policies to match the current and future variety of faculty work and roles while delivering a new, flexible vision of professional development and scholarly teaching tailored to the strengths of our campus and embracing work that may not fit traditional models. (Objectives 2, 3)
  • We will create new degree roadmaps that help our students to succeed at the university and in life. (Objectives 1, 2)
  • In preparation for a Teaching and Learning Commons, we will begin to implement high-impact teaching-oriented projects such as brown-bag academies, teaching and learning oriented symposia, and faculty mentoring strategies. (Objectives 2, 3)
  • We will undertake an operational review of campus advising and tutoring to develop greater coordination of services across campus. (Objective 1)
  • We will strengthen the curriculum review process by emphasizing student needs and fostering interdepartmental collaboration while streamlining program approval and reducing bureaucratic barriers for new program offerings. (Objectives 1, 2)
  • We will develop a “Master Teachers” initiative that uses new media (video, web site, etc.) to publicize, share, and celebrate SF State faculty’s excellence in teaching and learning. (Objectives 2, 3)
  • We will develop and implement a series of OpenCampus Days, a regular series of on- and off-campus events that invite local communities and leaders to engage with SF State faculty, staff, and students to share knowledge, demonstrate projects, and solve problems. (Objectives 2, 3)

Mid-term

  • The University will create and support a University Teaching and Learning Commons that will foster interaction among faculty, among various academically-oriented units within the University. A key goal of this Commons is to create and maximize peer-to-peer networks of teaching and learning expertise to strengthen the quality of teaching, curricula, and courses. (Objective 2)
  • We will establish a new University Academic Center that unites tutoring, academic advising, and career advising, and creates new writing and math centers. (Objective 1)
  • We will align course & programmatic learning goals in support of a coherent, student-centered curriculum. (Objectives 1, 2)
  • We will develop and implement a colloquium series that brings together faculty, community leaders, and high-profile guests to debate and explore contemporary issues in culture, science, and society. (Objectives 2, 3)
  • We will seek external funding to create University Scholar and Teacher fellowships that will direct the work of master teachers, accomplished scholars, and creative faculty into high-impact projects that enable them to mentor peers, engage with community, and extend the mission of the university in new directions. (Objectives 2, 3)

Long-term

  • We will build and support a University Academic Center that will house a Teaching and Learning Commons, tutoring and other academic support services, and spaces for meeting, collaborating, and presenting. (Objectives 1, 2, 3)
  • We will seek external funding to create and support an Idea Lab/Institute for Advanced Study that will recruit leading intellectuals and artists from across the nation and world to collaborate with SF State faculty and students. (Objectives 2, 3)
  • We will create a platform to open source our knowledge and resources and so distribute, publicize, and share the fruits of higher learning with each other, our constituencies, and the world. (Objective 3)

Life of the Mind Provocations

  • Do the forms and spaces of our teaching encourage active, rather than passive, learning?
  • Do we facilitate students’ access to experiential learning opportunities?
  • Do our curricular planning practices allow students ample opportunity for intellectual exploration and growth?
  • Do our academic structures encourage intellectual community and exchange across the disciplines and throughout the campus?
  • Do our RTP processes recognize the full range of faculty achievement in creative and professional venues as well as traditional academic ones?
  • Do we assume that all people think, learn and communicate in the same way?

Core Value: Equity

San Francisco State University’s distinctive identity is founded on our commitment to equity. The principles of fairness and inclusion guide our educational mission, our institutional practices, and our relations with the community around us. Our commitment to equity fosters an environment of respect, diversity, support, and dignity for all of our members - - faculty, staff, and students. A commitment to equity:

sees educational access and academic quality as reciprocal goals;

affirms that resources are distributed according to need;

empowers students who make the world a better place; and

eliminates barriers to success.

Equity Aspirations

  • To redress inequities and increase educational access by reducing educational and opportunity gaps, improving completion rates and increasing the availability of high quality courses. These priorities will receive over-riding consideration in university planning.
  • To attract and retain the best employees by making San Francisco State University a fair and equitable place to work, which will in turn increase student success.
  • To fulfill our equity mission and support the needs of our diverse student population by re-examining and, where appropriate, reorganizing our curriculum, teaching practices, mentoring, community engagement, internship, and advising practices.
  • To promote campus professional achievement and growth, creative works, and curriculum that is connected to a rich history and contemporary culture of student life and service and that recognizes, includes and nurtures multiple forms of equity on campus as it relates to a variety of identities.

Equity Objectives

  1. Over the next five years, SF State will close the gap in graduation rates between historically underrepresented students and non-underrepresented students and increase our six-year graduation rate for all first-time freshmen and transfer students by 10%. We will become the CSU’s flagship campus for educational opportunity.
  2. SF State will address the discrepancies in our academic labor force by instituting a comprehensive professional development program for Lecturer Faculty and by assessing equity within the tenure and tenure track ranks. We will become a national model for integrating contingent faculty into the academic life of the university.
  3. SF State will expand professional opportunities for staff to make the campus a workplace of choice. We will become known as the most exciting and rewarding academic workplace in our region.
  4. SF State will strengthen and expand universal design for learning (UDL) principles to: (1) assessment, (2) institutional policies and practices, (3) media and technology, (4) course curriculum, and (5) pedagogical approaches. UDL principles address accessibility and equity issues by minimizing educational barriers while maintaining rigor and high learning expectations for all students.

Equity Initiatives

Short-term

  • SF State will design and implement a system of University Equity Awards. These awards will recognize significant curricular, programmatic, and administrative efforts to advance the values of fairness and inclusion. We will become a campus that encourages and celebrates our commitment to equity. (Objectives 1, 2, 3)
  • We will design and implement an Early Alert System to identify and support students who, without that support, might otherwise not complete their degrees. (Objective 1)
  • We will develop a Long-term Enrollment Plan that identifies program capacities, bottlenecks and the necessary resources to anticipate and serve student demand. (Objective 1)
  • We will broaden and expand the Employee University Program so that the professional development opportunities it provides are accessible to all university employees. (Objectives 2, 3)
  • SF State will design and initiate an annual survey to assess the quality of the work environment and the level of employee satisfaction. (Objective 3)
  • SF State will conduct a comprehensive review of its hiring, employment practices and university policies related to non-tenure track faculty and will communicate the results of that review broadly to academic administrators and tenure/tenure track faculty. (Objective 2)
  • SF State will conduct analyses of the tenure and tenure track faculty to assess their experience of equity on campus. Analyses will include both internal assessments and independent external assessments that will be conducted in collaboration with relevant campus faculty groups. (Objective 2)
  • SF State will create a Universal Design for Learning (UDL) taskforce charged with increasing awareness of both physical and cognitive accessibility of campus and curriculum information and resources. (Objective 4)

Mid-term

  • We will coordinate tutoring, academic advising, and career advising in a new University Academic Center. (Objective 1)
  • We will implement and prioritize a Course Availability Plan that will ensure student access to the curriculum, with the aim of increasing six-year graduation rates by 10% by 2020. (Objective 1)
  • SF State will implement an integration and engagement plan for non-tenure track faculty designed to make SF State a national model of just and fair non-tenure track faculty employment. Provisions of this plan will be ensured through appropriate revisions to SF State’s policy on Temporary Faculty. (Objective 2)
  • SF State will implement a First Year Experience program to provide a high-impact educational practice that can level the playing field for first generation students and to students whose prior educational experiences have not adequately prepared them for college work. (Objective 1)
  • SF State will establish benchmarks and targets for employee satisfaction that create institutional incentives for continued improvement in the quality of the employment experience. (Objective 3)

Equity Provocations

  • Are the values of inclusiveness, equity, and justice infused in the curriculum and across all campus operations?
  • Do we have a sufficiently broad and sophisticated set of pedagogical perspectives and support structures that can be deployed to meet the needs of our diverse student population?
  • Is our ability to offer the crucial combination of access and quality impeded by a lack of resources devoted to university-wide pedagogy development, tutoring, and advising?
  • Do budget decisions and resource allocations align with our commitment to equity?
  • Do we have a plan in place to support the financial and housing needs of a diverse faculty, staff, and student population in this expensive region?
  • Does technology, including online education, offer pathways to greater access, or does it threaten to compromise equity and the quality of the education we can offer?
  • Does the lack of current technologies in our classroom and work setting restrict our ability to provide students with access to the tools of use in professional practice?

Comments

This is a dream sheet, not a strategic plan. Real strategic plans have numbers, dollars, accountability, measurable success metrics and they drive action. There is also no competitive analysis, SWOT or monitoring of key environmental factors.

Please provide a student printing facility in the student union (Cesar Chavez). It is a local gathering point for all students. It is difficult to run to the library before class to print. Too few printing centers is a campus wide issue. Not all student own printers or printers fail. It currently is a struggle. Please provide an easier solution for printing for the entire SFSU community. This is just one option. Currently for the Creative Arts building there is no printing facilities. It is time consuming and frustrating. We have less and less time available as students. Parking upon arrival can be very timely.
The student union should not only have a cell phone charging station but a printing station as well. We are required to bring hard copies to class.
I thank you for your concern with this matter.
Best regards,
Jayne Uberti Wachter
BECA Major

Throughout this plan, you continually refer to the inclusion of staff in all phases of development and implementation. Indeed in the very first "community objective" you state" create a campus culture where students, staff and faculty are valued, respected and taken care of and where they are treated fairly."

However, there doesn't seem to be a staff employee on the coordinating committee. Don't you think you'd have better buy in if staff were included from the beginning. I see this as just another verbal play with no follow-through.

That said, I'd like to know how all of these grand ideas are going to be paid for.

Please disband the student government and give us back all of our $50 fee payments we've been paying every semester so that "Associated Students Inc." can gather our money and provide us with substandard government and hot dog buns. ASI cares more about getting its small team of workers paid. I need that money for books.

The enemy is not the corporations on campus, but rather the corrupt governmental systems in place that are cash burns with little return.

Please regulate more, improve efficiency, enforce accountability, push for transparency and reduce cash burn.

No more cash for student government; more regulation

The comments by Sullivan and Essex point to the single most pressing question about this plan -- how does it get paid for?

9 of 9 short term goals under "Community" require an immediate expenditure of resources. 3 of 6 under "Resilience", 3 of 4 under "Courage", 8 of 9 under "Life of mind", and 6 of 8 under "Equity". Most often the expenditure is in admin/staff/faculty time and energy. I am not delivering news to anyone reading this when I say that we are currently at a deficit in terms of campus time and energy.

Don't get me wrong, I appreciate the fact that you have to "spend" to "get". I also understand that we cannot simply continue on our present path; we don't have sufficient funds to run what we currently run. So I applaud this initial effort to create a coherent path to a better future. But for me personally to believe in and follow this path, I need to know we've thought about how to fund it.

The obvious pots of gold are the state, external entities, and the campus itself. I don't think any of us anticipate more support from the state.

As we all know, President Wong has been making an extraordinary effort at fund raising from external entities; do we have a sense if these efforts are yielding positive returns, or will do so in the time frame necessary to fund these strategic initiatives?

Finally, there is the campus. I noticed that the strategic plan called for faculty and staff donations -- a worthy call for a cause we all obviously care about deeply, but I can't say that think it will bear much fruit. In my assessment, campus members already contribute more than is healthy in terms of their own money and, more importantly, time. Other than donations, the only other way to get more out of campus resources is to reassign time and effort -- for example, going to a 3-4 or 4-4 courseload campus wide. The problem with doing things along these lines is that there isn't sufficient slack in our time to make reassignment possible without cutting from something we don't want to cut.

I am disappointed by the lack of an explicit focus on students and faculty of color. In my opinion, this is a betrayal of the unique history and national models we have developed to include their voices in academe. Despite these efforts, students of color remain the most vulnerable populations on our campus, and faculty of color are grievously underrepresented (and even absent) in some departments. There should have been an explicit focus on these groups of color. Instead their needs are veiled in broad, unfocused terms like "diversity" and "equity."