Strategic Plan Update

Making SF State Better

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. SF 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.

Emerging from SF State’s proud history and long-standing commitments to teaching, learning and social justice, our strategic plan is anchored by five core University values: Courage, Life of the Mind, Equity, Community and Resilience. Please click on the tabs below to see the significant progress we have made with the strategic plan.

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

In June of 2013, President Wong appointed the Strategic Planning Coordinating Committee (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, social media and a customized platform (at Neighborland.com). In June 2014, the subcommittees detailed their findings and insights in reports that were shared with the campus community.

During the summer of 2014, the SPCC analyzed the theme subcommittee reports and released a draft strategic plan. The SPCC then solicited feedback on the draft plan through the Make Your Mark event and through conversations with various groups and stakeholders. That feedback yielded numerous improvements, and the SPCC is thankful that SF State’s new strategic plan benefits from the generosity of students, colleagues and friends who have shared what they care about, the challenges they face and their strategies for overcoming them.

Emerging from the University’s long-standing commitments to teaching, learning and social justice, the new strategic plan is anchored by five core University values: Courage, Life of the Mind, Equity, Community and Resilience. The plan highlights aspirations and objectives within each of those core value areas, and it offers initiatives to deliver on the objectives. The strategic plan and all of its components should be read within the ongoing context of our institutional commitment to shared governance. The new strategic plan establishes our institutional priorities.

The initiatives offered by the plan promise to advance these priorities. These initiatives are ambitious. They reflect a collaborative spirit that will strengthen our community while we identify new ways to think and work together. The success of the plan rests upon the talented community of people who are SF State. The plan will serve as a living document that offers direction and inspiration to our future leadership without overly proscribing the outcome of our shared decision-making.

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Alicia Garza speaking at Commencement 2017

 

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 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 academic and social pressure. Courageous scholars form fruitful and respectful partnerships with local and international communities while submitting academic insights to the test of practice, forming 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."

Objectives

1

Maintain, develop and sustain programs and activities that leverage the linguistic, cultural and social diversity of our students, faculty and staff to advance our mission and education goals.

2

Develop structures to create learning opportunities for students to engage respectfully with diverse views and collaborate in the classroom with faculty and peers, on campus and with the community

3

Create resources to support entrepreneurial professional activities and scholarship in a variety of forms.

4

Promote a system of recognition and rewards that reflects our unique, mission-driven contributions to research, scholarships and teaching. Encourage critical, rigorous work in a variety of traditional and non-traditional career profiles and trajectories. Help faulty follow rewarding individual and collaborative pathways that produce bold scholarship aligned with our University mission and our educational goals.

 

 

Initiative (Objective 1)

Develop anti-bullying and anti-harassment principles to foster a respectful and affirming campus workplace.

Progress

  • Academic Senate anti-bullying resolution (include link to resolution).
  • Created the Division of Equity and Community Inclusion (include link to their site).

Initiative (Objective 1, 2)

Conduct annual employee and student satisfaction survey to solicit feedback on campus feelings of intellectual safety.

Progress

  • Engaged the services of Rankin & Associates Consulting to conduct an institutional campus climate assessment including focus groups of students, faculty and staff, and a campus-wide survey to discover how students, faculty, and staff perceive the climate for living and learning at San Francisco State University.
  • Academic Senate freedom of speech resolution (include link).
  • Academic Senate promoting open dialogue and strengthening community resolution (include link).

Initiative (Objective 1, 2, 4)

Revise the University mission statement to reflect this value and the other values in this document.

Progress

  • Academic Senate Policy S15-176 (include link).

Initiative (Objective 2, 3)

Through the leadership of the University Corporation, establish a social venture capital fund to support the entrepreneurial projects of students, faculty, staff and alumni that advance our mission and educational goals.

Progress

  • The University launched a fund to support faculty, staff and student innovation. The University established the Patent Evaluation and Innovation Committee (PEIC) to assess opportunities to provide seed funding to innovative projects likely to lead to valuable Intellectual Property. The $100,000 fund has already provided support to secure a patent in partnership with a faculty member.

Initiative (Objective 1)

Create long-term enrollment plan, setting specific goals to attract international, out-of-state and underrepresented students.

Progress

  • Provost and VP for Student Affairs and Enrollment Management co-chair the campus Strategic Enrollment Management Committee.
  • The Cabinet endorsed the Office of International Programs strategic international student recruitment plan.
  • Created the Black Unity Center in Fall 2017.
  • Created ASPIRE (Asian American and Pacific Islander Retention and Education) in Fall 2016.
  • In Fall 2016, expanded Project Rebound (a program of Associated Students to help formerly incarcerated individuals earn college degrees) to seven CSU campuses: Bakersfield, Fresno, Fullerton, Pomona, Sacramento, San Bernardino, San Diego (Project Rebound was established in 1967 at San Francisco State).

Initiative (Objective 1, 4)

Fine tune the University retention, tenure and promotion policy to offer faculty a clearer vision of their career path and better support to reaching their objectives.

Progress

  • Ongoing through Academic Senate’s Faculty Affairs committee.
  • Created CEETL (Center for Equity and Excellence in Teaching and Learning); (include link to policy).
  • Revised the charge for the University Research Council and Professional Development Committee (include retention tenure and promotion policy link).
  • Faculty Affairs is working with Departments to revised their Retention, Tenure and Promotion criteria.

Initiative (Objective 2, 3)

Reorganize technology resources around the goals of creating “maker cultures” where technology is institutionalized as a medium of innovation and creativity.

Progress

  • Ongoing server virtualization has dramatically increased the capacity of campus data storage; our virtual servers can now provide 2,140 Ghz of CPU power, 14 Tb of RAM, 230 Tb of disk space, 10 GB of network connectivity; we have achieved 96% virtualization through our VMWare upgrade with 365 virtual servers and 14 physical servers; our goal is to reach 100% virtualization by 2019.
  • Information Technology Services is hosting Modopalooza 2018, a mobile app competition, partnering with Modo Labs; students, faculty and staff will create their apps using the no-code Modo Campus engagement platform.
  • New Science building is programmed to include maker space to support these collaborations.

Initiative (Objective 2, 3)

Prioritize the creation and maintenance of state-of-the-art wireless and computing capability that fosters creativity, collaboration and innovation.

Progress

  • Centralized Enrollment Management Technology Services within Information Technology Services to realize greater efficiencies.
  • Augmentation of campus wireless infrastructure to sustain continuously increasing demand for wireless signal availability and high connection speed across campus; as of December 2017, the network team completed Phase 3 of the installations and doubled the number of access points for wireless connectivity across campus, providing faster wireless access, more connectivity, and more reliable services; project to complete May 2018.
  • Upgraded and maintained baseline campus network infrastructure through the Common Network Initiative (CNI) as users’ need evolved; currently in Phase 4 of the upgrade plan.
  • Campus Master Plan includes recommendations for a new Data Center, designed in STAR topology, making all network connections in all campus building terminate in the centralized Data Center.

Initiative (Objective 2, 3)

Develop closer relations between the University and the local technology industry including collaborations, lectures and symposia, student internships, hack-a-thons, tech boot camps, and faculty and professional residencies.

Progress

  • Created President’s Leadership Fellows Program through Career Services and Leadership Development (include link).
  • Campus Master Plan includes the new Innovation Center and hotel and conference center supporting this program.

SFSU class doing field research at Ocean beach

 

Life of the Mind

By definition, the University is an intellectual community that aspires to encompass the richness and breadth of human knowledge. SF State’s academic mission advances a distinct commitment to critical and collaborative thought, intellectual pluralism and action. SF State’s faculty are both dedicated teachers and engaged professional practitioners and scholars; teaching is enlivened by faculty who create new knowledge in their academic fields, professional practice and community engagement, while faculty research and practice are sharpened and their stakes clarified through the privilege of teaching new skills to students at all levels. 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.

Objectives

1

Align our courses and curriculum with our sense of mission, our values and our goals for student learning.

 

2

Strengthen our graduate programs, integrate graduate students into the life of the University and give graduate students valuable career and teaching experience.

 

3

Empower faculty and departments to set high standards for excellence in professional achievement appropriate to their fields; provide sufficient resources to support such activity including appropriate workload relief for scholars to excel in pure research, applied research, creative works or other excellence in professional practice.

 

4

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 so we are recognized as an indispensable source of innovation and creativity for the city, region and state.

 

5

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.

 

 

Initiative (Objective 1)

Develop greater coordination of campus advising and tutoring services across campus.

Progress

  • Completed operational review of advising (include link).
  • Implemented Campus Student Success Plan (include link).
  • Adopted Campus Advising Plan (include link).
  • Operational review of tutoring occurring Spring 2018 – Fall 2018; will develop campus tutoring plan similar to campus advising plan.

Initiative (Objective 1, 2)

Increase student access to our curriculum by conducting a review of course offerings, timing and classroom utilization.

Progress

  • Initiated through Student Success and Graduation Initiative Task Force and Academic Policy Committee.
  • Standardized Time Block Policy will begin Fall 2018 (include link).

Initiative (Objective 1, 5)

Create degree road maps that help our students succeed at the University and in life.

Progress

  • The Division of Undergraduate Education & Academic Planning and the Curriculum Office have created four-year degree roadmaps for all academic programs (include link).

Initiative (Objective 1, 5)

Strengthen the curriculum review process by emphasizing student needs and fostering interdepartmental collaboration while streamlining program approval and reducing bureaucratic barriers for new program and co-curricular offerings.

Progress

  • The Division of Undergraduate Education & Academic Planning and the Curriculum Office implemented Courseleaf software to streamline new course proposal process and curricular changes (include link).

Initiative (Objective 2)

Review opportunities for developing or revising graduate programs to serve our graduate students’ needs for teaching and professional experience.

Progress

  • Integrating graduate students into the life of the University and providing graduate students valuable career and teaching experience.
  • Increased review and management of Graduate Teaching Associates and Assistants (include link).

Initiative (Objective 2, 3, 4, 5)

Study avenues for supporting research and other professional excellence, including ensuring appropriate workload, resources, incentives and support for collaboration with students.

Progress

  • Proposed restructuring of the Professional Development Committee, University Research Council, and CEETL (Center for Equity and Excellence in Teaching and Learning).

Initiative (Objective 3, 4, 5)

Ensure that campus hiring, retention, tenure and promotion policies are aligned with the wide variety of standards for professional excellence across different departments and units.

Progress

  • Faculty Affairs is reviewing retention, tenure and promotion criteria to make sure they are updated every five years (per Senate policy) and that the changes are in line with standards of professional excellence in every category.

Initiative (Objective 4)

Heavily recruit underrepresented, transnational and international students, faculty, and staff to foster diverse perspectives in the campus community.

Progress

  • Faculty Affairs is spearheading an initiative to have mandatory training for all search and hiring committees with the goal of increasing diversity in faculty applicant pools.

Initiative (Objective 4, 5)

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, embracing work that may not fit traditional models.

Progress

  • To be addressed by the Faculty Affairs Committee on the Academic Senate.

Initiative (Objective 4, 5)

Implement high-impact teaching-oriented projects such as brown-bag academies, teaching and learning oriented symposia and faculty mentoring strategies in preparation for a Teaching and Learning Commons.

Progress

  • CEETL (Center for Equity and Excellence in Teaching and Learning) has a faculty development advisory board (include link).
  • CEETL is facilitated three of the Year of Conversation work groups in Fall 2017 and will launch in Spring 2018 a range of workshops, reading groups, an open classroom initiative, and a summer institute on evidenced-based teaching (include link).
  • The College of Health and Social Sciences training in Fall 2016 and Fall 2017 new faculty cohorts through the Metro faculty development on social justice pedagogy.

Initiative (Objective 1, 5)

Develop a “Master Teachers” initiative that uses new media to publicize, share and celebrate our faculty’s excellence in teaching and learning.

Progress

  • CEETL (Center for Equity and Excellence in Teaching and Learning) is creating a website that will amplify and celebrate the faculty’s excellence in teaching and learning; it will also help faculty navigate the range of excellent existing professional development or teaching opportunities on campus.

Initiative (Objective 4, 5)

Develop a regular series of on- and off-campus events that invite local communities and leaders to engage with our faculty, staff and students, sharing knowledge, demonstrating projects and solving problems.

Progress

  • Under consideration through Academic Affairs and Student Affairs Enrollment Management

Initiative (Objective 1, 5)

Implement a five-year faculty and staff hiring plan to increase diversity which is aligned with the core values and mission of the University.

Progress

  • In progress.

Initiative (Objective 1)

Establish a new University Academic Center that unites tutoring, academic advising, career advising, and creates new writing and math centers.

Progress

  • Created a state-of-the-art student services office for Career Services & Leadership Development; this is an initial investment in creating more student-centered spaces.
  • Completed an operational review of undergraduate academic advising (include link).
  • Development efforts are underway to build the Student Advising and Learning Center (SALC); this physical space will unite the advising, tutoring, and other academic service centers.

Initiative (Objective 1, 4)

Expand high-impact and experiential overseas opportunities for faculty, staff and students, especially for non-traditional and underrepresented student at all stages of academic study.

Progress

  • In 2017-2018, the University received the most Gilman scholarship of any University in the nation; Benjamin A. Gilman International Scholarships are federal awards given by the U.S. State Department to first generation, underrepresented minorities or disabled students to study abroad; our Office of International Programs actively our students to apply for these Gilman scholarships.

Initiative (Objective 1, 5)

Align course and programmatic learning goals in support of a coherent, student-centered curriculum.

Progress

  • The Division of Undergraduate Education and Academic Planning has, with the support of the Academic Senate UAAC committee, instituted annual assessment reports to UAAC (include link).

Initiative (Objective 4, 5)

Develop a colloquium series that brings together faculty, community leaders and high-profile guests to debate and explore contemporary issues in culture, science and society.

Progress

  • The University created the 2017-2018 Year of Conversation (include link).

Initiative (Objective )

Seek external funding to create University Scholar and Teacher fellowships directing our master teachers into high-impact projects to extend the mission of the University in new directions.

Progress

  • In progress

Initiative (Objective )

Create a University Teaching and Learning Commons that will foster peer-to-peer interaction among faculty and various academically oriented units within the University.

Progress

  • CEETL (Center for Equity and Excellence in Teaching and Learning) will become the hub of all professional development of teaching and learning on campus.
  • Improved the quality of curricula and courses through a Teagle Foundation grant for Faculty Planning and Curricula Coherence, supporting 20 departments in revision of curricula over three years; this culminate in a conference called “Redesigning Our Majors” (include link).
  • Student Success in the Majors grants has supported 19 programs in the redesign of courses or curricula to better support student success.

Initiative (Objective 1, 4, 5)

Build a University Academic Center that will house a Teaching and Learning Commons that provides tutoring and other academic support services, as well as spaces for meeting, collaborating and presenting.

Progress

  • Development efforts to build the Student Advising and Learning Center (SALC) underway; this physical space will unite the advising, tutoring, and other academic service centers.

Initiative (Objective 4)

Create a platform to open source our knowledge and resources, distributing, publicizing and sharing the fruits of higher learning with each other, our constituencies, and the world.

Progress

  • Information Technology Services has implemented “Box at SF State”, a cloud-based collaborative storage services that can be used securely to share documents anywhere, anytime, and from any device.

Initiative (Objective 4, 5)

Seek external funding to creat University Scholar and Teacher fellowships directing our master teachers into high-impact projects to extend the mission of the University in new directions.

Progress

  • The Idea Lab could be the driver for the Innovation Center shown adjacent to the new science building in the Campus Master Plan.

Initiative (Objective 1, 4, 5)

Build a University Academic Center that will house a Teaching and Learning Commons that provides tutoring and other academic support services, as well as spaces for meeting, collaborating and presenting.

Progress

  • Development efforts to build the Student Advising and Learning Center (SALC) underway; this physical space will unite the advising, tutoring, and other academic service centers.

Initiative (Objective 4)

Create a platform to open source our knowledge and resources, distributing, publicizing and sharing the fruits of higher learning with each other, our constituencies, and the world.

Progress

  • Information Technology Services has implemented “Box at SF State”, a cloud-based collaborative storage services that can be used securely to share documents anywhere, anytime, and from any device.

Initiative (Objective 4, 5)

Seek external funding to create and support an Idea Lab and Institute for Advanced Study that will recruit leading intellectuals and artists from across the nation and world to collaborate with our faculty and students.

Progress

  • The Idea Lab could be the driver for the Innovation Center shown adjacent to the new science building in the Campus Master Plan.

Diverse group of SFSU students talking on the grass areas near the quad

 

Equity

SF State’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.

Objectives

1

Eliminate 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 15 percent. This will be our primary focus, and we will become the CSU’s flagship campus for educational opportunity.

 

2

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

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.

 

4

Ensure that all students have universal coverage and access to a wide range of quality healthcare and preventative services on campus.

 

5

Expand professional opportunities for faculty and staff to make the campus a workplace of choice. We will become known as the most exciting and rewarding academic workplace in our region.

 

 

Initiative (Objective 1)

Develop a long-term enrollment plan that identifies program capacities, bottlenecks, and the necessary resources to anticipate and serve student demand.

Progress

  • Created Strategic Enrollment Management Task Force.
  • Created Budget Advisory Council in Academic Affairs.

Initiative (Objective 1)

Authorize the Student Success and Graduation Initiative Task Force to design and implement an Early Alert System to identify and support students who, without support, might not complete their degree.

Progress

  • Created the Student Success and Graduation Initiative Committee, adopting EAB for advising and student support. EAB will allow the campus to implement an Early Alert System (include links).

Initiative (Objective 1)

Assess the staffing and quality of student success programs and services in order to provide our students with the best possible support.

Progress

  • The Stupski Foundation grant is funding the assessment of which components of the Metro College Success Program are effective in order to expand more cost-effective interventions.
  • Campus Student Success Plan identifies units for investment to expand support for retention and graduation efforts (include link).
  • Student Affairs and Enrollment Management Graduation Initiative 2025 Staffing: 3 staff in Registrar, 1 New Student Programs Manager, 1 Student Activities & Events Director, 2 Career Counselors in Career Services & Leadership Development, 1 One-Stop Coordinator in the Division of Enrollment Management.

Initiative (Objective 1, 2, 5)

Design and implement a system of University Equity Awards.

Progress

  • In progress.

Initiative (Objective 2)

Conduct analyses of the tenure and tenure track faculty to assess their experience of equity on campus.

Progress

  • After the first phase of the initiative on diversity, equity and inclusion in hiring, Faculty Affairs will gather data on equity through surveys and other qualitative assessment methods.

Initiative (Objective 2, 5)

Expand the Employee University Program so professional development opportunities are accessible to all University employees.

Progress

  • Established in 2013, our Employee University Program (EU) is available to all employees; in 2015-2016, 270 employees attended; EU is currently being evaluated and adjusted for further future development, focused on performance opportunities.
  • Funded by a grant for Eustace-Kwan Family Foundation, the Emerging Leaders Program is a 21-month learning experience for promising campus employees nominated to the program; the program incorporates best practices for adult learning and a specific project to improve the campus.

Initiative (Objective 2 5)

Conduct a comprehensive review of hiring, employment practices and University policies related to no-tenure track faculty and staff; communicate the result broadly.

Progress

  • Analysis and assessment of salary benchmarks conducted through Human Resources.

Initiative (Objective 3)

Create a Universal Design for Learning (UDL) Task Force to increase awareness and both physical and cognitive accessibility of campus.

Progress

  • Created programs through Disability Programs and Resource Center, Longmore Institute on Disability, All-University Committee on Students, Faculty & Staff with Disabilities, Academic Technology, Center for Excellence and Equity in Teaching & Learning, Division of Equity and Community Inclusion.

Initiative (Objective 5)

Design and initiate annual survey to assess quality of work environment and employee satisfaction.

Progress

  • In progress.

Initiative (Objective 1)

Coordinate tutoring, academic advising and career advising in a new University Academic Center.

Progress

  • The Division of Undergraduate Education & Academic Planning is working with Career Services & Leadership Development; development efforts to build the Student Advising and Learning Center (SALC) are under way; this physical space will unite the advising, tutoring, and other academic services centers (include link).

Initiative (Objective 1)

Implement a Course Availability Plan to increase six-year graduation rates by 15 percent by 2025.

Progress

  • The Division of Undergraduate Education & Academic Planning is using Ad Astra to predict student demand for courses to improve course availability to students.
  • Our 2025 six-year graduation goal is 69%; the SF State Campus Student Success Plan outlines how we’ll meet that goal; the Students Success and Graduation Initiative Task Force is overseeing the implementation of the plan.

Initiative (Objective 1)

Implement a First-Year Experience program that provides a high-impact educational practice to level the playing field for first-generation students and those student who are not yet prepared for college work.

Progress

  • First Year Experience committee (FYE) has been charged by the Academic Senate.
  • CEETL is working with FYE Committee on professional development of teaching and learning will be an important element of a successful First Year Experience.
  • Students Affairs and Enrollment Management have hired FYE Administrator to work with FYE Faculty Director to implement our year-long and campus-wide Foundations of Excellence (include link).
  • FYE will be integrated into the Lower Valley Community where first-year students are housed.

Initiative (Objective 2)

Implement plan for non-tenure track faculty that serves as a national model of just and fair non-tenure track faculty employment. Provisions of this plan will be ensured in revisions toe University policy on Temporary Faculty.

Progress

  • CEETL has two Fellows and two Ambassadors who are non-tenure track faculty focused on developing CEETL’s climate and resources to support lecturer faculty.

Initiative (Objective 4)

Expand universal coverage and access to quality healthcare and preventive services (e.g. physical therapy, screenings, health education and promotion, wellness programs).

Progress

  • The Division of Student Affairs created a new unit called Health Promotion & Wellness to connect with the 20,000 students who pay our Student Health Services fee but don’t use Student Health or Counseling & Psychological Services. This new unit provides student programs including sexual harassment and health, smoking cessation, mental health, men’s health, nutrition, housing and food security.

Initiative (Objective 5)

Establish benchmarks for employee satisfaction that create institutional incentives for continued improvement in the quality of the employment experience.

Progress

  • In progress.

SF State Basketball team in a huddle

 

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 create the space for pluralism and counter stories; we reinforce the tenets of equity and live and learn in ways that are principled and just; we respect 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.

Objectives

1

Create a campus culture where students, staff and faculty are valued, respected, taken care of and treated fairly. As a consequence, they will want to engage, reciprocate and contribute to the well-being and advancement of the University community.

 

2

Increase our engagement and responsiveness to student, staff and faculty concerns. Heavily invest in infrastructure, virtual platforms and facilities that foster freedom of speech, intellectual exchange and social interactions.

 

3

Strengthen an academic community based on collaboration, consultation, critical reasoning and diversity.

 

4

Encourage students, alumni, faculty and staff to support and advocate for social justice, human dignity and environmental justice within our local and higher education communities.

 

5

Strengthen opportunities for students, faculty, staff and alumni to engage with the community outside campus.

 

 

Initiative (Objective 1)

Create annual survey to assess the quality of the work environment and the level of employee satisfaction.

Progress

  • In progress.

Initiative (Objective 1, 2)

Launch a University-wide student, employee and alumni communications campaign that listens to their concerns on both virtual and non-virtual platforms and commit to addressing these concerns in a timely fashion.

Progress

  • In Fall 2017, the University created the division of Equity & Community Inclusion to work with student organizations and other campus partners to close the educational equity gap in support of the Graduation Initiatie 2025 which seeks to raise graduation rates and improve the student experience at all levels. Currently the division includes the Black Unity Center, Office of Diversity & Student Equity and the Dream Resource Center. (include link)

Initiative (Objective 1, 2)

Continuously review and update student and employee orientation, advising and mentoring materials to cover all aspects of academic and professional success at the University.

Progress

  • Hosting a University Convocation in Fall 2018 open to faculty, staff, and students rather than having a Faculty Convocation only.
  • CEETL reviewed and revised a New Faculty Orientation that was successfully facilitated in Summer 2017.
  • Implemented a new Advising Hub for orientation and advising materials.
  • Implemented a new five-week training program for all new campus academic advisors.

Initiative (Objective 1, 2, 3, 4)

Establish a Student Engagement Task Force to engage and empower students with a sense of belonging and confidence in contributing in class, on campus and within their communities.

Progress

  • The cross-campus First-Year Experience Committee is executing this.

Initiative (Objective 1, 4)

Launch a “Giving Back” campaign to encourage student organizations to contribute a portion of their fundraising to struggling charities or non-profit organizations.

Progress

  • The University created the HOPE Fund (Help, Opportunity, and the Pathway to Empowerment) (include link) to offer financial support to students encountering emergency situations. Funds are awarded based on need to cover expenses including tuition, books, room and board, medical expenses and other life emergencies.

Initiative (Objective 1, 5)

Develop the necessary infrastructure to support and expand community building and co-curricular activities (e.g. athletics, recreation, health and wellness, service learning, internships, study abroad.

Progress

  • Office of International Programs have included study abroad programs in their strategic plan (include link).
  • The new Mashouf Wellness Center opened August 2017. It’s a state-of-the-art, 118,700 square-foot facility providing recreation and wellness programs and activities for the campus.
  • Senate Academic Policy create rules for risk management (as required by a CSU Executive Order) of academic internships that is being implemented by ICCE starting Fall 2018.
  • The Campus Master Plan anticipates new outdoor and indoor space for recreation, new athletics venues including an event center, new student union and health center located on the Quad, greatly expanded social and study spaces, and new landscapes including much needed places to sit, study and socialize.

Initiative (Objective 1, 2, 3, 4, 5)

Expand student organizations, peer-to-peer programs and services focused on community building and student leadership.

Progress

  • ICCE continues to expand academic internship and community services learning opportunities.
  • SF Build and the Center for Math and Science Education oversee supplemental instruction in the College of Science and Engineering (include links).
  • Expanding supplemental instruction is part of the Campus Student Success Plan (include link).
  • Two grants, a sub-award from Canada College and Stupski Foundation, focus on building peer mentor programs for transfer students and lower-division students respectively.
  • Metro College Success program will be expanded as part of the Campus Student Success Plan and includes peer mentoring support.
  • The President’s Leadership Fellows Program (include link) through Career Services & Leadership Development (include link).

Initiative (Objective 2)

Increase student and employee services by opening a Faculty and Staff Club, student nap rooms, and short-term, low-cost childcare for students, faculty and staff.

Progress

  • In Fall 2018, the University Club will open in Cesar Chavez Student Center provide a much needed space for faculty, staff, and administrators to gather.
  • Mashouf Wellness Center and Health Promotion and Wellness are exploring options for student nap spaces. (Include link)

Initiative (Objective 2)

Pursue an athletics plan that see athletics as part of academics, focuses on athletes as students first and coaches as faculty. This plan acknowledges the benefits of athletics and offers student athletes the tools they need to thrive as learners and members of our community.

Progress

  • In Fall 2017, the average cumulative GPA of our student athletes was over 3.16 with 64 student athletes achieving a 3.5 or higher GPA.
  • Through Winter 2018, 26 student athletes were named to CCAA All-Academic Teams and two wrestlers were named to the RMAC Wrestling Honor Roll.
  • Both cross country teams earned the USTFCCCCA All-Academic Award.
  • Men’s basketball an women’s soccer each had a student named to the CoSIDA Academic All-District First Team in their respective sports.

Initiative (Objective 2, 5)

Increase the use of existing open space (e.g. grass fields, plazas) to facilitate social interaction (e.g. activities, events, recreation).

Progress

  • The open of the Mashouf Wellness Center in Fall 2017 created a second outdoor recreation field adjacent to the wellness center and across the street from the West Campus Green which opened in 2012. The co-location of indoor and outdoor recreation vastly improves the opportunities for students to come together and interact socially.
  • The Campus Master Plan currently underway provide well-placed sites for plazas, open space, and recreation fields near centers of campus activity.
  • In the short term, the campus will fund a site furnishings initiative to add new exterior seating (chairs, tables, lounge chairs, etc.) across campus. This will be an immediate and highly visible response to the needs identified by students.

Initiative (Objective 4)

Engage the campus in global social issues such as justice and equity. Infuse these issues into the curriculum and strengthen our international partnerships and our academic exchange of students, faculty and staff.

Progress

  • Office of International Programs have included study abroad programs in their strategic plan (include link).

Initiative (Objective 4)

Develop a corporate relations portal with a menu of services to offer faculty and staff expertise to Bay Area businesses and beyond.

Progress

  • In progress.

Initiative (Objective 4)

Establish an annual marketing campaign that highlights our student and employee community services and the impact of our efforts.

Progress

  • In progress.

Initiative (Objective 1, 2, 4)

Coordinate tutoring, academic advising and career advising in a new University Academic Center.

Progress

  • Develop funding to support faculty and staff leaves (including sabbaticals) and assigned time for mission-aligned projects that engage domestic and global communities.

Initiative (Objective 1, 3, 4)

Establish a resource center for students who are undocumented, AB540 or have been granted Deferred Action for Childhood Arrivals (DACA). Provide them with information, guidance and support, facilitating their success and pathway to graduation.

Progress

  • Academic Senate passed a resolution supporting DACA and the Dream Center (include link).
  • The University established the Dream Resource Center (DRC) (include link) to support our undocumented student population including those who may or may not qualify for AB540. Each year the DRC provides leadership and professional opportunities, financial aid resources, legal support, workshops to help them succeed on campus.

Initiative (Objective 1, 4)

Develop a successful athletic program to foster school spirit, stimulate pride and encourage identification with the University. Use this enhanced athletics program to leverage support from the Bay Area community and further long-term connections with alumni and retired employees.

Progress

  • National-caliber programs bring higher visibility to the University: men’s basketball was ranked in the Top 25 in 2016-17, women’s outdoor track & field was ranked as high as No. 1 in the nation in 2018, women’s track & field won the NCAA Division II National Championship in the 4x400m relay in 2017, and the wrestling program has sent a national qualifier every except 2017 since the 1964-65 season.
  • Enhancements have been made to our athletics facilities on campus including the Main Gym, Maloney Field, and the softball field. A generous gift made possible the renovation of the George and Judy Marcus Athletic Performance Center which offers our student athletes weightlifting and cardio equipment.

Initiative (Objective 1, 4)

Proactively cultivate mentorship between alumni, emerging student leaders and new students in collaboration with faculty and staff. Ideally these relationships would continue to enrich the professional lives of students and alumni well into their professional lives.

Progress

  • Career Services and Leadership Development (include link) is making this happen.

Initiative (Objective 1, 4)

Create a legacy event and traditions that create meaningful community connections between alumni, faculty, staff and student, promoting a sense of belonging and community.

Progress

  • In progress.

Initiative (Objective 1, 4)

Expand high impact and experiential overseas opportunities for faculty, staff and students, especially non-traditional and underrepresented students at all stages of academic study.

Progress

  • The Office of International Programs (include link) is promoting study abroad to students.
  • The University is number one in the nation in winning the Gilman Scholarships for underrepresented students studying abroad and number two in the nation in the number of students participating in long-term study abroad programs.

Initiative (Objective 1, 5)

Develop programs and services in the Mashouf Wellness Center to promote community, well-being consisting of mental, physical, social and spiritual health components.

Progress

  • Mashouf Wellness Center (include link) is providing these programs and services.

Initiative (Objective 2, 4)

Establish collaborative relationships with local, regional and global organizations, integrating their needs into our curriculum, facilitating student work-experience opportunities with them such as internships, consulting projects and practicum.

Progress

  • The Campus Master Plan includes building an Innovation Center as part of a new science complex. The Center would promote relationships with various external civic, business and global partners.

Initiative (Objective 1)

Build long-term, meaningful relationships with transnational, international students and alumni as critical members of our community who contribute to our richness and diversity.

Progress

  • The University has established new relationships in Asia with special focus on Taiwan and Hong Kong. The San Francisco State Taiwan Alumni Chapter has established an endowment to support students from Taiwan studying at San Francisco State.
  • Similar chapters are planned for Hong Kong, Tokyo and South Korea.

Initiative (Objective 1)

Build long-term, meaningful relationships with underrepresented students and alumni as critical member of our community who contribute to our richness and diversity. Create the space for pluralism and counter-stories, cultural and linguistic awareness, diversified learning opportunities, internships, sponsorships and programs.

Progress

  • Our Alumni Association established the Latino/Raza Alumni and Black Alumni Chapters to provide lifelong engagement with the University. Chapter members provide support and mentoring to underserved students on campus.
  • We have also coordinate with LGBTQ faculty leaders this year to hold our first LGBTQ alumni event in addition to organized a San Francisco State contingent to march in the city’s international Gay Pride parade.

Initiative (Objective 1, 4)

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 and could be the starting place for tours and orientations.

Progress

  • Campus Master Plan has included this in the plan. It could be co-located with the Welcome Center (19th and Holloway) or with the Hotel and Conference Center.
  • The University plans to establish an alumni and visitor’s center on campus as part of the University Campaign. Our goal is to raise $150 million by 2020 for university initiatives including an alumni center.

Initiative (Objective 1, 4)

Build long-term, meaningful relationships with students and alumni in other countries. Provide opportunities for these students and alumni to participate in exchanges, internships and excursion programs.

Progress

  • University Advancement and Office of International Programs established our first relationship with a university in Baja California in 2015: CETYS (Centro de Enseñanza Técnica y Superior). The program provides for faculty and student exchanges between our two campuses. The bi-national university partnership will provide a model for engaging with other key institutions in Mexico and Latin America.

Initiative (Objective 2, 3)

Create the University Academic Center, an attractive physical space that will centralize student support services (tutoring, advising and internship coordination) 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.

Progress

  • Campus Master Plan includes a plan to build the Student Advising and Learning Center (SALC).
  • Development to build SALC are under way. This physical space will unite the advising, tutoring, and other academic service centers.

President Wong and Mrs. Wong doing community service work with students

 

Resilience

Resilience is the ability to recover and adapt quickly to difficulty or challenges and transform adversity into opportunity. It is a quality enhanced by intentional planning premised on the socio-cultural, environmental and economic systems of sustainability, 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 indispensable. In this climate, a quality higher education that promotes radical and nimble thinking fosters 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, activism and community-engaged work. As we confront such problems as environmental sustainability and climate change in our classrooms and labs, we recognize our responsibility to help forge resilience in the communities we serve.

Objectives

1

Become a nationally recognized leader in campus environmental sustainability.

 

2

Develop philanthropic and entrepreneurial income streams that appropriately support the intellectual work of students, faculty and staff, regardless of state budget decisions, with the goal of bolstering institutional sustainability.

 

3

Expand and support programs and services that contribute to personal resiliency (e.g. advising, career counseling, health wellness and tutoring services and programs).

 

4

Develop faculty, curriculum, research and programming to become a national leader in mitigating the effects of climate change and fostering community resilience.

 

5

Be a champion and advocate at the regional level in the areas of affordable housing, transportation and economic development on behalf of students and employees.

 

 

Initiative (Objective 1)

Create timeline and benchmarks for campus sustainability goals that will position the University to lead the CSU in environmental sustainability. The University will continue to align its auxiliary investment policies with its environmental sustainability commitments.

Progress

  • The University Corporation has conducted a comprehensive review of its investment policy and its asset allocation. U Corp has prioritized maintaining a social responsible investment policy and its holdings reflect this.
  • In 2015, the San Francisco State University Foundation established its first Green Fund with $5 million. This fund is composed of investments in alternative energy and other sources that are environmentally sound.
  • In 2016, the Foundation teamed up with the University to complete the Sustainability Tracking Assessment & Rating System (STARS) report. The University received a Silver rating from the Association for the Advancement for Sustainability in Higher Education (AASHE) and an “innovation credit’ for the carbon footprint calculator that the Foundation developed. The Office of Sustainability is updating its STARS application which it will submit in Fall 2018 with the hope of achieving a Gold rating.
  • Planning and Design worked with local sustainability consultants, Urban Fabrick, to develop the Sustainable Development Framework. This framework outlines the campus standards and guidelines for future construction projects. The campus has adopted LEED Gold as the minimum rating for current building projects (Holloway and Creative Arts).
  • The campus subscribes to an integrative design and planning process, including a community engagement component that leads the campus toward a resilient and regenerative future. The master plan for the Estuary & Ocean Science Center at Romberg Tiburon campus will follow this process.
  • The Office of Sustainability has embarked upon an update to the 2010 Climate Action Plan. The Climate Action and Sustainability Plan will help the campus achieve climate neutrality.

Initiative (Objective 1)

Continue negotiations with area mass transit organizations to reduce transportation costs for students, faculty and staff.

Progress

  • Fiscal Affairs launch the Gator Pass, the first universal student transit pass in the Bay Area that provides significant discounts on San Francisco Municipal Transit (MUNI) and Bay Area Rapid Transit (BART). During its first semester of operation, the Gator Pass was issued to over 27,000 students, and more than 20,000 or 67% of students have benefited. The benefits of the Gator Pass have resulted in savings of over $2,760,000 for our students.

Initiative (Objective 2)

Establish a system of incentives for innovative and entrepreneurial activity on campus.

Progress

  • Completed. See Courage objectives.

Initiative (Objective 2)

Develop a plan for the strategic alignment, sustainability and facilities management of satellite campuses include the Downtown Campus, Romberg Tiburon Campus, and proposed Bay View/Hunters Point location. This will include ensuring that future investments in satellite locations are in line with the mission of the University, incorporate the needs of all stakeholders and meet financial benchmarks set by the University and CSU.

Progress

  • Planning and Design completed a historic resource evaluation for Romberg Tiburon Campus in early 2018 as a first step prior to embarking on a comprehensive Campus Master Plan.

Initiative (Objective 2)

Develop a comprehensive alumni engagement plan to reconnect our graduates with the exciting things that are happening on campus.

Progress

  • The University’s Alumni Relations office is developing a marketing and communications plan to engage the University’s 260,000 alumni of record.

Initiative (Objective 2)

Establish targets for employee philanthropic support of the University while acknowledging differential abilities to give within our diverse community.

Progress

  • To build a culture of philanthropy on campus, we set a goal to reach 100% participation in philanthropic giving by the University’s leadership, including the Cabinet and deans. This will set an example and be the foundation to launch a faculty staff campaign in 2018.

Initiative (Objective 3)

Review University forms and business practices to reduce bureaucracy and increase clarity and efficiency.

Progress

  • Administration and Finance is continually improving its processes and customer service to be more streamlined and efficient. The Quality Assurance Team has launched a DocuSign pilot program to assess how electronic signatures can facilitate making business processes more streamlined and user friendly. This initiative has prompted departments to reevaluate their forms and processes for improved clarity and reduced processing time. Electronic signatures will lower transaction costs, enhance productivity and increase employee satisfaction.

Initiative (Objective 4)

Prioritize environmental sustainability and resilience within the faculty hiring plan.

Progress

  • In progress.

Initiative (Objective 1)

Secure area-wide mass transit passes for all students by Fall 2018.

Progress

  • Completed with the Gator Pass.

Initiative (Objective 1, 2)

Prioritize the creation and maintenance of state-of-the-art wireless and computing capability that fosters creativity, collaboration and innovation.

Progress

  • Information Technology Services is augmenting campus wireless infrastructure to sustain increasing demand for wireless signal availability and higher connection speed across campus. In December 2017, the network team completed Phase 3 by doubling the number of access points for wireless connectivity across campus. This project was completed in May 2018.
  • Information Technology Services’ Common Network Initiative (CNI) is an ongoing effort to maintain campus baseline network infrastructure as technology advances and user needs evolve. The program refreshes the campus network infrastructure on a cyclical basis. Major milestones include installing parallel infrastructure, performing campus data center network equipment updates, tracing and replacing network cables and gear in all telecommunications rooms, and completing wireless core infrastructure upgrade. Currently the University is in Phase 4 of its upgrades. (See notes under Courage.)

Initiative (Objective 2)

Authorize University Corporation to establish a venture capital fund to support entrepreneurial projects of students, staff, faculty and alumni.

Progress

  • Completed.

Initiative (Objective 2, 4)

Establish “maker” oriented laboratory spaces to foster creative applications of scholarship.

Progress

  • The new Science Building will include “maker” space to support these collaborations.

Initiative (Objective 2, 4)

Address compensation levels and housing opportunities in light of San Francisco’s high cost of living.

Progress

  • Housing for up to 30% of faculty and staff is included in the Campus Master Plan.

Initiative (Objective 3)

Develop the necessary infrastructure to support and expand programs and services that foster academic and personal resilience (e.g. academic and career advising, counseling, health recreation wellness, tutoring).

Progress

  • The Campus Student Success Plan calls for hiring 27 additional academic advisors who will focus on both lower division students and those nearing graduation. It increases resources for mental health professionals. The operational review of tutoring will be complete in December 2018 and provide recommendations for how best to support students with tutoring services.

Initiative (Objective 4)

Initiate planning for a Center for Climate Change Resilience that will sponsor leading edge, community engaged research activities to support local and global communities facing the impact of global climate change.

Progress

  • In progress.

Initiative (Objective 5)

Update the physical Master Plan to maximize affordable student and employee housing.

Progress

  • The University has received final approval for a new student housing community to address the housing shortage on campus. The new facility will open in Fall 2020.
  • The University is updating its Campus Master Plan with a focus on offering campus housing for up to 40% of students and 30% of faculty and staff.

Initiative (Objective 1, 2, 4)

Open a new, state-of-the-art Science Building on the main campus that provides the high-quality teaching, research, laboratory and collaborative space that 21st-century students, faculty and staff need.

Progress

  • Included in the Master Plan. Working with architect consultant to complete a feasibility and program study for the new Science Building. The University is working on a funding model to support implementation.

Initiative (Objective 3)

Continuously upgrade academic technology to ensure classrooms and labs are consistent with or better than the industry standards of specific fields of study.

Progress

  • Ongoing.

Initiative (Objective 4)

Launch the Center for Climate Change Resilience.

Progress

  • In progress.