Suggested Institution-Level Actions to Achieve Access to Excellence Goals | Accountability | Access to Excellence | CSU
Access To Excellence2008 Accountability Plan

Suggested Institution-Level Actions to Achieve
Access to Excellence Goals

(See Appendix 2 for Metrics)

Commitment 1. Reduce Existing Achievement Gaps
  • Establish "reduce-the-gap" targets (for system, as well as individual universities)
  • Improve feedback to and communication with K-12 and community colleges, using Academic Performance Reports
  • Participate in system-wide efforts to identify effective practices in improving first-time freshman attainment of proficiency in English and mathematics, including piloting of such practices
  • Review system-level data tool to identify factors/obstacles and points in the educational pipeline that contribute to gaps in retention, graduation, and degree production; utilize findings to inform changes to program and/or policy
Commitment 2. Plan for Faculty Turnover and Invest in Faculty Excellence
  • Develop and carry out effective recruitments, adhering to system-wide recruitment guidelines
  • Maintain fully-functioning faculty professional development offices
  • Establish, review, and implement policies for evaluation, retention, tenure, and promotion that are well-aligned with Access to Excellence commitments
  • Provide support for faculty at all career stages to achieve excellence in both pedagogy and scholarship
  • Conduct institutional research on effective pedagogy
  • Create effective practices for student engagement
  • Develop ways to improve educational outcomes
  • Review and implement, as appropriate, identified best practices in workload allocation
  • Address faculty workload in graduate programs, including responsibilities for research, scholarship, and supervising culminating experiences
Commitment 3. Plan for Staff and Administrative Succession and Professional Growth
  • Identify high-risk positions, including taking steps to retain individuals and/or plan for succession, as appropriate
  • Review and implement, as appropriate, identified strategies for developing leadership, including identifying individuals with potential talent for management
  • Provide professional development programs for staff, and provide pathways for staff and faculty to develop administrative skills
  • Create programs that support employees’ safety as well as physical and mental well-being
Commitment 4. Improve Public Accountability for Learning Results
  • Post and maintain Voluntary System of Accountability (VSA) College Portrait, including current institution-specific information
  • Ensure that deans’ advisory councils include employer representatives from regional high-demand areas and post-baccalaureate institutional representatives to gain their advice about the strengths and weaknesses of graduates (particularly skill and content areas for improvement) and anticipated needs
  • Survey employers of graduates as to student preparation and gaps in preparation
  • Use survey results and data-gathering from the deans' advisory councils, strengthen partnerships for addressing identified targets
  • Share, institution-wide, input offered by advisory boards regarding emerging and ongoing regional needs and priorities, to inform decisions about the planning and assessment of baccalaureate, graduate, and post-baccalaureate programs
Commitment 5. Expand Student Outreach
  • Continue to reach out to new populations of students through such programs as: College Making it Happen, the CSU Mentor admissions portal, Early Assessment Program, EOP Outreach, Foster Youth outreach, GEAR UP, “How to Get to College” poster, Mathematics Engineering Science Achievement (MESA), Parent Institute for Quality Education, Super Sundays, Upward Bound, partnerships with K-12 interventions programs such as Aim High, Troops to College, and other informational and academic outreach programs targeted to K-12 students
Commitment 6. Enhance Student Opportunities for "Active" Learning
  • Conduct self-studies to understand what "active" learning practices are already in place, what the benefits of these practices are with respect to student success, what practices might be nurtured and developed, and what barriers exist to expanding "active" learning at the institution level (examine the use of independent study, research methods, and internship coursework as part of degree preparation)
  • Minimize barriers to "active" learning and create curricular frameworks and course designs that support enhanced "active" learning opportunities
  • Identify the core functions and resources that are needed to promote and expand "active" learning, particularly internships, community engagement, service learning, and graduate and undergraduate research, followed by implementation in the context of individual institutional infrastructure and culture
  • Identify and provide appropriate incentives for faculty to promote more opportunities for student "active" learning
  • Engage with surrounding communities, to identify community stakeholders and community needs to match with student "active" learning opportunities
  • Engage in extramural fund generation in support of "active" learning, including outreach to business and industry
  • Maximize use of existing resources for "active" learning, including physical plant space
  • Augment, as needed and possible, support for applied research infrastructure, including space, staffing, and intellectual property and technology transfer
  • Develop institution-level communications plan to promote, publicize, and advocate for the institution as highly successful in engaging students in active, collaborative, and experiential learning; where teaching, scholarship, and service are interdependent, valued, and rewarded; and which are of fundamental value to the communities and the region’s economy
  • Augment existing incentive systems for faculty and staff to engage in writing proposals for external support for "active" learning
Commitment 7. Enhance Opportunities for Global Awareness
  • Include goals for global awareness in institution’s strategic plan and program quality review policies, including: program performance review criteria; co-curricular planning; General Education planning and assessment; and technology planning
  • Ensure international engagement for all undergraduates (specifically including those who do not study abroad), including engagement via low-cost means such as telephone and Internet
  • Internationalize graduate education by, for example, admitting international students, hiring international faculty, drawing graduate student research attention to topics that adopt perspective from more than one country, and offering programs that address international issues
  • Bring global perspective-building opportunities to California resident students by integrating international students into university academic and co-curricular life
  • Support international development of faculty
  • Provide institutional support for information clearinghouse
Commitment 8. Act on the CSU’s Responsibility to Meet Post-baccalaureate Needs, Including Those of Working Professionals
  • Explore possibilities for joint graduate/post-baccalaureate programs with other institutions to maximize local resources and reach greater student audiences
  • Develop and implement new degree and certificate programs that answer particularly urgent workforce needs (such as in nursing, STEM fields, educational leadership, audiology, and physical therapy, for example); work with statewide workforce planners and initiatives
  • Make appropriate use of "fast-track" and "pilot program" policies in order to respond to regional workforce demands in timely fashion
  • Add graduate degree programs that incorporate both state-support and self-support components to minimize student fees while still providing high-demand and costly programs
  • Support international research partnerships and implement programs that feature articulation of coursework from international institutions
  • Seek professional accreditation for graduate programs that are subject to accreditation
  • Execute a strategic plan for expanding graduate and post-baccalaureate education and for ensuring high quality of those programs that are offered through extended education