Strategic Direction 1 Build CSU-wide capacity to
advance community engagement
Goal
Task
Goal 1: Support the leadership of campus offices in institutionalizing and elevating the role of community engagement on campuses and in the CSU.
Offer a range of ongoing networking and professional development opportunities
that respond to the very diverse strengths, needs and interests of service learning
and community engagement leaders.
Design a more efficient means of supporting and training new leaders, including
student leaders.
Identify new strategies for recognizing community engagement champions throughout
the system.
Goal 2: Foster partnerships with administrative leaders.
Provide provosts and other key academic leaders who champion service learning
and community engagement with specific opportunities to engage in discussions and
initiatives with campus and system stakeholders.
Regularly update presidents with specific information about their campus community
engagement efforts and encourage them to use the information in presentations to
internal and external audiences.
Collaborate with statewide Academic Senate members to promote community engagement
at campus Academic Senates.
Goal 3: Promote recognition and reward of faculty
community scholarship at the individual faculty level.
Coordinate and publicize publishing opportunities for faculty.
Offer community engagement workshops through various forums (e.g. CSU Community-Based
Teaching and Research Conference and campus-based workshops).
Connect faculty with statewide organizations and programs seeking evaluation and
research on public policy issues.
Create a cohort of CSU faculty who conduct collaborative research on specific
community-based issues and identify the collective impact of their research.
Goal 4: Promote recognition and reward of community
scholarship at the department, college, institutional, and systemwide levels.
Partner with the Chancellor's Office of Human Resources to host systemwide meetings
that encourage campus teams - (department chairs, college deans, faculty on RTP committees,
etc.) to have discussions on the changing roles for faculty and on methods for assessing
and acknowledging community engagement in faculty RTP files.
Explore the feasibility and usefulness of a CSU or external Review Board to assist
faculty in documenting their Scholarship of Engagement.
FIVE-YEAR SUCCESS INDICATORS
System-wide office is funded 100% for staff by state funds
Majority of campus base operational costs are covered at least 65% by institution
More robust way to measure impact
Endowed offices with matching funds
More Chancellor's Office partners see Community Engagement as a strategy for reaching
their goals/priorities and they take the lead on Community Engagement projects
Chancellor's Office offices ask us for feedback
Directors asked to speak at other Chancellor's Office staff conferences (e.g., Outreach
conference, Alumni council)
Successful offices - campus increased visibility, recognition, appropriate staffing
that supports base functions
Increased number of champions at administrative level on campuses
Increase in number of faculty who feel encouraged and supported to document their work,
resulting in being rewarded by RTP
Harmonious working relationships exist between Chancellor's Office and campus offices
New directors feel a part of the network and contribute to it in their first year.
New directors make strong connections on their campus
New strategy for recognizing community engagement is in place
