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Strategic Directions, Goals, & Success Indicators

Strategic Directions: One | Two | Three | Four | Home

Strategic Direction 2
Raise awareness and visibility for the importance of community engagement and its connection to CSU priorities
Goal Task
Goal 1: Introduce key stakeholders to campus and system-wide strategic plans that outline the visions and strategic directions for community engagement throughout the system.
  • Publish a "white paper" to make the case for community engagement efforts as critical to the mission of the CSU. Articulate the shared themes and distinctions between offices for service learning and community engagement strategic plans, the Chancellor's Office Center for Community Engagement strategic plan, and the Access to Excellence plan, including areas of academic preparation for Pre K-12 youth, a high priority area in the Chancellor's Office.
Goal 2: Expand public relations efforts.
  • Design branding and marketing materials to publicize the new name, vision and mission of the systemwide office
  • Explore recognition opportunities for CSU campuses and community members, including students.
Goal 3: Improve systemwide mechanisms to gather data on the impact of all forms of community engagement on students, faculty, the community, and institutions.
  • Explore how new data collection measurements from organizations, such as American Association of State Colleges and Universities, can be integrated into the CSU's efforts.
  • Determine the type of data that should be collected.
  • Identify ways to integrate data collection with PeopleSoft and other institutional databases.
FIVE-YEAR SUCCESS INDICATORS
  • Center for Community Engagement asked to be included in state budget proposals
  • Center for Community Engagement listed in lottery budget as specific allocation
  • Adequate funding for Center for Community Engagement-Chancellor's Office permanently funds 2 positions plus base operating. Chancellor's Office System-wide office is funded 100% for staff by state funds
  • CO and campus offices contacted by PR offices
  • Majority of campus base operational costs are covered at least 65% by institution
  • More robust way to measure impact
  • 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
  • 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
  • Center for Community Engagement is at the table with other Chancellor's Office offices
  • People say community engagement more often. See service learning as part of Community Engagement
Content Contact:
Judy Botelho
(562) 951-4749
Technical Contact:
webmaster@calstate.edu

Last Updated: April 29, 2008