System-Level Actions Necessary to Achieve Access to Excellence Goals | Accountability | Access to Excellence | CSU
 
Access To Excellence2008 Accountability Plan

SECTION 1:
System-Level Actions Necessary to Achieve
Access to Excellence Goals

(See Appendix 2 for Metrics)

Commitment 1. Reduce Existing Achievement Gaps
  • Participate in the National Association of System Heads (NASH) "Access to Success" and Lumina Foundation-supported Opportunity Grant initiatives to: improve academic preparation of students in K-12; analyze the adaptability, scalability, and implementation requirements of the most promising practices to improve retention and success rates; review and improve financial aid policies and procedures, as appropriate; etc.
  • Improve feedback to and communication with K-12 and community colleges (review and redesign, as appropriate, Internet-based Academic Performance Reports data).
  • Implement strategies for improving student attainment of proficiency in English and mathematics, as approved by Board of Trustees in January 2008 (i.e., continue to engage with K-12, via Early Assessment Program; engage CSU campuses in implementing recommended effective practices to guide and support first-time freshmen in attaining proficiency; facilitate collaboration among CSU faculty in piloting programs such as "early start" programs, alternatives to redirection to Community College such as hosting of Community College instruction at CSU campuses, credit-bearing courses based on college-level course outcomes for "near-proficient" students, and technology-assisted, internet-based learning programs for remedial English and mathematics.
  • Develop a central data tool for use by CSU institutions in identifying factors/obstacles and points in the educational pipeline that contribute to gaps in retention, graduation, and degree production.
Commitment 2. Plan for Faculty Turnover and Invest in Faculty Excellence
  • Support CSU institutions by means of analytical work to identify compensation gaps, monitor retention and turnover among faculty, monitor progress toward increasing the proportion of tenure-track faculty, and monitor demographic trends among faculty
  • Develop a faculty database to support recruitment and retention, including information about growth areas, anticipated retirements, and net need for faculty at the system and institution levels
  • Develop and disseminate consistent guidelines for faculty hiring processes
  • Work collaboratively with the California Faculty Association to ensure that bargaining agreements support the recruitment and retention of a talented and diverse faculty in support of CSU mission
  • Sponsor system-wide opportunities for professional development and dissemination of research, such as the annual community engagement research conference
  • Undertake a study to identify best practices in workload reallocation
Commitment 3. Plan for Staff and Administrative Succession and Professional Growth
  • Support CSU institutions by means of analytical work to identify compensation gaps where they exist, monitor retention and turnover among staff and administrators, and monitor demographic trends among staff and administrators
  • Review policies and practices to ensure that risk and compliance issues are well managed, and that the system is able to meet its obligations in key areas, such as implementation of the new state payroll system
  • Undertake a benchmark compensation study for the Management Personnel Plan (MPP) employment category, using external comparators
  • Identify and disseminate strategies for developing leadership at institution level, including identifying individuals with potential talent for management, providing professional development programs for staff, and providing pathways for staff and faculty to develop administrative skills
  • Develop orientation and continuing education programs for managers to provide them with the knowledge and skills needed to meet the needs of the CSU
Commitment 4. Improve Public Accountability for Learning Results
  • Coordinate data collection, posting, and rollout of Voluntary System of Accountability (VSA) College Portrait (including CSUís Contributions to the Public Good) and university-specific information
  • Review and consider expanding the VSA-required graduating senior sample survey item to a graduating senior census survey regarding plans after graduation
  • Review The Impact of the California State University information posted on the CSU website, similar individual university websites, and the CSUís Contributions to the Public Good page of the College Portrait to improve communication tools geared towards employers
  • Facilitate sharing of institutional best practices in employer-university partnerships and in inter-university post-baccalaureate partnerships
  • Facilitate sharing of institutional best practices in using VSA to communicate more effectively with prospects, students, and their families
  • Coordinate review of learning results from the two-year experiment with CLA (Collegiate Learning Assessment), from engagement surveys, from the FIPSE-sponsored projects and field tests (Degrees of Preparation survey, portfolio rubrics, and alignment of the Collegiate Learning Assessment [CLA]/Measure of Academic Proficiency and Progress [MAPP]/Collegiate Assessment of Academic Proficiency [CAAP] instruments), from the CSU/ETS ICT literacy assessment, and other VSA-supported activities, to develop recommendations for improvement
Commitment 5. Expand Student Outreach
  • Continue coordination with the California Department of Education to expand the Early Assessment Program (EAP)
  • Continue to collaborate and partner on the expansion of use of the EAP in all high schools, including enrollment of students in appropriate 12th-grade programs designed to increase proficiency
  • Continue to support and expand such programs as: College Making It Happen, CSU Mentor, Early Assessment Program, Economic Opportunity Program (EOP) Outreach, Foster Youth outreach, GEAR UP, "How to Get to College" poster, MESA, Parent Institute for Quality Education, Super Sunday targeted outreach efforts, Upward Bound, partnerships with K-12 intervention 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
  • Develop diverse pathways for students to obtain credit toward degree and/or program requirements for "active" learning (such as community engagement, service learning, internships, and undergraduate research); in particular, facilitate inter-institution transfer of course and degree credit for "active" learning
  • Develop effective incentive plans for faculty and staff to provide more "active" learning experiences for students
  • Facilitate sharing and dissemination of information on best practices to enhance and expand student opportunities for "active" learning, and minimize barriers to such learning
  • Increase funded (graduate and undergraduate) student research and internship opportunities
  • Provide professional development programs that assist faculty and staff in integrating "active" learning enhancements into degree programs and extracurricular activities; identify faculty leaders in "active" learning strategies who can serve as resources
  • Implement a comprehensive communications program to "brand" the CSU as a highly successful institution that engages students in active, collaborative, and experiential learning; where teaching, scholarship, and service are interdependent, valued, and rewarded; and where CSU contributions to the economy and success of the state are recognized
  • Significantly increase the number of multi-university proposals generated, in order to take advantage of regional and/or statewide faculty interest groups that may be more competitive in sponsored program competitions directed toward "active" learning
  • Conduct periodic environmental scans to assess institution-level applied research infrastructure
  • Work to align system-wide policies for use of space to better accommodate and support "active" student learning
  • Leverage the specialized legal and business expertise of the CSU to develop intellectual property and technology transfer capabilities
Commitment 7. Enhance Opportunities for Global Awareness
  • Encourage and promote an emphasis on globalization through the curriculum, development of partnerships with international universities, and study abroad experiences
  • Provide institutional support for information clearinghouse on ways and means to globalize programs, and on international learning opportunities (study abroad of various durations and with various learning goals)
  • Support and facilitate the achievement of global awareness on the part of students and faculty in all levels of university programs: undergraduate, graduate, and other post-baccalaureate
  • Provide a clear policy framework for international programs and study abroad
  • Develop a policy framework to facilitate international partnerships
Commitment 8. Act on the CSUís Responsibility to Meet Post-baccalaureate Needs, including Those of Working Professionals
  • Advocate the strengths of the CSU and its institutions to outside agencies and industry groups; increase marketing and promotion of CSU graduate education (e.g., use of the CSU Graduate Education website and Mastering Your Future brochure)
  • Attract and secure grant funding for partner support of graduate education and research
  • Facilitate and support the development of multi-campus partnerships for delivering high-cost, necessary, but relatively low-enrollment post-baccalaureate programs
  • Facilitate and support the development of innovative programs leading to the applied doctorate in key professional areas where need exists in the State
  • Strengthen information networks in support of improved graduate and post-baccalaureate planning and implementation, e.g., by receiving and disseminating institution-level information on the priorities of regional graduate-program advisory boards and providing access to national and state labor statistics to identify workforce trends
  • Coordinate system-wide project for improving policy, infrastructure, and funding that will facilitate innovative programs in graduate and post-baccalaureate education for traditional students and working adults
  • Develop and institute policy that supports the development of new degree programs, degree program modifications, and certificate programs that respond to areas of high workforce demand, with minimal Chancellorís Office delay
  • Provide educational programs and re-training opportunities related to workforce needs, including those programs that shrink the "skills deficit" and those that assist working adults who wish to remain longer in the workforce
  • Coordinate development of a strategic plan for expanding high-quality post-baccalaureate, multi-mode programs through extended education and graduate studies
  • Create an online repository for information on developing and offering graduate and post-baccalaureate instruction through extended education, special sessions, and distance technology
  • Investigate and develop policy to allow a blending of state-support and self-support components in graduate programs to minimize student fees so as to provide and promote access to high-demand programs