Vision and Goals 2010 Forum
March 2005, Loma Prieta Room
- Session #1 – Monday 3/21: noon-1:30 in Loma
Prieta, Student Union
- Session #2 – Tuesday 3/22: 3:30-5 in Loma Prieta,
Student Union
Providing opportunities for campus feedback is essential to an open, consultative
and iterative planning process. Two forums were held in March 2005 related to
strategic planning, focused on Vision & Goals 2010.
About 200 people participated in the forums. The feedback activity consisted
of an individual exercise as well as small group discussions about selected
goal themes. Individuals rated and commented upon the values, vision statement
and each of the goal theme areas. The ratings related to the clarity and importance
of the items. The comments included important items that were missing as well
as other general comments. The ratings from the individual surveys, the open
ended comments and a summary of the small group discussions are provided below.
Theme Areas Discussed
GOAL THEME: ENHANCING ACADEMIC QUALITY
1.0 Curriculum Reinvigoration & Learning Assessment
1.1 Implemented a curriculum that effectively integrates theoretical and practical
knowledge, as well as liberal and professional education.
Discussion:
Why Important:
- Meaning of "practical," not clear. Important that students understand
that education in theory has value that may not show until later in careers.
- SJSU's points of pride - job readiness and real world experience - are
NOT the same as 'practical,' which implies immediate non-theoretical utility.
- "Integration unclear" - within courses or across a program? Rewrite:
"Implemented a university-level curriculum that effectively challenges
students to integrate theoretical and applied knowledge, as well as to value
both liberal and professional education."
- Should be "well-rounded" education; unclear how to integrate theoretical
and practical. Infuse generally educated or liberal education into major;
perhaps substitute "theory and practice" for "theoretical and
practical knowledge"; Students need to experience how to apply theory
- Integrated learning is good - promotes change - The integration that should
occur is in listening, analyzing, interacting, application to life experience
Why Not Important:
- "Not important" only in the sense that both the words "practical"
and "professional" tend to diminish in students' minds the importance
of deeper educational values that may have no immediate practical applications
and that are not ipso facto part of a profession.
What's Missing; Considerations:
- Too expansive
- May not need to integrate entire curriculum because it could conflict with
in-depth learning
- What DOES integrated learning mean??? How can we be known for it if we don't
know what we mean by it?
- Should focus on integrating so that students can synthesize information
and apply it to their life
1.2 Developed evidence from ongoing learning assessment that all graduates
are able to:
- Integrate theoretical and practical knowledge.
- Meet the competency goals articulated in the mission statement:
- In-depth knowledge of a major field of study.
- Broad understanding of the sciences, social sciences, humanities and the
arts.
- Skills in communication and critical inquiry.
- Multi-cultural and global perspectives gained through intellectual and
social exchange with people of diverse economic and ethnic backgrounds.
- Active participation in professional, artistic and ethnic communities.
- Responsible citizenship and an understanding of ethical choices inherent
in human development.
Discussion:
Why Important
- Need clearer distinction between whether goals are course-related or are
overall goals of a curriculum.
- SJSU invests too heavily in GE assessment, not enough in assessing GE goals
within the majors.
- Substitute "civic engagement" for "citizenship."
- This is why we're here; something is missing: can't get "global"
perspective locally; Should promote international experience and second language
ability; as stated this theme focuses on assessment; it's confusing as stated
(perhaps should condense the laundry list.
- Hooray for Communication and Critical Inquiry Skills!
Why Not Important
- Workload of assessment reporting detracts from faculty scholarship.
- While group is convinced of importance, feeling persists that many SJSU
faculty do not hold these as goals.
- Strong arguments for more objective measurements, less "feeling."
- Primary needs include: survival, money, health. These are more critical
to students than assessment and actual goals
What's Missing; Considerations:
- There is no mention of INDIVIDUAL responsibility
- Need more on analytical and critical thinking skills
- There is no mention of mathematical literacy - need a more detailed discussion
of skill sets
1.3 Expanded the first year experience program to include all entering undergraduate
students.
Discussion:
Why Important
- Not understood that this item refers to transfer students as well as freshmen.
- "Definition of "program" too vague - people felt that MUSE,
Mentor, Orientation and Remediation were four programs, not one.
- Use for retention, but maybe that's not a primary SJSU responsibility.
- It's not clear whether "first year experience" is applicable to
transfer students (Then it's not exactly a "first year experience".
Maybe this is too specific?
- Retention, Time to Graduation - Overwhelming evidence that FY Program is
important - Prepares students for the rigor that we expect
Why Not Important
- Diminishes student responsibility and student choice.
- Academic credit, especially with 120 unit limit, should not be given for
university orientation of any kind.
What's Missing; Considerations:
- Need a transfer program ensuring that transfers have the appropriate skill
set that is necessary
- Define the FYE...Science 2? MUSE? Business 10? Aspire?...what is the content?
- FYE could encompass multiple programs focused on particular demographic
General Mathematical Literacy, Define Integration
2.0 Enrollment Management
2.1 Developed and implemented a comprehensive enrollment management plan that
sets an annual enrollment growth target in consultation with the CSU (currently
set at 2.3% per annum). Incorporated in that plan are recommended targets for:
- Enrollment distribution between undergraduate and graduate students;
- Enrollment distribution between general fund and self-support programs;
- Enrollment distribution between residential and non-residential students;
- Enrollment distribution between classroom-based and distance-learning instruction.
- Recruitment of specific majors and high-achieving students; and
- Recruitment of high school graduates from entire service area and beyond
including state, national and international areas.
Discussion:
Why Important:
- Intentionality, making intentional decisions, how we’re contributing
to regional need, are we setting reasonable goals given tight resources
- Need to have everyone working toward same goal
- Need to understand proportion EOP and make it intentional
- Drives everything, core piece
- Would help planning to know target
- Will lead to putting students first, will make communication better
- Need to decide what the optimal mix is
- Need concrete plan to effectively retain and graduate students
- Why is there a distinction between undergraduate and graduates? Our job
is to educate, pure and simple. We need a continuous flow of students. When
students go elsewhere, this directly affects us. We need to set the tone.
When we fail to meet our objectives we fail our students. All institutions
need an enrollment plan. However, we need reduced stress; we are penalized
if over and penalized if under--we need stability. Also, how was the 2.3%
number arrived? Why isn't it higher? We should be benchmarked against similar
institutions. What areas are we benchmarked on? We should visit those other
(benchmarked) school campuses to see what they represent so we know what we
are facing. Brand recognition is desperately needed.
Why Not Important: No Comments/discussion
What's missing; Considerations:
- Include another point in bullets- resident (campus), off campus
- Need resources to make this happen, important to keep growing
- CSU has guidelines we must follow
- Need metrics
- Need to match resources with goals
- Need to have quality data on where we are in order to plan how to get to
goals
- Need to come to agreement regarding what EM is. Use same language
- Need to recruit highly motivated students from all areas
2.2 Enhanced advising program to increase retention and reduce time to graduation
for all students.
Discussion:
Why Important:
- essential for retention
- communication and timing of communication critical to success
- This should be revised to emphasize all academic areas! Advising programs
should be specific and address everything; ie, tutoring, time management,
note taking, study habits, etc. Rather the question should be "why"
are students turning-over? Then address those specific areas. What was originally
meant by the term "advising programs?" Specific reasons could be
financial aid, planning and placement.... Our focus should be that we can
correct or change the problem, or provide a direct contact person who can.
What we really need is an "enhanced academic and university services
program."
Why Not Important: No Comments/discussion
What's missing; Considerations:
- this goal must have language added to emphasize coordination
- increase in retention metric not enough
- need to work in assessment so that counseling out considered a success
- need to build relationship so that there’s a good fit
- need to communicate well at the recruiting point so that students fit programs
- need to provide support in cohorts - each group needs different level of
information
- get students in correct category. Support all students new to the university
at the level they need.
- this goal should note other services as well - financial aid, counseling
- need to do something for transfers to facilitate transition
2.3 Obtained measurable improvement in recruitment and retention rates thereby
increasing graduation rates (time to degree) by five percentage points.
Discussion:
Why Important:
- Graduation rates not at a good level, so important to track and improve
- This amount of change should be attainable
- Our goal should be to get students out faster and avoid 6-years students
which seems commonplace currently. Why was 5% selected? Is it obtainable?
Out-of-reach? Too low? The best interest of the student is to get an education
and get out into the work world. However in the real world there are penalties
for not meeting deadlines. This needs to be enforced here to better prepare
them. What is the current retention rate? As part of the strategic plan, this
should be broken-down by department, gender, language etc. We need to utilize
our diversity more! Recommend that recruitment bullets be placed before enrollment
items.
Why Not Important: No Comments/discussion
What's missing; Considerations:
- Not fair to set the metric before a retention program in place
- Resources not yet identified - it’s a problem
3.0 Investment in Faculty
3.1 Developed and implemented a comprehensive recruitment, development and
incentive plan for faculty that incorporates the following considerations:
- Increased number of well-qualified faculty committed to the mission, values
and vision of the University and reflective of the diversity of the student
population.
- Increased percentage of tenure-tenure track faculty.
- Increased opportunities for professional development (i.e., support, resources
and services that enable faculty to achieve excellence, integration and satisfaction
in the areas of teaching, scholarship and service across their career life
span).
- Provision of adequate support resources and continued exploration of strategies
to reduce faculty workload.
- Provision of incentives to reward faculty scholarship, creative and professional
achievement and exemplary service contributions that enrich the student experience.
Discussion:
Why Important:
- 5-year plan critical
- Need high rate of tenure-tenure track faculty because we have lots of part
time faculty. Make target of credit hours taught by tenure-tenure track faculty.
- Professional development/scholarship needs to be better promoted than past
RTP.
- Lecturers get no support and they carry half the load of teaching our students
- Need to increase faculty salaries in line with cost of living - become competitive
- funded chairs/endowments
- Rewrite bullets to make more declarative
- What is the difference between increasing the number of faculty and increasing
the percentage of tenure-tenure track faculty.
- How clear and understood are department 5 year hiring plans?
- Ratio of tenure-track varies across campus, some are high, some are low.
- Maybe should have enrollment/instruction 80/20 role
- Need to have a true measure, e.g., % of student's instruction effectively
balance tenure track and non-tenure track instructors
- We have lost major numbers of minority faculty, limited to diversity of
pools, still could be made a priority
- Are we already doing okay?
- Should be sure to include lecturers at least articulated, perhaps separate
bullet
- Lecturer work needs to be more attractive
- Possibility for endowed chairs
- We seem to be doing okay already. Shouldn't look only at numbers, look at
quality.
- Nothing about contributing knowledge all transmitting - needs to include
student research.
- Nothing about bringing faculty salaries in line with Silicon Valley cost
of living. To lure top students, need top faculty - have to pay.
- Bullets need to be more declarative.
- Increase ratio of full time, tenure and tenure track faculty
- Compatible salary and benefits
- Support staff and grants
- Release time
- Follow up on goal in AIM document
- Quality of faculty through effective recruitment and quality retention effort
- Service component to be an outward looking institution
- Provide adequate recognition
- Professes doctorate programs need support
- Reduce faculty workload, which will result in higher quality of education
also important for hiring and retention
- Reducing faculty workload is of utmost importance, and all other goals depend
on it (quality of education, hiring and retention, excellence, scholarship,
etc.)
- Reduction of workload must be measurable
- Explore a variety of ways to reduce workload (across the board, in strategic
areas, in rotation, etc.)
- Assessment and outcome analysis should be implemented for administrative
plans and goals
- Continued exploration of strategies definitely needs to be deleted, substitute
with measurable improvement
- Real reduction of workload, not just shifting
- Diverse and well-qualified faculty
- Make measurable workload reduction an independent point
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
GOAL THEME: ENRICHING THE STUDENT EXPERIENCE
4.0 Community & Connections
4.1 Developed and implemented a comprehensive, purposeful program of coordinated
campus activities and events that contribute to student success and create a
sense of belonging to San José State University. This program will:
- Express and emphasize the values of the University.
- Promote student learning, development and leadership.
- Promote responsible citizenship and civic engagement.
- Promote active participation in professional, artistic and ethnic communities
as well as sports and recreational activities.
- Build campus traditions and loyalty to the University.
- Include assessment of participation and satisfaction.
Discussion:
Why Important:
- Relaxed in your environment - if not, learning curve increases. Create welcoming
environment. Research shows that involvement increases retention.
- Being "student-centered" is in the first sentence of the Vision
Statement
- two-thirds of student learning/experience occurs outside the classroom
- Good experience = Good Alumni - Student is the "customer" in the
customer service model
- It makes parents happy when students are pleased - More assessment of student
needs (especially transfer and commuter)
- Connections=Key. So that we are not seen as a "commuter campus".
A positive campus experience (for students) involves faculty and staff. A
"good" experience creates loyalty, so that they tell more students
(or potential students), and that attracts more students. It gives students
a sense of belonging. Research supports - increased social isolation = increased
drop out rate. Connections outside of the classroom supports what happens
in classroom and vice versa, inside affects the outside (reciprocal relationship).
Why Not Important: No Comments/discussion
What's missing; Considerations:
- We are better at this than we were in the '80s. Infrastructure is not inviting
- Student Union in particular. Where are we addressing the facilities needed
for student activities - we are behind other CSUs in this capacity. Facilities
such as Radio/TV are substandard. Good social life does not count as much
as having good academic support. Must address academic support issues first.
Faculty diversity doesn't reflect student body. Need faculty advising, student
support services. Faculty usually do not know where to refer students when
"higher experience" is required to deal with a problem. What resources
are out there? Need people who are dedicated to more than just getting students
in and out. Communities should happen naturally. Disconnect between student
leadership and students.
- There should be mention of social interaction with peers - What about work
experience on campus where students learn time management, ethics, supervision,
etc.? - There needs to be a greater integration of all themes in campus programs
- Student learning in the classroom should have the same status as student
learning out of the classroom - More assessment of student needs (especially
transfer and commuter) - Expressing the values of the University does not
speak to students...the University should be a place to help students develop
and explore their OWN values versus values placed on them by the institution
- Include more value clarification for students and how to develop the students
as a whole person - Develop Mentorship program (faculty, staff, older students,
etc.) throughout the University where the mentor is able to provide advice
on all areas of campus life (perhaps a small group experience with advisees?)
- Extend first-year programs to transfer students - More student participation
for feedback to develop goals - Increase student engagement in their own educational
process - Include a student representative from each college in this process
because each college is different - Faculty need to involve students outside
the classroom and encourage them to participate...ex. add 5 minutes into class
where the faculty member talks about something going on in the community or
on campus - Get more "notice boards" that post policies and events
- Administrators, faculty, and staff should be more visible to students, hang
out with them, show them their human side - Co-curricular transcripts are
necessary.
- Co-curricular w/ in class experience. When faculty and staff get more involved
- get students to do more. Support the flexibility for faculty and staff to
get involved. A more clearly defined time, place and manner policy that supports
student life and promotes school spirit (ie. Microphones to announce Homecoming
King and Queen, band to play on campus). Diversity awareness and celebration
(ie. entire campus get together to celebrate something. Right now, it's only
graduation.) Infrastructure to support student life.
GOAL THEME: IMPROVING CAMPUS WORK ENVIRONMENT
& INFRASTRUCTURE
5.0 Our People & Work Environment
5.1 Recruited, developed and retained a team of well-qualified employees. To
this effect, we will:
- Recruit a team of employees committed to the mission of the University
and reflective of the diversity of the student population.
- Develop leaders and managers committed to collaborative decision-making.
- Establish development plans for every employee.
- Provide training opportunities for all employees to be successful in their
positions.
- Recognize and celebrate outstanding performance.
Discussion:
Why Important:
- Competitive market - must be proactive to attract qualified employees
- Quality staff make a huge difference to students and faculty
- Perception of secondary status needs to be turned around
- Need development plan, training to retain qualified employees
- Potential to pursue education is an incentive to some, but must be tied
to job to encourage staff to stay.
- It's all about the people. It makes the University.
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
- Find a way to document poor performance and then be able to do something
about it
- There's no cost/penalty for being selfish
- Sanction those that don't follow policy/procedure. Don't give everyone same
scores on performance evaluations. Rank low those that don't perform well.
- Too much control over pay in CSU System - Have to be able to pay people
commensurate salary especially in Silicon Valley.
- Need closer collaboration with faculty (and administrators).
5.2 Created a service-oriented and professional culture. Support services will
be:
- Student-focused.
- Easily accessible, timely, responsive (solve problems) and respectful.
- Periodically assessed to ensure improvement.
Discussion:
Why Important:
- Student focused is essential
- Professionalism is important
- Timeliness is key - don't want to wait
- Supports student retention - keep customer satisfied
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
5.3 Improved employee satisfaction. San José State University will be
viewed by employees as a desirable place at which to work.
Discussion:
Why Important:
- Satisfaction is key to retaining employees.
- Hard for employees to project enthusiasm if they aren't satisfied. Have
to look below iceberg.
- Professional development, job opportunity key.
- To deliver high-touch service, must have process that allows you to do that.
- Assessment is important - customer satisfaction surveys.
- Word of mouth important.
- High levels of satisfaction reduces conflict, grievances.
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
6.0 Infrastructure
6.1 Developed and implemented a multi-year resource plan for infrastructure
(such as library, academic technology and space allocation) to support the curriculum
and enrollment management goals.
Discussion:
Why Important:
- Consistent funding promotes good planning.
- Procurement needed to keep up with change.
- We can do a better job if we know what we need ahead of time.
- Improve campus work environment
- Makes university look good to students, especially in comparison with neighboring
universities
- Library is the heart of the University. Potential students, community members
and students access it. It is necessary to sustain the quality and academic
excellence of the University. Term: MULTI year = good. Currently only planning
year-by-year. Important to set priorities. Advancement needs to know what
we are doing and why we should fund it. They can convey to donors to get more
resources/money. This is a "living document" since technology and
focuses change as time goes on.
- Great to have goals spelled out in a plan
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
- Needs to stay a living document
- library as own line item in goals.
- Ways to use "priorities" (i.e.. fund via self-support, general
fund, or combo).
6.2 Developed a campus facilities (master) plan that implements the University’s
strategic goals and provides flexibility to consider emerging opportunities.
Discussion:
Why Important:
- Alignment with overall goals, master plan important.
- Communicating a plan promotes enthusiasm.
- Creates backbone by which all revolves around. If not meeting needs, interferes
with academic mission.
- It's obvious and makes sense.
- Create a structure and work around. It will move the University forward.
Like the word "flexible"… Master Plan wasn't transparent before.
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
- Need more participation in making plan
6.3 Improved functionality and aesthetics of buildings and grounds:
- Instructional Facilities.
- Office Space.
- Student Services Facilities.
- Gathering Areas.
- Sports and Recreational Areas.
- Transportation and Parking.
Discussion:
Why Important:
- First impression to prospective students is key. Some feel its not that
important to students.
- Being the oldest campus could give impression we don't want to change -
keeping up-to-date counteracts that.
- Image in itself is not all that important, but may indicate what's behind
the image.
- Aesthetics is an uplifting factor. Functionality speaks for itself. Campus
becomes "user friendly". It is a campus that students can be proud
to come to.
Why Not Important: No Comments/discussion
- Given scarce resources, rather have books.
- There's been alot of money spent. Practicality of funding. It's a resource
issue.
What's missing; Considerations: No Comments/discussion
6.4 Developed an effective, efficient, technological infrastructure (hardware,
software, processes and services) that supports administrative functions in
the following areas:
- Student Administrative Systems.
- Human Resources Systems.
- Finance Systems.
- Email Communications.
- Desktop Computing.
Discussion:
Why Important:
- Infrastructure supporting staff recruitment and retention.
- Necessary for ongoing critical processes (email)
- Implementation, execution, delivery necessary for reaching goals
- Without communication, can't do anything
- Important for efficiency and productivity and to be competitively viewed
in the valley. Needed in order to provide market audit for graduation.
- Needed to have ONE email address for all employees and students. Needed
for advising… which is currently not sufficient.
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
GOAL THEME: COMMUNITY ALLIANCES
7.0 Community Relations & External Support
7.1 Achieved increased visibility by developing and implementing a comprehensive
and coordinated annual marketing plan that communicates our vision, and highlights
our achievements and contributions to the region. As a result we will be recognized
by current and prospective students, employers, prospective donors, alumni,
external communities and opinion leaders as an outstanding university and one
of the best in the California State University system.
Discussion:
Why Important:
- Donors are confused about priorities of campus - where will the funding
go?
- Marketing outreach needs to be in place.
- Consistent messages give SJSU a stronger voice.
- SJSU needs to articulate our identity to our constituency.
- SJSU lacks sense of identity to community; SJSU lacks sense of identify
to faculty/staff.
- Electronic media - very few know College of Humanities.
- Marketing image, critical to shape.
- Student/staff t-shirts, alumni newsletter
- Develop priorities for Centers of Excellence
- Image needs work, more money, need good tag line
- Highlight accomplishments, Points of Pride
- This is an investment - helps with following goals
- Coordination important
- Best kept secret - sleeping giant.
- Emphasis to region - stratified marketing plan
- Start local identity niches, then international
- Pursuit of excellence and pride. What is Spartan Pride?
- Marketing plan good - we all speak with one voice, accent is different.
- Success in this area can lead to success for other key goals
- Coordination is key
- Highlighting accomplishments
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
7.2 Strengthened our engagement with external communities in ways that support
the University’s mission through student internships, service learning,
volunteer work, etc.
Discussion:
Why Important:
- Ethic of care for our alumni.
- We need better partnership.
- We don't have a sense of where our links are - not even familiar with existing
links.
- Need to sit on key "boards" in Silicon Valley.
- Work as consultants is important.
- Avoid "etc." and make it clear that people don't feel left out
by the examples given.
- Be a good local player - but go beyond the local to include state, national,
international.
- First opportunity for community to get to know students
- Community Service Learning very important, supports social responsibility
- Have external communities include employers
- Opportunities for study to gain experiential education. They will be better
alums
- Liberal-practical
- Showcase place where someone can see faculty and students, volunteer activities
- its huge
- Make student volunteer work mandatory - community would be impressed.
- Showcasing involvement of student, faculty
- Community and university are not separate - show that
- Strengthen alumni to volunteer and engage with university
- Add faculty engagement - already good, do more
- Missing is faculty engagement
- How to draw in alums
- Showcasing what exists
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
7.3 Deepened our existing relationships with the city of San José, community
colleges, other universities, school districts, industry, cultural and artistic
organizations.
Discussion:
Why Important:
- Going beyond local - establish national and international connections.
- Provide a definition for "local".
- Giving money - follow up network and friendship before you ask for a check.
- Aviation Department not receptive - chair and dean have not been receptive
to donors.
- Example, NY festival SJSU only had 4 tennis players with sign.
- Too narrow, expand to county and Bay Area.
- What's in it for me?
- Greater difference between 7.2 and 7.3. Why? Tie better to vision.
- How? Address internally.
- Why?
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
7.4 Created additional sources of revenue by:
- Launching a major comprehensive fund-raising campaign.
- Increasing alumni gift participation to 12%.
- Increasing revenue from contracts and grants, self-support programs, etc.
Discussion:
Why Important:
- Nothing is included about communication to target populations.
- Broaden with a little "how"
- Many things happen here in parallel but not coordinated
- Money from contracts and grants, don't mention in vision and values
- 7.4 is primarily revenue, but how about adding resource development (for
example in-kind)
- 7.4 has to be tied to vision. Can't raise money in a vacuum.
- Campus communication needs to say that we can't be excellent without private
money
- Ask community what they need from us.
- More language related to how
- Relates to vision
- Asking community, what they need from SJSU
Why Not Important: No Comments/discussion
What's missing; Considerations: No Comments/discussion
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