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2023-24 Strategic Goals

Goal 1: Enrollment/Retention

Student Success/Graduation Initiative

  • In collaboration with the Division of Student Affairs, create and operationalize a new framework for strategic engagement and consultation on CSUF’s Student Success program, which includes developing a comprehensive advising support structure for students before and during their careers at CSUF.

Outreach/Transfer Pathways

  • In collaboration with the Divisions of Information Technology and Student Affairs, develop and implement a plan for outreach to our local community colleges and create MOUs to increase undergraduate transfers directly to CSUF – this includes updating our articulation agreements with community colleges via Assist.org databases, dual enrollment, and improving communication with our local community college counselors and make improvements to the course.

Supplemental Instruction/University Learning-Tutoring Centers

  • Increase SI offering to high DFW courses across the university
  • Increase academic support for students in the ULC/tutoring centers across campus

Graduate Programs

  • Create and implement a plan to improve the yield of graduate enrollment

Faculty Development Center

  • Expand training workshops on using dashboard data for faculty to reflect on and implement equity and retention best practices

Goal 2: Budget/Resource Uniformity and Transparency

Budget Transparency and Allocation

  • In collaboration with the Division of Administration and Finance, develop a dashboard for department chairs and deans to use for budget transparency at the department and college levels
  • Develop a budget and financial management training for department chairs, college senior leadership, and staff
  • Develop and implement a collective and consultative process for budget allocation
  • Timely allocation of the budget in collaboration with the Division of Administration and Finance before the start of the fall semester

Fundraising and Grants

  • In collaboration with the Division of University Advancement, expand philanthropic prospect development through alumni engagement
  • In collaboration with ASC, improve post-award support and processes

Extension and International Programs

  • Rebuild the infrastructure needed to form and nurture external partnerships
  • Build and refine flexible programs to meet in-demand credentials and skills to increase revenue for the university
  • Create a funding model for international program infrastructure that supports maintenance and reinvestment

Goal 3: DEI/Social Justice and Closing the Opportunity Gap

  • Launch and incentivize the completion of the Equitable Pedagogy Module, version 2
    • The Faculty Development Center will promote more offerings in Equitable Pedagogy to improve faculty work with students
  • Enhance the recruitment process and retention of high-quality, diverse faculty and staff by partnering with the Division of HRDI to increase diversity and equity in our search process
  • Support Departmental Personnel Standards revisions that reflect recognition of cultural taxation and expansion of accepted types of service and scholarly/creative activity
  • Create a new framework for Black Student Success to guide the development of a new infrastructure to support Black student success
  • Assess baseline salaries for administrative staff