Center for Community Engagement
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Strategic Directions, Goals, & Success Indicators

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

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.
  • 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
Content Contact:
Judy Botelho
(562) 951-4749
Technical Contact:

Last Updated: October 15, 2012