Strategic Direction 2 Raise awareness and visibility
for the importance of community engagement and its connection to CSU priorities
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,
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
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