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  • Provost and Vice President for Academic Affairs Search | CSUSB Main Campus
    Council Minutes Strategic Plan 2015 2020 Request a Meeting with the President Event Attendance and Speech Request Provost and Vice President for Academic Affairs Search Contact 909 537 5002 pres ofc csusb edu Provost and Vice President for Academic Affairs Search General Statement California State University San Bernardino CSUSB announces a national search for provost and vice president for academic affairs The provost reports to President Tomás D Morales appointed the University s fourth president in 2012 and serves on the president s leadership team The new provost is expected to take office in the summer of 2016 CSUSB is part of the California State University system the largest system of higher education in the country The system includes 23 campuses and five off campus centers serving more than 400 000 students and extends from Humboldt State in Arcata in the north to San Diego State in the south CSUSB is a preeminent center of intellectual and cultural activity in Inland Southern California Opened in 1965 and set at the foothills of the beautiful San Bernardino Mountains the University serves more than 20 000 students a total of 18 950 undergraduates each year and graduates about 4 000 students annually As a designated Hispanic Serving Institution the University offers more than 70 traditional baccalaureate and master s degree programs education credential and certificate programs and a doctorate program in educational leadership The provost serves as the chief academic officer of the university and is responsible for all academic operations The successful candidate will have a key role in advancing the newly developed strategic plan that focuses on student faculty and staff success as well as community engagement and partnerships resource sustainability and expansion and identity He she is expected to uphold the core values of the institution inclusivity innovation integrity respect social justice and equity sustainability transparency and wellness and safety The successful candidate will have a record of leadership in academic administrative positions and the proven ability to plan and implement strategic initiatives The candidate must have a terminal degree in an appropriate discipline as well as a distinguished record of teaching research and service that supports appointment as a tenured professor in one of the University s academic departments For a complete position profile please visit CSUSB Provost Profile PDF The University is being assisted by Academic Search Inc Applications should consist of a cover letter describing how the applicant s experiences fit the qualifications above a curriculum vitae and the names e mails and current phone numbers of five professional references References will not be contacted without the explicit permission of the candidate Applications and nominations are to be submitted in confidence to CSUSBProvost academic search com The position will remain open until filled but only applications received by February 4 2016 will be assured full consideration Confidential discussions about this opportunity may be arranged by contacting Senior Consultant Jessica Kozloff at jsk academic search com or Associate Consultant Andrea Cowsert at abc academic search com or

    Original URL path: https://www.csusb.edu/presidents-office/provost-and-vice-president-academic-affairs (2016-02-12)
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  • CSUSB Strategic Plan | CSUSB Main Campus
    Strategic Plan 2015 2020 Mission Vision Core Values Our Process CSUSB Strategic Plan Vision Statement CSUSB aspires to be a model for transforming lives Mission Statement CSUSB ensures student learning and success conducts research scholarly and creative activities and is actively engaged in the vitality of our region We cultivate the professional ethical and intellectual development of our students faculty and staff so they thrive and contribute to a globally connected society Core Values As a university community these core values are the driving force that moves us to accomplish our mission and goals Inclusivity We affirm and are committed to the value of all kinds of differences among students faculty and staff Inclusivity that is broad and deep makes us a healthier and more productive organization and builds a culture that fosters engagement and diverse perspectives Innovation We support and believe in an innovative culture and attitude that fosters the creative and deliberate application of teaching research scholarship and service for effective education Integrity We affirm and are committed to the truth We demonstrate our integrity by being ethical matching what we say with what we do and by ultimately taking responsibility for our actions Respect We believe in and are committed to the virtue of respect and will treat everyone with courtesy and kindness Social Justice and Equity We believe in affirm and are committed to the equal value and dignity of all people Fairness and equity are more than equality We actively seek to eliminate barriers for those who are disadvantaged and disempowered so they may participate fully in university life Sustainability We affirm and are committed to the sustainability of our university by forward thinking learning from both successes and mistakes being proactive in moving our university forward and by providing opportunities for continued growth and

    Original URL path: https://www.csusb.edu/strategic-plan/mission-vision-core-values (2016-02-12)
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  • Strategic Plan Process | CSUSB Main Campus
    Implementation Strategic Plan Process My thanks to the Strategic Planning Advisory Committee and the Strategic Goal Working Groups along with the members of the extended campus community and the external community for your time and hard work over the 2014 15 academic year in order to create a new strategic plan that will take Cal State San Bernardino from 2015 to 2020 This new road map is reflective of hours of discussion and input from meetings to town halls to online feedback and belongs to all of you To CSUSB s students faculty staff and friends thank you The process began with a review and clarification of CSUSB s mission vision and values which led to a focused list of five strategic goals Special subcommittees one per goal worked diligently to identify the objectives which will help guide us moving forward The finished plan will then serve as the basis for an implementation plan which we will use to measure and assess our progress It has been a transparent and organic process and it will continue to be a transparent and organic process as we use this blueprint to advance our university over the next five years What are our core values Inclusivity innovation integrity respect social justice and equity sustainability transparency and wellness and safety And what are our goals Student success faculty and staff success resource sustainability and expansion community engagement and partnerships and identity As your strategic plan for your university we will each need to consciously build our offices and departments and divisions around these values and goals I believe that they are a reflection of much of what we are already doing and who we are The goals are built upon the foundations of where we ve been and where we wish to go We

    Original URL path: https://www.csusb.edu/strategic-plan/process (2016-02-12)
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  • Goal 1 – Student Success | CSUSB Main Campus
    Goal 2 Faculty and Staff Success Goal 3 Resource Sustainability and Expansion Goal 4 Community Engagement and Partnerships Goal 5 Identity Goal 1 Student Success Provide learning experiences that promote student success achievement and academic excellence and prepare students to contribute to a dynamic society Objectives All undergraduate students will participate in at least three High Impact Practices HIPs by graduation starting with the fall 2015 cohort of incoming first year students preferably including one HIP within the context of each student s major Adopt the Institutional Learning Outcomes and use the assessment of them to guide continuous program improvement Conduct annual surveys to assess students sense of belonging engagement and inclusion Establish baseline measures and then design programming to ensure continual improvement Increase student success by maintaining high academic standards while reducing the overall DFWI D F withdrawal incomplete rate through improved course learning conditions and enhanced co curricular support Aim to reduce the rate in lower division courses from 13 to 10 and aim to reduce the upper division rate from 8 to 6 particularly through providing additional supports for students in courses with the highest DFWI rates Stay on track to meet or exceed the CSU s Graduation Initiative 2025 targets with a four year graduation rate in 2020 of 15 or higher a six year graduation rate of 52 or higher and an underrepresented minority URM non URM achievement gap of 0 For transfer students by 2020 achieve a 36 two year graduation rate and a 72 four year graduation rate Reduce by half the achievement gaps for males and Pell eligible students Decrease average time to completion for students who enroll as freshmen from 5 6 to 5 0 years by 2020 For transfer students decrease average time to completion from 3 1 to 2 7 years by 2020 To foster the success of graduate students by June 2017 the campus will complete a program evaluation of graduate education at CSUSB From 2017 through 2020 these recommendations will be implemented Strategy 1 Contributes to objectives 1 2 4 5 6 Intentionally offer additional administrative support stipends re assigned time etc to encourage and reward faculty as they continually improve their classroom teaching through integrating evidence based and or equity based pedagogical strategies that enhance student learning and success Create a campus wide HIPs Community of Practice to support the implementation of HIPs Create student Learning Communities residential and non residential designed around evidence based best practices that may include cohorts block scheduling intentionally connected courses peer mentoring and structured learning supports e g tutoring and Supplemental Instruction The orientation for new tenure track faculty hires will include a substantial component on effective pedagogy in higher education In decisions about hiring new tenure line faculty consider what our institutional patterns and the research literature tell us about where decreased class size could have the greatest impact on teaching effectiveness and on student success Strategy 2 Contributes to objectives 1 3 4 5 and 6 Provide evidence

    Original URL path: https://www.csusb.edu/strategic-plan/goal-1-student-success (2016-02-12)
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  • Goal 2 – Faculty and Staff Success | CSUSB Main Campus
    contemporary teaching practices by increasing the number of faculty served by the Teaching Resource Center Strategies Provide a 10 increase in budget to the Teaching Resource Center to increase the number of faculty members the TRC can support to participate in workshops institutes and other instructional training focused on high impact evidence based teaching practices assessment of student learning such as e portfolio the effective use of learning technologies and redesigning courses in ways that integrate these high impact evidence based teaching practices as part of semester conversation and in conjunction with the new Institutional Learning Outcomes ILOs and General Education Outcomes GEOs Provide a 10 increase in budget to support more faculty members to create pilot programs that can then be used to obtain larger external grants on innovative teaching practices and to create collaborative projects across faculty units and disciplines to achieve national teaching standards in integrative learning Objective 2 By fall 2017 create a Center of Excellence to promote high impact research creative activities and scholarship involving interdisciplinary and international collaborators and develop a tracking system to do the same Strategies Create a Center of Excellence for research creative activities and scholarship Create a universitywide tracking system for research creative activities and scholarship Objective 3 Increase funding incentives reassigned time and recognition for research creative activities and scholarship to enhance the university s reputation as a center of scholarship Strategies Increase funding incentives and reassigned time to enhance the support system for research creative activities and scholarship by 10 progressively over five years Increase recognition and networking opportunities to enhance the university s reputation for research creative activities and scholarship Objective 4 Increase funding and faculty reassigned time to provide more student opportunities for supervised research and creative activities Strategies Create an Office for Student Research within

    Original URL path: https://www.csusb.edu/strategic-plan/goal-2-faculty-staff-success (2016-02-12)
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  • Goal 3 – Resource Sustainability and Expansion | CSUSB Main Campus
    5 Identity Goal 3 Resource Sustainability and Expansion Steward resources for sustainability and acquire new sources of funding Objective 1 Secure at least two nationally recognized public and or private partnerships to facilitate growth and innovation Strategies University stakeholders will engage in a collaborative process to identify key priorities and areas of expertise that are well positioned to attract interest and support from public private partners Prospective partner entities will be identified cultivated and solicited utilizing existing and new relationships with campus leaders to secure funding recognition and other tangible resources Objective 2 Develop infrastructure revise update and create new processes by fall 2017 to enable the university to launch and increase innovative entrepreneurial activities Strategies Cultivate a culture of entrepreneurship and innovation as a source of talent for innovation and as an incubator of business and social enterprises Develop collaboration between academic leadership faculty and administration to ensure an innovative scalable approach to the development and delivery of entrepreneurial activities across the entire university Develop policy reviews updates and develop pathway process to expand existing entrepreneurial activities and launch new initiatives to enhance contributions to CSUSB Objective 3 Increase non resident revenue by 5 annually and increase the fiveyear philanthropic productivity average by 12 at the end of 2020 Strategies Continue current campus effort of increasing non resident enrollment by 5 annually through 2020 Lead a visioning process with internal and external stakeholders to identify fundable concepts based on the university s priorities areas of strength and strategic plan contributes to SPAC goal 5 Secure an academic and or programmatic university champion for each funding priority who is responsible for collaborating with University Advancement to pursue funding opportunities contributes to SPAC goal 1 and 2 Objective 4 Plan and implement a process by which existing resources space budget staffing

    Original URL path: https://www.csusb.edu/strategic-plan/goal-3-resource-sustainability-expansion (2016-02-12)
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  • Goal 4 – Community Engagement and Partnerships | CSUSB Main Campus
    Office Strategic Plan 2015 2020 Administrative Divisions Menu Column 15 Organizational Chart Strategic Communication Mission Vision Core Values Strategic Plan Strategic Plan Strategic Plan 2015 2020 Mission Vision Core Values Our Process Goal 1 Student Success Goal 2 Faculty and Staff Success Goal 3 Resource Sustainability and Expansion Goal 4 Community Engagement and Partnerships Goal 5 Identity Goal 4 Community Engagement and Partnerships Serve and engage communities local regional state national global to enhance social economic and cultural well being Objective 1 By 2017 identify and prioritize strategic opportunities for aligning community needs with appropriate university resources for mutual benefit Strategy Incorporate faculty into the university structures that guide and implement community engagement and provide increased staff support to the office of community engagement Review and recommend adjustments to campus policies procedures and structures to eliminate barriers and provide support to community engagement activities Objective 2 Increase the number of strategic community university engagement activities by 2020 Strategies A baseline will be established as a result of strategies in objective 1 The percentage increase will be determined in relation to existing levels By fall 2017 develop and implement support systems for faculty and staff efforts to document obtain recognition and gain informed evaluation of community engaged scholarship and or activities for the purposes of professional advancement By fall 2017 significantly increase university funds to stimulate new community engagement initiatives and community engaged research above current levels Objective 3 By 2020 build capacity to increase and sustain curricular and cocurricular service learning opportunities and or community engagement activities Strategies A baseline will be established as a result of strategy 2 under objective 1 The percentage increase will be determined in relation to existing levels By fall 2017 significantly increase university funds to stimulate new curricular and co curricular service learning activities

    Original URL path: https://www.csusb.edu/strategic-plan/goal-4-community-engagement-partnerships (2016-02-12)
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  • Goal 5 – Identity | CSUSB Main Campus
    Column 14 President s Office Strategic Plan 2015 2020 Administrative Divisions Menu Column 15 Organizational Chart Strategic Communication Mission Vision Core Values Strategic Plan Strategic Plan Strategic Plan 2015 2020 Mission Vision Core Values Our Process Goal 1 Student Success Goal 2 Faculty and Staff Success Goal 3 Resource Sustainability and Expansion Goal 4 Community Engagement and Partnerships Goal 5 Identity Goal 5 Identity Build an identity that celebrates the uniqueness of our university promotes our accomplishments and inspires involvement Objective 1 CSUSB will have a well defined and supported university identity as measured by students faculty staff alumni and community perceptions by June 2020 Strategies Engage in a process that identifies what makes CSUSB distinctive including unifying communication themes Develop a centralized comprehensive integrated marketing communication plan to reinforce our identity with internal and external audiences by January 2017 Invest sufficient resources annually to perpetuate the university s identity Objective 2 Create a vibrant and memorable student life experience that reinforces the university s identity to increase student engagement in campus activities by 10 by 2020 Strategies Create identify and update gathering spaces on campus to encourage student engagement Identify define and brand CSUSB traditions and signature events Objective 3 Increase prospective students perceptions of CSUSB as a university of choice from 68 to 78 by 2020 as measured by 2012 Institutional Research IR Campus Quality Survey Strategy Develop a student to prospective student campaign to promote CSUSB as a first choice option for all students including a We Are CSUSB YouTube video competition Objective 4 Increase positive perceptions of CSUSB with internal and external audiences by 10 over baseline by 2020 Strategies Brand the university based on our uniqueness and values by creating communication tools including a media kit and other promotional products Regularly update website and other

    Original URL path: https://www.csusb.edu/strategic-plan/goal-5-identity (2016-02-12)
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