Strategic Goals

1. Maintain and develop innovative and collaborative learning experiences in undergraduate and graduate programs that provide skilled graduates to our service region and to the State of California.

  • Action: Build and continue the accreditation processes for the MSW, Health Administration, Health Education, MPA, and the School Psychology Programs and all other academically accredited programs.
  • Action: Continue to support faculty involvement in Web-based course development and interdisciplinary programs.
  • Action: Construct learning goals for all majors and options that are measurable and that reflect student learning. Continue to modify these goals where and when appropriate.

2. Encourage departments to implement workload flexibility while meeting FTES targets.

  • Action: Each department will explore and implement ways to build workload flexibility and meet FTES targets.
  • Action: Each department will be deliberate in scheduling classes for maximizing FTES generation and the promotion of learning communities in the disciplines.
  • Action: New faculty hires will reflect adherence to the teacher–scholar model in the college’s interest in building on teaching excellence and student learning.

3. Continue to develop community service and research partnerships that enhance student learning and community involvement.

  • Action: Develop and maintain community service partnerships with public agencies, non profit organizations, and other entities that can benefit from student participation in their operations.
  • Action: Internships, service-learning, and applied learning opportunities are important parts of the learning process in the College of Behavioral and Social Sciences. Departments will build on our community partnerships to enhance the applied aspects of student learning.

4. Facilitate innovative approaches toward streamlining student progress toward graduation.

  • Action: Continue to implement two- and four-year plans to assure timely graduation rates for our majors.
  • Action: The college is committed to developing high quality learning environments for first year students.
  • Action: Continue to offer and staff courses to meet student demand and requirements for graduation.

5. Develop strategies to optimize resources and refine the college development/advancement plan.

  • Action: Provide incentives to encourage grant and contract development.
  • Action: Work closely with development officer to develop PR materials to attract potential donors. Communicate with alumni and donors through college and departmental newsletters and personal outreach.
  • Action: Enhance the affinity for volunteers/alumni/donors through involvement in the BSS Advisory Board, departmental advisory and professional boards, projects and activities.

6. Promote excellence in faculty scholarly work, teaching, service and staff development.

  • Action: Take proactive and creative approaches to attracting technology resources and funding, securing teaching and laboratory space, securing faculty positions (including replacements), and explore a variety of resources for faculty professional development and travel.
  • Action: Encourage faculty activity in existing and innovative uses of instructional technology, where appropriate.
  • Action: Continue to support and encourage staff development in the college.

7. Encourage, support, and reward faculty in the college who create effective teaching/learning communities, including those that involve students in faculty research and those that incorporate technology.

  • Action: Each department will consider the faculty member’s efforts in creating effective teaching/learning communities in the retention, tenure, and promotion process.
  • Action: The college will use a portion of strategic performance funds in support of faculty who engage in the development of teaching/learning communities.
  • Action: The college and departments will support faculty involvement in Web-based instruction.