2020-21 Annual Plan
| SSU STRATEGIC PRIORITY #1: Student Success | |
|---|---|
| GOAL | 2020-21 SST Tactic |
| GOAL 1: Meet SSU's GI2025 graduation goals, including elimination of equity gaps. | Support SST Faculty and Advising staff participation in training on best practices for advising and use of SSU LoboConnect. |
| Identify and remove barriers to graduation and timely progress to degree. | |
| Reduce DFWI rates while maintaining rigor and quality for SST courses. | |
| Work to address needs of students seeking admission to impacted programs. | |
| Implement high-impact practice of pre-enrollment for freshmen in vertical majors. | |
| Increase use of affordable course materials solutions and improve timeliness of orders. | |
| Respond to campus challenges including PSPS, pandemic, and other unexpected disruptions to normal instruction and operations. | |
| GOAL 2: Create and implement a sustainable A-G (admissions to graduation) student recruitment and support services plan that aligns with SSU's identity as a regionally-serving and Hispanic Serving Institution. | Continue and strengthen SST programs aligned with regionally serving and HSI priorities including MESA, SACNAS, and LSAMP. |
| Partner with LARC to continue and expand academic services to students enrolled in SST courses. | |
| Sustain and expand SST culture promoting student excellence and well-being as fundamentals for academic, career, and life success. | |
| Create programs that can be delivered as the service-learning component of a course. | |
| Develop academic continuity and operations support contingency plans (PSPS, fire, smoke, etc. emergency campus impacts). | |
| GOAL 3: Modernize SSU's teaching and learning spaces and business processes in support of student success. | Establish data-informed planning and decision making across School. |
| Continue to modernize/digitize forms. | |
| Convert SST School, Department, and Program websites; assure content is current and accessible. | |
| SSU STRATEGIC PRIORITY #2: Academic Excellence and Innovation | |
|---|---|
| GOAL | 2020-21 SST Tactic |
| GOAL 1: Diversify faculty and staff ranks while supporting existing faculty and staff to ensure all employees are well-positioned to support SSU’s multicultural student population. | Align hiring practices with our inclusivity and diversification goals; share findings broadly so all faculty and staff are aware of diversity gaps. |
| Offer development workshops to raise awareness of multicultural issues. | |
| GOAL 2: Deliver innovative, high-quality academic programs that prepare students for the regional and global workforce and to contribute meaningfully to twenty-first century society. | Explore new programs to address Strategic Enrollment Management objectives. |
| Develop more internships and corporate partnerships in our local community and beyond to ensure strong employment opportunities for our students. | |
| GOAL 3: Amplify and support the expression of SSU's core values and strategic priorities in our curricula. | Enrich student experience by increasing the knowledge and practice of evidence-based teaching and learning best practices. |
| Fully document upper-division GE offerings; complete development of proposed GE course. | |
| SSU STRATEGIC PRIORITY #3: Leadership Cultivation | |
|---|---|
| GOAL | 2020-21 SST Tactic |
| GOAL 1: Amplify integration of leadership into the curriculum and into co-curricular programming to make this a distinctive feature of SSU educational culture. | Promote the identity of SST within the University in collaboration with other SSU units. |
| Develop a uniform internship policy and support structure. | |
| Build SST Student Ambassadors and MESA Leaders programs; do outreach, mentoring, represent SST in various settings. | |
| Expand student employee opportunities in the School. | |
| GOAL 2: Support SSU faculty and staff in their professional development and RSCA so they can be leaders in the community and their disciplines. | Expand opportunities for lecturer engagement and contribution to SST. |
| Provide faculty leadership development. | |
| Continue and increase the quality of and support for graduate programs within SST. | |
| SSU STRATEGIC PRIORITY #4: Transformative Impact | |
|---|---|
| GOAL | 2020-21 SST Tactic |
| GOAL 1: Deploy SSU talent (faculty, staff, and students) for high-impact and/or community-based service, research, and engagement. | Use SSU preserves for leadership training, meetings, retreats. |
| Expand SST community science projects. | |
| GOAL 2: Amplify and augment SSU's impacts on our regional communities and on the regional and statewide economies. | Continue and expand the School's role in the dissemination of science, technology, health, and knowledge of the world and universe. |
| Continue, coordinate, and possibly expand STEM+H outreach activities. | |
| Support student transition post-graduation. | |
School of Science & Technology 2020-21 Annual Plan (printable).