Central Connecticut State University
 
 

Proposed Institutional Goals, as revised at UPBC meeting March 28, 2007.
Submitted to Senate for consideration of the 7 numbered, bolded goals
As a framework for a Strategic Plan to be developed, April 9, 2007.
Bold, numbered Goals as approved by Senate, April 23, 2007

The bold, numbered goals are linked to the University's Mission & Vision statement, and relevant text in the statement is highlighted. Under each major goal is a list of goals and measurement indicators that will enable CCSU to better fulfill the promise of its mission and to realize its vision.

To access the Mission & Vision statement, click on the bold blue underlined text; pop-up blockers should be turned off.

Recommendations can be sent via email to Recommendations.

 [1] Promote Student Learning

  • Identify student learning outcomes for General Education, undergraduate majors, graduate majors and co-curricular activities; establish their integration in the curriculum; and implement outcomes based assessment for all courses, programs, and student academic support services to promote continuous improvement.
     

  • Improve student perception of instructional effectiveness and of their own learning in and out of the classroom. (measurement)
     

  • Increase the number of courses that incorporate educational technologies to promote student engagement, learning, and academic success, including developing strategies for online courses and programs, and for the prototyping of blended courses. (measurement)
     

  • Implement teaching evaluations with a standardized core of questions that recognize all contributions to student learning.
     

  • Increase the number of students involved in undergraduate and graduate research, the level of funding, and outlets for their research and creative activity. (measurement)
     

  • Increase the number of faculty who participate in campus-based professional development activities focused on student learning outcomes.  (measurement)
     

  • Increase collaboration and partnerships between Academic Affairs and Student Affairs to promote student learning.

 
[2] Increase persistence, satisfaction and success rates for students.
  • Improve the retention rate for first-time, full-time students between their freshman, sophomore, and junior years.  (Measurement)
     
  • Improve six-year graduation rate for first-time, full-time students. (Measurement)

  • Improve the graduation rate for transfer students. (Measurement)
     
  • Maintain an APR score for all intercollegiate athletic teams above the NCAA cut score. (Measurement)
     
  • Establish standards for the quality of academic advising, and promote their adoption and evaluation throughout the university.
     
  • Increase the participation of first-time, full time students in the First-year Experience program. (measurement)
     
  • Improve safety, health and security on campus.
     
  • Reduce student legal offences and non-academic misconduct cases. (Measurement)
     
  • Increase student participation in co-curricular activities. (measurement)
     
  • Ensure course scheduling that facilitates students’ academic progress.
     
  • Increase the total amount of financial aid awarded. (measurement)
     
  • Increase the ratio of full-time to part-time students. (measurement)
     
  • Increase the average entry level GPA and SAT score for first-time, full-time students. (Measurement)
     
  • Increase the number of faculty involved with student undergraduate and graduate research and creative activity. (measurement)
 
[3] Enhance and sustain faculty and staff satisfaction and success
  • Initiate a dialogue that can lead to a redefinition and redistribution of faculty work and effort including reassigned time for research active faculty.
     
  • Conduct a survey of faculty and staff to assess satisfaction.
     
  • Increase resources to support faculty scholarship and creative activity. (measurement)
     
  • Increase funding received through grants and contracts. (measurement)
 
[4] Prepare students for productive lives as professionals and citizens and support   
      economic development.
  • Increase the number of students who are involved in applied or experiential learning beyond the classroom (e.g., service learning, projects for external audiences, co-ops, internships, etc.)  (measurement)
     
  • Increase the delivery of customized, non-traditional credit, and non-credit instruction to meet professional advancement needs.  (measurement)
     
  • Recognize and respond to the state workforce needs in engineering, nursing, and other critical need areas. (measurement)
     
  • Increase opportunity for on campus work for students. (measurement)
     
  • Create and build a magnet high school with the mission of 100% post-secondary participation for graduates. 
 
[5] Promote global awareness and respect for diversity.
  • Increase the diversity of students, faculty and staff.  (measurement)
     
  • Increase the number of courses that integrate an international component.
     
  • Increase faculty and student participation in international research, experiences and activities. (Measurement)

     
  • Provide training for faculty and staff to aid in understanding cultural, social, personality, and learning differences.
 
[6] Gain financial support necessary for a highly regarded public university.
  • Increase the number of full-time faculty. (measurement)
     
  • Reduce the ratio of sections taught by part-time relative to full-time faculty. (measurement)
     
  • Increase the number and amount of annual gifts. (measurement)
     
  • Increase the value of the endowment. (Measurement)