Strategic Plan

Overview

Strategic Plan 2023-2028

Strategic Plan 2023-2028

The San José State University School of Information (SOI) strategic plan is guided by our core vision, mission, and organizational values, all of which touch upon how we conduct ourselves and what we aspire to achieve in the future. Our seven strategic goals are defined by specific objectives, tactics, key performance indicators (KPIs), and data sources that ensure we are on track to accomplish them.Most importantly, the strategic plan represents our collective commitment to all School of Information stakeholders, especially our students, alumni, staff, part-time instructors, and faculty, and to achieving excellence across all our degrees, programs, certificates, and activities.

Our Vision (An aspirational and ideal future)

The SJSU School of Information will be a global leader in high quality education, research, technology innovation, and advocacy in the information professions.

Our Mission (What we do on a day-to-day basis to accomplish our vision)

In support of the University’s mission, the School of Information educates information professionals who impact the well-being of our global communities and expands the knowledge base of the information professions through research, innovation, and service.

Values (How we conduct ourselves as individuals and an organization)

1. World Class Online Teaching and Learning

We hold ourselves to the highest standards of teaching and learning, scholarship, and service through continuous improvement and innovation.

2. Scholarship and Lifelong Learning

We value life-long learning and intellectual inquiry through research, scholarship, service, and the organization and dissemination of knowledge.

3. Strategic Growth and Development

We place our highest priority on ensuring academic success, personal and professional growth, and faculty and staff development to thrive personally and professionally.

4. Excellence

We hold ourselves to the highest standards of teaching and learning, scholarship, and service to support continual improvement and innovation.

5. Integrity

We are accountable for our actions and expect honesty, transparency, and fairness in all our work and interactions.

6. Equity, Diversity and Inclusion

We value the advancement of equity, diversity, and inclusion as a central and critical component of our approach to education and how we operate and relate to others as an organization.

7. Community

We develop and nurture collaborative relationships within our local, national, and global communities to strategically carry out our mission and vision.

8. Sustainability

We commit to prioritizing sustainability and promoting awareness within our organization, campus, and professional fields.[1]

9. Service

We commit to serving our students and colleagues and our professional, local, and global communities.

Strategic Goals

Data dashboards are used to track the School’s strategic goals and their designated objectives, tactics, and key performance indicators. These are reviewed each November at a two-day faculty retreat and undergo a comprehensive evaluation every five years. Our shared governance committees, together with assigned faculty and staff, assess KPIs, provide evidence of their fulfillment, and suggest changes if needed. The shared governance committees are composed of full-time faculty, part-time faculty, students, and alumni. We also note alignment with the College and University strategic plans.

Our seven strategic goals are (in no order of importance):

  • Goal 1. A high-quality program that prepares students for fulfilling, impactful, and successful careers.
  • Goal 2. An interdisciplinary, competency-based curriculum offering programs that foster critical thinking, the development of core professional skills, and cross-domain knowledge.
  • Goal 3. Student growth, education, and success.
  • Goal 4. Faculty and staff professional growth.
  • Goal 5. Strategic relationships.
  • Goal 6. A rich research, scholarship, and creative activities (RSCA) environment.
  • Goal 7. Sustainability-focused in all that we do.

Strategic Goal 1: A high-quality program that prepares students for fulfilling, impactful, and successful careers.

Aligns with University Strategic Goal 1 – Engage and Educate and CPGE Goal 1 – Become the Leading Provider of Relevant Educational Program

Objective 1.1. Highly qualified administration, faculty, and staff

Tactics Key Performance Data Sources

Tactic 1.1.1. Identify and use KPIs to measure attainment of highly-qualified administration, faculty, and staff.
  • Relevant experience, degrees, and expertise
  • Appropriate faculty and staff ratio to support students
  • CVs and resumes
  • Performance evaluations/SOTES
  • Formal faculty reviews as part of RTP process

Objective 1.2. Meet and exceed field and industry standards of quality

Tactics Key Performance Data Sources

Tactic 1.2.1. Develop a plan to meet and exceed quality standards of the field and industry.
  • ALA, WASC, and CCTC accreditation, recognition, and alignment with other state, national, and international standards specific to SOI degrees and certificates
  • Graduation rate
  • Job placement
  • Alumni satisfaction
  • Formal accreditation
  • Organizational and practitioner input
  • SOTES
  • Institutional research statistics
  • Exit and alumni surveys
  • Environmental scan of the professional landscape outside of SOI (job announcements, competitors, trends)
  • Program Advisory Boards (MLIS pathways)
  • Certificate and pathway trends (demand/completion statistics for specific pathways/badges)

Objective 1.3 High student and alumni satisfaction

Tactics Key Performance Data Sources

Tactic 1.3.1. Develop a plan for increasing student and alumni satisfaction.

 

Tactic 1.3.2. Identify and use KPIs to measure student and alumni satisfaction.
  • Quantitative and qualitative measures of student and alumni satisfaction
  • Graduation rate
  • Job placement
  • Employer satisfaction
  • SOTES
  • Institutional research statistics
  • Exit and alumni surveys
  • Additional surveys and focus groups (longer term survey of alumni after a few years)
  • Alumni activities: newsletter, networking receptions at professional conferences, social media outreach, Alumni Career Spotlights, alumni/student poster sessions, community profile stories, student groups that may include alumni
  • Student interview data with external review teams for each program during review
  • IT team tech support tickets: review noted issues, who worked on it, and status (resolved or not)
  • Advising and academic probation surveys
  • Internship surveys from student and/or supervisor
  • Student group surveys

Objective 1.4. Positive impact on student and alumni career success

Tactics Key Performance Data Sources

Tactic 1.4.1. Identify and use KPIs to measure current and future impact and career success.
  • Quantitative and qualitative measures of student and alumni perceptions
  • Graduation rate
  • Job placement
  • Alumni and employer satisfaction
  • Student surveys
  • Institutional research statistics
  • Exit and alumni surveys
  • Additional surveys and focus groups
  • Awards from external organizations to our alumni (e.g., ALA Movers and Shakers, etc.)

Objective 1.5. Review all programs on an ongoing basis to ensure continuous improvements

Tactics Key Performance Data Sources

Tactic 1.5.1. Review on an ongoing, broad-based, and systematic basis the curriculum, structure, and outcomes of all SOI programs and monitor implementation.

 

Tactic 1.5.2. Establish a data dashboard for each program.

 

Tactic 1.5.3. Report on accomplishments at fall retreat.

 

Tactic 1.5.4. Incorporate data-based insights into improvement and link data-gathering to outcomes.

 

Tactic 1.5.5. Identification of, measurement, and use of KPIs.
  • Stakeholder satisfaction: students, alumni, employers, university, and professional/academic organizations, as measured by existing reporting processes (e.g., ALISE statistics)
  • Surveys, focus groups, and interviews
  • Accomplishment of strategic plan
  • Goals, objectives, and tactics

MLIS (CPDC Co-chairs)

  • Exit survey trends
  • Assessment reports
  • Successful e-Portfolio completions (illustrates achievement of program learning outcomes)
  • Track graduate/alumni placements via alumni/employer surveys
  • Identify curriculum gaps based on input from program advisory committees
  • Review annual job audit snapshot
  • Internship supervisor comments
  • Complete biennial reports and move towards reaccreditation in 2029

MARA (MARA Coordinator)

  • Develop procedures for data collection – connect data collection to specific goals
  • Exit survey trends (conducted biennially)
  • Assessment reports
  • Percentage of graduates who apply for ICRM certification through MARA partnership
  • Track graduate/alumni placements via alumni
  • Identify curriculum gaps based on input from program advisory committee
  • Conduct and review job audit snapshot
  • Internship supervisor and Organizational Consulting Project client comments
  • Successful e-Portfolio completions (illustrates achievement of program learning outcomes)

Teacher Librarian credential program (TL Coordinator)

  • Survey exiting students to identify current employment
  • Survey fieldwork site supervisors annually and review supervisor evaluations
  • Hold biannual student advising meetings for TL candidates
  • Program Advisory Committee reports
  • Student exit surveys
  • Annual alumni impact survey
  • Curriculum review of school library-focused courses with incoming part-time faculty

Post-Master’s Certificate (CPDC Co-chairs with Student Services Team)

  • Enrollment rates
  • Exit survey trends

Advanced Certificate (CPDC Co-chairs with Student Services Team)

  • Enrollment rates
  • Pathways selected

Gateway PhD (Gateway PhD Coordinators)

  • Monitor student and faculty supervisor satisfaction with program (residency, exit surveys)
  • Recruitment, enrollment, persistence, and graduation rates
  • Track graduates/alumni
  • Track student and alumni peer reviewed publications, scholarly conference presentations, awards, and recognitions
  • Annual faculty review of monthly meetings and residencies and other program structures and resources

Informatics (Informatics Coordinators)

  • Exit survey trends
  • Successful capstone completions (illustrates achievement of program learning outcomes)
  • Track graduate/alumni placements
  • Organizational Consulting Project client comments
  • Program advisory committee reports

Bachelor of Science Information Science and Data Analytics (BSISDA) (BSISDA Program Coordinator; Program Advisor)

  • Exit survey trends
  • Assessment reports
  • Successful e-Portfolio completions (illustrates achievement of program learning outcomes)
  • Track graduate/alumni placements via alumni/employer surveys
  • Identify curriculum gaps based on input from program advisory committees
  • Review annual job audit snapshot
  • Internship supervisor comments

Objective 1.6. A commitment to quality teaching practices as specified in the School Standards and Indicators and other benchmarks

Tactics Key Performance Data Sources

Tactic 1.6.1. Establish List of “Quality” indicators, benchmarks, and standards.

 

Tactic 1.6.2. Implement quality standards as general process.

 

Tactic 1.6.3. State how we are going to accomplish this and build into our workflow.
  • Quality Matters
  • OLC
  • Faculty standards
  • Course in QM-based alignment practices required for all new faculty (currently included in the Teaching Online course)
  • Monthly Tech Tips Newsletter
  • T3 series hosts 8-10 sessions each year (faculty are required to attend one live or recorded session each teaching semester, as tracked by an evaluation form)
  • iSchool Canvas faculty site provides resources for instructors
  • eCampus workshops
  • Variety of technology available to instructors

Objective 1.7. Robust faculty, staff, and student technology infrastructure to support current and future SOI needs

Tactics Data Sources

Tactic 1.7.1. Provide a technology infrastructure that meets and exceeds teaching and learning needs.

 

Tactic 1.7.2. Establish a data dashboard.

 

Tactic 1.7.3. Report on accomplishments at fall retreat.
  • Faculty and staff survey
  • Survey and focus groups with PAC members and consultants
  • Environmental scan of field and other programs

Strategic Goal 2: An interdisciplinary, competency-based curriculum offering programs that foster critical thinking, the development of core professional skills, and cross-domain knowledge.

Aligns with University Strategic Goal 2 – Excel and Lead and CPGE Goal 2 – Create a Global Ethos

Objective 2.1. Address the rapidly evolving and changing information domains and professions

Tactics

Data Sources

(CDPC Co-Chairs)

Tactic 2.1.1. Identify and align program curricula to set of knowledge, skills, abilities, and attitudes (KSAAs) and core competencies for all program graduates.

Tactic 2.1.2. Regularly update curriculum and programs.

Tactic 2.1.3. Establish data dashboards.

Tactic 2.1.4. Implement action plan and process to identify and revise curriculum and programs.

Tactic 2.1.5. Report at annual fall retreat.
  • Annual MLIS Skills at Work and MARA Jobs reports
  • Annual analytical reports to identify curriculum gaps
  • Annual input from program advisory committees

Objective 2.2. Application of equity, diversity, and inclusion (EDI) throughout the organization and curriculum

Tactics

Data Sources

(IDEA Committee Chair, PACs, Core Course Coordinator)

Tactic 2.2.1. Develop EDIABSJ  plan.

 

Tactic 2.2.2. Develop training opportunities and research dissemination activities that focus on professional development (particularly teaching) to advance EDIABSJ and cultural competency in the school’s curriculum.

 

Tactic 2.2.2. Establish KPIs for all degrees, concentrations, and career pathways.

 

Tactic 2.2.3. Establish data dashboards.

 

Tactic 2.2.4. Implement action plan and process for implementing EDIABSJ throughout the curriculum.

 

Tactic 2.2.5. Ongoing, annual evaluation of effectiveness and adjustment of action plan, KPIs, and metrics.

 

Tactic 2.2.6. Report at annual fall retreat.

 
  • Foster discussion and solicit input about issues of equity, diversity, and inclusion from faculty via annual survey
  • Gather input from staff, students, and alumni to improve programs, processes, and activities via annual survey
  • Develop training opportunities and research dissemination activities that focus on professional development (particularly teaching) to advance EDIABSJ and cultural competency in the school’s curriculum.

Objective 2.3. Promote global perspective in courses through content, assignments, internships, and professional contacts of iSchool faculty

Tactics

Data Sources

(CDPC Co-Chairs)

Tactic 2.3.1. Develop plan to increase global perspective throughout the curriculum and school.

Tactic 2.3.2. Connect with alumni, especially those who are from or have come from abroad.

Tactic 2.3.3. Develop a relationship with the international services side of CPGE.

Tactic 2.3.4. Establish KPIs for all degrees, concentrations, and career pathways.

Tactic 2.3.5. Establish data dashboards.

Tactic 2.3.6. Develop action plan and process for implementing globalization throughout the curriculum.

Tactic 2.3.7. Report at annual fall retreat. 
  • iSchool Global Engagement Repository updates based on faculty survey re: globalization/internationalization in courses (at least once per year).

Objective 2.4. Provide physical and virtual internship opportunities in a wide range of environments

Tactics

Data Sources

(CDPC Co-Chairs)

Tactic 2.4.1. Review process and overall satisfaction with internship opportunities.

 

Tactic 2.4.2. Commit additional resources to expanding internship options.

 

Tactic 2.4.3. Establish KPIs for all degrees, concentrations, and career pathways.

 

Tactic 2.4.4. Establish data dashboards.

 

Tactic 2.4.5. Implement action plan and process for increasing internship opportunities.

 

Tactic 2.4.6. Report at annual fall retreat.

 

Tactic 2.4.7. Leverage non-internship practical experience options.
  • Variety of physical and virtual internships
  • Internship supervisor evaluations
  • Resource allocation toward meeting objectives

Objective 2.5. Increase professional development opportunities for faculty, staff, students, and alumni

Tactics

Data Sources

Tactic 2.5.1. Develop plan to support and increase professional development opportunities.

Tactic 2.5.2. Establish KPIs for all degrees, concentrations, and career pathways.

Tactic 2.5.3. Establish data dashboards.

Tactic 2.5.4. Implement action plan and process for increasing professional development opportunities for faculty, staff, students, and alumni.

Tactic 2.5.5. Report at annual fall retreat.
  • Deliver the online global Library 2.0 conference series and analyze data (Director)
  • Provide open classes (CPDC Co-chairs)
  • Provide a variety of webinars (MARA, IDEA Committee, Leadership and Management, etc.)
  • T3 sessions    

Objective 2.6. Continuously improve iSchool programs to meet changing stakeholder and market needs

Tactics

Data Sources

Tactic 2.6.1. Launch Master of Science in Instructional Design and Technology by Fall 2025.

Tactic 2.6.2. Grow BSISDA program.

 

Tactic 2.6.3. Build new career pathways.

 

Tactic 2.6.4. Establish KPIs for all degrees, concentrations, and career pathways.

 

Tactic 2.6.5. Establish data dashboards.

 

Tactic 2.6.6. Implement action plan and process for increasing new programmatic opportunities.

 

Tactic 2.6.7. Report at annual fall retreat.
  • Research on development of new programs

Objective 2.7. Promote the School’s vision, mission, programs, projects and innovative curriculum to prospective student audiences

Tactics

Data Sources

Tactic 2.7.1. Hold open houses for all programs on a routine basis.

 

Tactic 2.7.2. Establish KPIs for all degrees, concentrations, and career pathways.

 

Tactic 2.7.3. Establish data dashboards.

 

Tactic 2.7.4. Implement action plan and process for promoting the school’s impact, projects, and programs to prospective student audiences.

 

Tactic 2.7.5. Report at annual fall retreat.
  • Director
  • Faculty, staff, and student presentations and publications
  • Develop, implement, and evaluate promotional strategies for existing programs (Director of Marketing)
  • Develop, implement, and evaluate promotional strategies for reaching a diverse target audience (Director of Marketing)
  • Develop, implement, and evaluate strategies to promote new programs (Director of Marketing)
  • Develop, implement, and evaluate strategies to convert applicants to enrolled students (Student Services Team)

Strategic Goal 3: Student growth, education, and success.

Aligns with: University Strategic Goal 3 – Grow and Thrive and CPGE Goal 1 – Become the Leading Provider of Relevant Educational Programs

Objective 3.1 High retention and graduation rates

Tactics

Data Sources (Graduate Advisor with Student Services Team)

Tactic 3.1.1. Develop retention and graduation targets that exceed the national average.

 

Tactic 3.1.2. Establish KPIs for all programs, degrees, and certificates.

 

Tactic 3.1.3. Establish data dashboards for each degree.

 

Tactic 3.1.4. Implement action plan and process for improving retention and graduation rates.

 

Tactic 3.1.5 Report at annual fall retreat.

 

Tactic 3.1.6. Collect direct feedback from students.
  • Monitor retention rates at transition points (after INFO 203, students who earn less than a “B”, e-Portfolio completion)
  • Use exit surveys to monitor time to graduation and talk to people who drop the program
  • Track probationary and at-risk students (using dropout detective tool) and assess impact of Student Services Team’s intervention on student success
  • Evaluate impact of new advising models on student success measures
  • Evaluate impact of retention tools on student success measures

Objective 3.2. Continuously increase community building, student interactions and engagement with the School

Tactics

Data Sources

Tactic 3.2.1. Develop action plan.

 

Tactic 3.2.2. Establish KPIs for all programs, degrees, and certificates.

 

Tactic 3.2.3. Establish data dashboards.

 

Tactic 3.2.4. Implement action plan and process for increasing community-building, student interactions, and engagement with the School.

 

Tactic 3.2.5. Report at annual fall retreat

 

Tactic 3.2.6. Engage students in plan via surveys, listening sessions, etc.

 

Tactic 3.2.7. Support creation of student-only social spaces (e.g., Discord).
  • Hold regular meeting opportunities for students to interact with faculty, the Director, other students, and LIS experts via webcasts, Director’s forum, information session tours, and conference receptions (Director)
  • Provide opportunity for students to gain exposure/experience to the peer review process in the Student Research Journal (SRJ Faculty lead)
  • Offer opportunities for students to engage outside the online classroom by providing a social environment via Facebook, Zoom chat, Twitter, student blogging, and other social media platforms (Director of Marketing)
  • Provide opportunities for students to present posters at professional conferences (Student Services Team)
  • Showcase student work via the Exemplary Student Showcase (Director)

Objective 3.3. Increase student development and participation in professional associations

Tactics

Data Sources

Tactic 3.3.1. Continue funding student memberships for the first year in the program.

Tactic 3.3.2. Offer more academic and social gatherings at conferences.

Tactic 3.3.3. Offer virtual participation at conferences.

Tactic 3.3.4. Establish KPIs for all programs, degrees, and certificates.

Tactic 3.3.5. Establish data dashboards.

Tactic 3.3.6. Implement action plan and process.

Tactic 3.3.7. Report at annual fall retreat.

Tactic 3.3.8. Student funding for conference participation.

Tactic 3.3.9. Increase visibility/attachment to community through internships.

Tactic 3.3.10. Provide more support for student chapters.
 
  • Provide one year’s membership to professional associations (Admin. Services Manager)
  • Exit survey data regarding professional association memberships (Student Outreach Specialist)
  • Encourage active online student associations, such as through regular student association leadership meetings with the Director and support for student activities (Director)
  • Reports from faculty who serve as advisors to professional association student chapters/groups (Faculty)

Objective 3.4. Provide support to a diverse student body

Tactics

Data Sources (Chair, IDEA Committee)

Tactic 3.4.1. Provide academic and professional support, especially for underrepresented and traditionally underserved students, including but not limited to academic advising, financial, conference travel, writing tutoring, technical support, career development, and student services.

Tactic 3.4.2. Provide scholarships.

Tactic 3.4.3. Provide travel grants.

Tactic 3.4.4. Raise funds to support scholarships.

Tactic 3.4.5. Establish KPIs for all programs, degrees, and certificates.

Tactic 3.4.6. Establish data dashboards. 

Tactic 3.4.7. Implement action plan and process for increasing support for our diverse student body.

Tactic 3.4.8. Report at annual fall retreat.
 
  • Make Spectrum Scholars and all students feel welcome through targeted advising and outreach
  • Develop online activities and webcasts to support and advance diversity and inclusive excellence in the iSchool’s community

Objective 3.5. Promote health and wellness for students and alumni

Tactics

Data Sources

Tactic 3.5.1. Convene Health and Wellness Committee:

  • Meet twice a year
  • Identify action items
  • Research and apply best practices

Tactic 3.5.2. [Originally Objective 1.2] Increase Communication with About Health and Wellness.

 

Tactic 3.5.3. Annual survey.

 

Tactic 3.5.4. Annual Health & Wellness iSchool Summit.

 

Tactic 3.5.5. Establish specific activities and budget.

 

Tactic 3.5.6. Conduct surveys, focus groups, etc. to engage with students and alumni to identify what they need for better health and wellness.

 

Tactic 3.5.7. Form committee to recommend best practices and implement specific activities each year.
  • iSchool retreats
  • Annual survey
  • Student meetings and focus groups, etc.

Strategic Goal 4: Faculty and staff professional growth.

Aligns with University Strategic Plan: Goal 4: Connect and Contribute

Objective 4.1. Provide ways to help both full and part-time faculty and staff feel more engaged, invested, and familiar with the School’s programs and policies

Tactics

Data Sources

 

Tactic 4.1.1. Provide social engagement opportunities at work, conferences, etc.

 

Tactic 4.1.2. Facilitate sharing of teaching strategies.

 

Tactic 4.1.3. Clarify process for recommending new courses.

 

Tactic 4.1.4. Establish KPIs for all programs, degrees, and certificates.

 

Tactic 4.1.5. Establish data dashboards.

 

Tactic 4.1.6. Implement action plan and process.

 

Tactic 4.1.7. Report at annual fall retreat.

 

Tactic 4.1.8. Prioritize staff T3 workshops and virtual engagement.

 

Tactic 4.1.9. Establish committee of faculty and staff to come up with engagement ideas.

 

Tactic 4.1.10. Communicate standards for SOTES (Director).
  • Bestowal of awards (Director)
  • Provide a mentor to new full-time faculty (Director)
  • Conduct a forum for part-time faculty once a semester (Director)
  • Integrate part-time faculty through communication on Canvas, T3 workshops, technology tips newsletters, new faculty checklists (TRC Co-chairs)
  • Analyze and use SOTES for continuous improvement (Director)
  • Maintain Faculty Handbook and Index currency (CPDC Co-chairs)
  • Encourage part-time faculty to contribute to T3 workshops (T3 Coordinator)

Objective 4.2. Enhance comfort and skills with technology for both full-time and part time faculty and staff

Tactics

Data Sources

 

Tactic 4.2.1. Offer emerging technologies workshops.

 

Tactic 4.2.2. Conduct “technology charge-ups” where faculty and staff share technologies they use.

 

Tactic 4.2.3. Establish KPIs for all degrees, concentrations, and career pathways.

 

Tactic 4.2.4. Establish data dashboards.

 

Tactic 4.2.5. Implement action plan and process.

 

Tactic 4.2.6. Report at annual fall retreat.
  • Provide a mentor to new full-time faculty (Director)
  • Conduct a forum for part-time faculty once a semester (Director)
  • Integrate part-time faculty through communication on Canvas, T3 workshops, technology tips newsletters, new faculty checklists (TRC Co-chairs)
  • Analyze and use SOTES for continuous improvement (Director)
  • Maintain Faculty Handbook and Index currency (CPDC Co-chairs)
  • Encourage part-time faculty to contribute to T3 workshops (T3 Coordinator)

Objective 4.3. Increase Involvement and Participation of Part-Time Faculty

Tactics

Data Sources

 

Tactic 4.3.1. Establish KPIs for all programs, degrees, and certificates.

 

Tactic 4.3.2. Hold monthly virtual event.

 

Tactic 4.3.3. Hold Ignite presentations (5 minutes or less).

 

Tactic 4.3.4. Hold bi-annual part-time faculty meeting.

 

Tactic 4.3.5. Invite to iSchool retreats and conference meet-ups.

 

Tactic 4.3.6. Establish communication process through social media and existing apps.

 

Tactic 4.3.7. Provide research support for part-time faculty.

 

Tactic 4.3.8. VR hall of part-time faculty.

 

Tactic 4.3.9. Part-Time Canvas site.

 

Tactic 4.3.10. Establish data dashboards.

 

Tactic 4.3.11. Implement action plan and process

 

Tactic 4.3.12. Report at annual fall retreat.

 

Tactic 4.3.13. Leverage and surface part-time faculty areas of expertise to increase connections with the School.
  • Give awards (Director)
  • Conduct a forum for part-time faculty once a semester (Director)
  • Integrate part-time faculty through communication on Canvas, T3 workshops, technology tips newsletters, new faculty checklists (TRC Co-chairs)
  • Annual survey

Strategic Goal 5: Strategic relationships.

Aligns with University Strategic Goal 4: Connect and Contribute and CPGE Goals 1-3.

Objective 5.1. Engage with a Global Advisory Council (GAC) which reflects the diverse programs, expertise, and perspectives represented in the School

Tactics

Data Sources (Director)

Tactic 5.1.1. Work with the GAC to review core competencies, strategic plan, and curriculum.

 

Tactic 5.1.2. Establish KPIs.

 

Tactic 5.1.3. Establish data dashboards.

 

Tactic 5.1.4. Implement action plan and process.

 

Tactic 5.1.5. Report at annual fall retreat.
  • Enhance the role and membership of the Global Advisory Council
  • Hold at least two meetings per year

Objective 5.2. Continue to innovate and serve as a leader in online teaching and learning

Tactics

Data Sources

Tactic 5.2.1. Identify the School’s innovative teaching and learning practices.

 

Tactic 5.2.2. Attend conferences, webinars, training sessions, etc.

 

Tactic 5.2.3. Establish KPIs.

 

Tactic 5.2.4. Establish a data dashboard.

 

Tactic 5.2.5. Implement action plan and process.

 

Tactic 5.2.6. Report at annual fall retreat.
  • Host the Library 2.0 online conference series (Director)
  • Offer T3 workshops (T3 Coordinator)
  • Number of conferences, webinars, training sessions, etc. attended

Objective 5.3. Strengthen alumni relationships

Tactics

Data Sources

Tactic 5.3.1. Increase communication with alumni.

 

Tactic 5.3.2. Message from e-Portfolio faculty to promote ongoing communication.

 

Tactic 5.3.3. Message from Director to new graduates to promote ongoing communication.

 

Tactic 5.3.4. Strengthen relationships with alumni through meetups, social media, and emails.

 

Tactic 5.3.4. Establish annual fundraising and donation goals.

 

Tactic 5.3.5. Establish KPIs.

 

Tactic 5.3.6. Establish a data dashboard.

 

Tactic 5.3.7. Implement action plan and process.

 

Tactic 5.3.8. Report at annual fall retreat.

 

Tactic 5.3.9. Profile and acknowledge alumni and donations.

 

Tactic 5.3.10. Develop local alumni and current student chapters/groups.
  • Connect with alumni regularly via several outreach mechanisms, e.g., newsletters, profiles, career spotlights, news stories, and events (Director of Marketing)
  • Engage and acknowledge alumni at conference receptions and poster presentations (Events Coordinator)
  • Develop social media and other networking and communication opportunities
  • Track views of alumni newsletters and emails
  • Track level of donations

Objective 5.4. Build strong relationships and partnerships within SJSU and with external organizations

Tactics

Data Sources

Tactic 5.4.1. Develop formal plan to strengthen relationships within SJSU and with external organizations.

 

Tactic 5.4.2. Establish KPIs for all programs, degrees, and certificates.

 

Tactic 5.4.3. Establish data dashboards.

 

Tactic 5.4.4. Implement action plan and process.

 

Tactic 5.4.5. Report at annual fall retreat.
  • Variety and types of internal partnerships (within SJSU)
  • Variety and types of external partnerships (outside of SJSU)

Strategic Goal 6: A rich environment for research, scholarship, and creative activities (RSCA).

Aligns to University Strategic Goal 1 – Engage and Educate and Goal 2 – Excel and Lead and CPGE Goal 1 – Become the Leading Provider of Relevant Educational Programs

Objective 6.1. Enhance the Center for Information Research and Innovation (CIRI)

Tactics

Data Sources (CIRI Coordinator)

Tactic 6.1.1. Establish KPIs.

 

Tactic 6.1.2. Serve as data hub for all faculty RSCA productivity.

 

Tactic 6.1.3. Faculty Embedded Scholar Program.

 

Tactic 6.1.4. Offer RSCA support services.

 

Tactic 6.1.5. Establish a data dashboard.

 

Tactic 6.1.6. Implement action plan and process.

 

Tactic 6.1.7. Report at annual fall retreat..
  • Showcase faculty and student research (CIRI Coordinator and FRC)

Objective 6.2. Establish a strong RSCA support system for faculty

Tactics

Data Sources

Tactic 6.2.1. Establish KPIs.

 

Tactic 6.2.2. Overflow grant writing services if not supported by CPGE.

 

Tactic 6.2.3. Involve students in projects and research.

 

Tactic 6.2.4. Establish a data dashboard.

 

Tactic 6.2.5. Implement action plan and process.

 

Tactic 6.2.6. Report at annual fall retreat.
  • Track and report on list of submissions and awards of internal and external research funding (Admin. Services Manager)
  • Share opportunities about private and government grants to support school initiatives (CIRI Coordinator, FRC Co-chairs)
  • Maintain a list of grant writing supports for faculty (e.g., promoting university, college, and external funding opportunities; mentoring iSchool faculty; collaborating on grants, etc.) (FRC Co-chairs, CIRI Coordinator)

Objective 6.3. Establish iSchool faculty RSCA dashboard

Tactics

Data Sources (FRC Co-Chairs)

Tactic 7.1.1. Establish Sustainability Committee.

 

Tactic 7.1.2. Reduce use of paper.

 

Tactic 7.1.3. Establish KPIs.

 

Tactic 7.1.4. Establish a data dashboard.

 

Tactic 7.1.5. Implement action plan and process.

 

Tactic 7.1.6. Report at annual fall retreat.
  • Sustainability Committee
  • Student and alumni surveys

Objective 6.4. Establish a strong Gateway PhD program

Tactics

Data Sources (PhD Gateway Coordinators)

Tactic 6.4.1. Establish KPIs.

 

Tactic 6.4.2. Establish a data dashboard.

 

Tactic 6.4.3. Implement action plan and process.

 

Tactic 6.4.4. Report at annual fall retreat.
  • Doctoral student application numbers 
  • Doctoral student milestone completion 
  • Participation in regular monthly meetings and residencies by non-supervisory faculty 
  • Perception of the program (awards, rankings, and inquiries from prospective applicants) 
  • Faculty availability, commitment, and support 

Strategic Goal 7: Be sustainability-focused in all that we do.

Aligns with University Strategic Goal 1 – Engage and Educate and CPGE Goal 1 – Become the Leading Provider of Relevant Educational Program

Objective 7.1. Reduce our carbon footprint

Tactics

Data Sources

Tactic 7.1.1. Establish Sustainability Committee.

 

Tactic 7.1.2. Reduce use of paper.

 

Tactic 7.1.3. Establish KPIs.

 

Tactic 7.1.4. Establish a data dashboard.

 

Tactic 7.1.5. Implement action plan and process.

 

Tactic 7.1.6. Report at annual fall retreat.

 •    Sustainability Committee
•    Student and alumni surveys

Objective 7.2. Make sustainability a curricular focus

Tactics

Data Sources

Tactic 7.2.1. Identify sustainability core competencies and best practices.

 

Tactic 7.2.2. Establish KPIs.

 

Tactic 7.2.3. Establish a data dashboard.

 

Tactic 7.2.4. Implement action plan and process.

 

Tactic 7.2.5. Report at annual fall retreat.
  • Sustainability Committee
  • Curriculum Committee
  • Student and alumni surveys

Objective 7.3.  Provide sustainability workshops and other extracurricular programming

Tactics

Data Sources

Tactic 7.3.1. Identify sustainability programming.

 

Tactic 7.3.2. Establish KPIs.

 

Tactic 7.3.3. Establish a data dashboard.

 

Tactic 7.3.4. Implement action plan and process.

 

Tactic 7.3.5. Report at annual fall retreat.
  • Sustainability Committee
  • Director

Footnotes

[1] Wong, P. (2022). Sustainability and Libraries: ALA and Sustainability. ALA Resource Guide retrieved from https://libguides.ala.org/SustainableLibraries; This is a commitment to the triple bottom line of sustainability practices that are “environmentally sound, economically feasible, and socially equitable.”