Initiatives/Progress so Far
Strategic Priority #1 Initiatives
| Initiative Number | Initiative Description |
|---|---|
| 1.1 | Create a community that supports and encourages a rich co-curricular experience |
| 1.2 | Create structures that promote a campus culture of caring and self |
| 1.3 | Increase and promote opportunities for experiential and community-engaged learning |
| 1.4 | Provide resources that increase understanding of collegiate mental health and wellness |
| 1.5 | Implement initiatives aimed at guiding students towards interest-based career paths |
| 1.6 | Provide structures that help students experiencing personal and academic distress |
| 1.7 | Educate stakeholders on career possibilities and paths as they relate to our programs |
| 1.8 | Develop and broaden internship preparation, completion, and assessment activities |
| 1.9 | Increase alumni engagement through mentorship, internships, and other programming |
| 1.10 | Create imbedded credentials as appropriate within majors and academic programs |
| 1.11 | Build career ladders through microcredentials and credit for prior learning |
| 1.12 | Increase awareness around career preparation and graduate study opportunities |
| 1.13 | Grow our alumni support through a comprehensive strategy of events, regular communications, and new initiatives like the alumni mentorship program |
| 1.14 | Focus on expanding the number of alumni engaged with the college while cultivating and sustaining long-term relationships with major donors |
Strategic Priority #2 Initiatives
| Initiative Number | Initiative Description |
|---|---|
| 2.1 | Enhance data collection to better understand and analyze recruitment and retention challenges among students from historically underrepresented communities |
| 2.2 | Establish a pre-college transition program to equip incoming students from historically underrepresented groups with essential college skills, including self-advocacy |
| 2.3 | Provide programming on topics such as cultural competence, Universal Design, and implicit bias and utilize incentives and accountability to ensure ongoing compliance with federal mandates |
| 2.4 | Ensure adequate and appropriate resourcing of offices and efforts that promote inclusivity and belonging |
| 2.5 | Create recruitment policies that ensure a diverse pool of applicants |
| 2.6 | Create and support employee mentorship/ affinity programs to support the retention and advancement of diverse individuals within the university |
| 2.7 | Ensure equitable opportunities for career growth and progression, by making known the structured ladder of advancement designed to promote the progression of staff and faculty from marginalized communities |
| 2.8 | Conduct space and accessibility audits of facilities and technologies to identify and address opportunities to make spaces and technologies more welcoming and accessible |
| 2.9 | Establish a centralized space management system to ensure fair and inclusive access for all campus stakeholders |
| 2.10 | Continue and enhance community building exercises such as Spirit Days, BBQs, and informal social gatherings |
| 2.11 | Celebrate and acknowledge cultural and other holidays via a series of planned events |
| 2.12 | Celebrate and acknowledge employees who have achieved significant milestones in their careers |
| 2.13 | Provide robust professional development opportunities to increase staff’s sense of belonging |
Strategic Priority #3 Initiatives
| Initiative Number | Initiative Description |
|---|---|
| 3.1 | Review enrollment trends to identify areas for growth and improvement |
| 3.2 | Develop strategies to maximize enrollments in highdemand programs while preserving and developing expertise in a broad array of fields consistent with strategic priorities |
| 3.3 | Reinforce our retention efforts to increase enrollment and improve student completion rates |
| 3.4 | Strengthen bonds with local schools and community organizations to enhance recruitment and reinforce our reputation for academic excellence |
| 3.5 | Build diverse streams of revenue to create stability in the college’s financial health |
| 3.6 | Set goals to guide strategic investments and to support strategic resource allocation decisions |
| 3.7 | Adopt flexible budgeting strategies to adapt to campus needs and growth opportunities |
| 3.8 | Enhance reporting to increase transparency on campus finances and elevate understanding of the budgeting process |
| 3.9 | Work with faculty to develop proposals to attract support for academic programs and college initiatives from external partners |
| 3.10 | Collaborate with auxiliary services, workforce development programs, and the college foundation to align resources with strategic imperatives |
| 3.11 | Identify opportunities for revenue generation and cost-sharing via coordination with related entities |
| 3.12 | Develop stackable credentials with workforce development programs that provide pathways to aligned degree programs |
| 3.13 | Identify resources and best practices to incentivize faculty members to enhance their research |
| 3.14 | Develop strategies to enhance the competitiveness of grant proposals |
| 3.15 | Facilitate interdisciplinary research and grant applications |
| 3.16 | Identify and generate support for projects that will enhance the student experience |
| 3.17 | Partner with elected officials to advocate for increased support for the University system |
| 3.18 | Engage CUNY officials with opportunities to invest in CSI and ensure that CSI is able to participate in larger CUNY initiatives |
Strategic Priority #4 Initiatives
| Initiative Number | Initiative Description |
|---|---|
| 4.1 | Advance the College’s research and teaching mission by increasing the proportion of professorial faculty through both recruitment and retention |
| 4.2 | Increase the use of reassigned time for RSCW, especially related to externally funded projects |
| 4.3 | Promote, support, and leverage CSI’s role in the Graduate Center consortium to recruit and retain faculty |
| 4.4 | Identify areas of research strengths and growth and prioritize these areas |
| 4.5 | Support initiatives to recruit and retain faculty in areas of need, particularly faculty from underrepresented groups |
| 4.6 | Maintain and enhance acquisitions and other library resources that facilitate RSCW |
| 4.7 | Increase extramural funding from both grantbased and philanthropic sources to support and expand RSCW |
| 4.8 | Reimagine and reassign campus space and facilities for new RSCW-related purposes |
| 4.9 | Promote and leverage existing research centers as CUNY-wide and NYC research innovation and discovery hubs |
| 4.10 | Increase professional development opportunities for faculty and staff |
| 4.11 | Sponsor and promote colloquia, conferences, exhibitions and other on-campus events—especially those that showcase accomplishments by CSI students and faculty |
| 4.12 | Promote and increase support for open access publication in scholarly journals |
| 4.13 | Prioritize RSCW in communications and media initiatives |
| 4.14 | Increase the digital footprint/ media presence of faculty, studios, labs, art galleries, theaters, concert halls, and research centers |
| 4.15 | Support research based pedagogy and other experiential learning in classroom curricula |
| 4.16 | Support mentored undergraduate and graduate assistantships related to RSCW, both on and off campus |
| 4.17 | Identify and promote experiential learning opportunities with a connection to the broader cultural, scientific and business communities on Staten Island and across New York City |
Strategic Priority #5 Committing to a Campus that has Modern Facilities & Infrastructure.
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Building a sustainable campus that will serve as an anchor—educational, cultural, and in other ways—for the local community, allowing CSI to retain its role as borough steward and destination campus.
Chairs: Patricia Kahn and Alan Benimoff
Strategic Priority #5 Initiatives
| Initiative Number | Initiative Description |
|---|---|
| 5.1 | Invest resources to address the current infrastructure challenges. This should remain a priority while considering funding future technology initiatives |
| 5.2 | Invest in facilities and technology infrastructure that will enhance the teaching and learning environment as well as provide for operational growth opportunities |
| 5.3 | Explore and implement flexible technology solutions that will foster positive teaching and learning experiences for all modalities |
| 5.4 | Develop a framework encompassing tools and policy that shares best practices and fosters engagement in support of emerging technologies and infrastructure |
| 5.5 | Invest in facilities and technologies to allow for sustainability, reliability, and future planning |
| 5.6 | Address environmental issues by continuing and establishing relationships with the community as well as leveraging social technology and online resources to communicate findings |