Chicago State University

Chicago State University
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New Millennium Strategic Plan: Repositiong the University for Excellence in the New Centry

Community Development and University Engagement

Chicago State with its diversified faculty and students, its close proximity to families on the south side and its current service and outreach activities is in a unique position to enhance and expand its linkages with its community. This can be accomplished by building and strengthening linkages with small businesses, corporate, and community leaders and their constituencies. Through these activities, the overall strategic plan becomes a cohesive document for reaffirming the universitys commitment to community service and becoming an engaged university.

There is a growing call for universities to become more engaged with their communities. Among these is the report of the Kellogg Commission on the Future of the State and Land-Grant University which concludes that:

It is time to go beyond outreach and service to what the commission defines as "engagement." By engagement, we refer to institutions that have redesigned their teaching, research, extension and service functions to become even more sympathetically and productively involved with their communities…By engagement, the commission envisions partnerships as two-way streets defined by mutual respect among the partners for what each brings to the table.

As a part of its strategic plan, CSU commits to the seven guiding characteristics of an engaged university as defined by the Kellogg Commission on the Future of States and Land-Grant Universities.

Kellogg Commission CSU Strategies

1. Responsibilities Chicago State University will listen to the surrounding community, region and state.

Chicago State University will reach out to the community in an attempt to address needs and challenges.

2. Respect for Partners In addressing community issues, faculty, staff, students and administrators will seek to learn from partners as well as share expertise.

3. Academic Neutrality In addressing issues of community development in surrounding communities, faculty will strive to be objective in their analysis of public policy issues and act as neutral facilitators of policy conflicts.

4. Accessibility Continuing efforts will be made to make the resources, facilities and expertise of faculty accessible to the community and region.

5. Integration Policies and procedures will be developed to promote the integration of intellectual research and teaching with scholarly and professional practice. Funding will be sought to give incentive rewards to faculty and students who distinguish themselves through engagement activities.

6. Coordination A mechanism for communicating all service activities will be established. This will allow all university constituents to be aware of all outreach/services or engaged activities.

7. Resource Partnership "Engagement" is not free, it costs… The most successful engagement efforts appear to be those associated with strong and healthy relationships with partners in government, businesses, and non-profit organizations. CSU intends to follow the strategies used by institutions which have been institutions.

CSU will form a unit as part of its development for establishing resource partnerships with government, business, corporate, non-profit and community agencies.

Economic development is a particular need of the region in which Chicago State is located. To address this need, the university will work with the local business community and local community development organizations, as well, as with local, state, and federal agencies

to develop and promote efforts to strengthen and improve the economic climate. The university will support innovative projects developed by academic departments and faculty members that show economic development potential and will provide assistance to faculty entrepreneurs for the creation of new business enterprises.

These economic development initiatives will occur within the context of the universitys broader community development efforts that will focus on sharing the universitys expertise with the community, facilitating public and private access to university resources, and providing the policy framework necessary to accomplish these activities.

The university will assist in the maintenance and creation of healthy neighborhoods by utilizing faculty and students to help local organizations to become familiar with sources and uses of data about their communities, to utilize technologies such as Geographical Information Systems (GIS) in developing a community information base, and to develop neighborhood plans and strategies.

The university will also facilitate access to existing federal programs that relate to housing, economic development and community safety. Through various technology transfer centers, the university will have access to a network of over 700 federal laboratories with expertise in a variety of technology areas. These centers also will provide access to licensable technologies and mechanisms for partnering with area businesses for joint research, development and technology initiatives.

Educational enrichment activities will be coordinated for K-12 students and teachers to create direct interaction with the university community and to stimulate student interest in science and technology. Assistance will also be provided in finding faculty mentors for students working on science fairs or other research projects, and in coordinating science and technology education workshops for K-12 teachers to expand their content knowledge.

Strategic Goal 8: Contribute to society, in general, and the local community, in particular, through economic development activities, mutually beneficial partnerships with elementary and secondary schools, community colleges, other universities, business, industry, government and community organizations and significantly increase CSUs role as an international institution of higher education.
Through a partnership with a private or not- for-profit developer, construct and manage housing for CSU graduate students, married students and students with children.	Economic Development Committee	2001-2002	1. Comparison of number of housing units available for CSU graduate students, married students and students with children year-to-year. 2. Comparison of ratings of tenants in these housing units year-to-year. 3. Comparison of revenue produced from these rental units year-to-year.
2. Develop appropriate commercial space on campus property that will serve both the university community and its surrounding neighbors.	Economic Development Committee	2002	1. Comparison of number of commercial units available year-to-year. 2. Comparison of ratings of tenants in these commercial units year-to-year. 3. Comparison of revenue produced from these commercial units year-to-year.
3. Develop space on campus for business and professional activities, including office space for dentists, physicians, lawyer, real estate, etc.	Economic Development Committee	2002	1. Comparison of number of professional units available year-to-year. 2. Comparison of ratings of tenants in these professional units year-to-year. 3. Comparison of revenue produced from these professional units year-to-year.
4. Develop a facility on campus that will house multiple restaurants.	Economic Development Committee	2002	Comparison of number of restaurants units available year-to-year. 2. Comparison of ratings of tenants in these restaurants units year-to-year. 3. Comparison of revenue produced from these restaurants units year-to-year.
5. Seek ways in which CSU can provide needed services, expertise, and resources to the local communities that surround it including environmental concerns of the Heritage Corridor and the entire south side of Chicago.	President	1999 and on-going	1. Comparison of number of community oriented services provided by CSU year- to-year. 2. Comparison of ratings of users of community oriented services year-to-year.
6. Enter into collaborative partnerships with schools, businesses, corporations, government agencies, community organizations, community development organizations, religious institutions and civic organizations to provide to development and implement community building efforts.	President	1999 and on-going	1. Comparison of number of partnerships with schools, businesses, corporations, government agencies, community organizations, community development organizations, religious institutions, and civic organizations year-to-year. 2. Comparison of ratings of participants of effectiveness & contributions of partnerships year-to-year. 3. Comparison of number of partnerships continued year-to-year.
7. Support departments and colleges that enter into collaborative partnerships with other institutions, groups and organizations.	President	1999 and on-going	1. Comparison of number of departments & units that enter into partnerships year-to-year. 2. Comparison of ratings of participants of effectiveness & contributions of partnerships year-to-year. 3. Comparison of number of partnerships continued year-to-year.
8. Support the Office of International Programs to aggressively involve CSU in international programs.	President, Provost and Director of International Programs	1999 and on-going	1. Comparison of number of programs & students in International Programs year- to-year. 2. Comparison of ratings of participants year-to-year. 3. Comparison of number of countries & different institutions cooperating with CSU year-to-year.
9. Increase efforts to recruit outstanding international students as undergraduate and graduate students at CSU.	Executive Director of Enrollment Services, Dean of Graduate Studies and Director of International Programs	1999 and on-going	1. Comparison of number of International students applying for admission year-to-year. 2. Comparison of number accepted year-to-year. 3. Comparison of qualifications of these students year-to-year. 4. Comparison of ratings of international students year-to-year.
10. Increase opportunities for the CSU community to travel, serve and study abroad.	Director of International Programs	1999 and on-going	1. Comparison of number of study abroad opportunities year-to-year. 2. Comparison of number accepted year-to-year. 3. Comparison of qualifications of these students year-to-year. 4. Comparison of ratings of students participating year-to-year.
11. Provide a facility for use by the local communities for a wide range of activities including concerts, sporting events, trade shows, plays, social events, religious meetings, political events, conventions and educational opportunities.	Convocation Center Committee	1999-2004	1. Comparison of number & type of community functions hosted on campus year-to-year. 2. Comparison of number of community members participating in on-campus activities year-to-year. 3. Comparison of number of construction events that occur on time year-to-year. 4. Comparison of ratings of services & facilities by users of the Convocation Center year-to-year.
12. Establish a Community and Life-Long Learning Center in the Convocation Center that houses the CSU Office of Continuing and Non-Traditional Education and other community oriented programs at the university.	Convocation Center Committee and Dean of Continuing Education and Non-traditional Programs	1999-2004 and on-going	1. Comparison of number & type of programs offered in this facility year-to-year. 2. Comparison of number of community members participating in these programs year-to-year. 3. Comparison of amount of revenue generated through these programs year- to-year. 4. Comparison of ratings of courses & facilities by students year-to-year.