Santa Clara University

 

Center for Science, Technology, and Society
Strategic Plan Update 2003

MISSION AND GOALS

 

The Center for Science, Technology, and Society at Santa Clara University promotes the common good of an increasingly technological society by providing an independent forum for public dialogue and inter-disciplinary inquiry into the social and cultural dimensions of scientific and technological change.

 

The Center seeks to:

• Increase understanding of the social dimensions of scientific and technological change through research, teaching, dissemination, and public programs.

 

• Strengthen the adaptive capacities of organizations and social institutions by providing decision makers with useful knowledge and services.

 

• Enhance quality of life through advocacy that places human needs and values at the center of scientific and technological advancement.

FOCUS AND SCOPE

 

The Center views science and technology as increasingly intertwined and inseparable, which in turn accelerates the velocity of change and exacerbates the lag between technological capability and social adjustments. Within a global context, the Center examines the interrelationship of human systems with rapid scientific and technological change. To organize its study of human systems, the Center has established two domains of analysis: Economic and Social Development, and Innovation and Organizational Change. From the vantage point of these two program areas, the Center focuses in particular on how the application of science and technology can beneficially impact quality of life, the efficacy of institutions, and urgent global challenges.

 

The Center began with an emphasis on information and communications technology. Initial activity included research, symposia, and the development of an Information Technology and Society minor. The Center is currently expanding into the field of biotechnology. New topics and trends in science and technology will be undertaken as faculty and partner interests emerge and as Center resources are augmented.

 

 

PLANNING HISTORY

 

SCU Expectations for Centers of Distinction

In its 1996 Strategic Plan (revised in 2001), Santa Clara University (SCU) set the following expectations for centers of distinction: “they will advance the University’s mission and competencies; engage faculty and students from every major academic area as well as experts and leaders from the community; form partnerships to provide leadership in addressing significant public issues; enhance student learning and faculty scholarship; sustain themselves through external funding; and contribute to SCU’s overall excellence, Jesuit character, and national recognition. Centers of distinction will serve as a major point of interaction between the University and society.”

 

The University has established three Strategic Initiatives, which guide not only its broader development but provide a mandate for the centers as well:

• Building a community of scholars
• Providing an integrated education
• Focusing resources for excellence

 

Connecting the CSTS 2000 Strategic Plan to SCU’s overall Strategic Plan

In September 2000, the Center’s Advisory Board and Steering Committee approved a Strategic Plan that identified four developmental phases: the Start Up Phase (1997-2000), Building Phase (2000-2002), Operational Phase (2002-2004), and Optimizing Phase (2004 – Beyond). The plan also described four distinct, yet inter-related areas of work: Knowledge Creation, Educational Integration, Impact on Society, and Organizational Development. (See Figure 1 below) The first three of these areas coincide directly with the University’s strategic objectives: building a community of scholars, providing an integrated education, and achieving impact on society. The fourth area – Organizational Development – is restated in this 2003 plan as Developing Organizational Capacity to more clearly underscore the critical issue of “capacity building” in the current Operational Phase of the Center’s development. The September 2000 plan emphasized that the organizational resource base of the Center would have to expand and grow along with increased activity in the other three areas of work in order for development to be sustainable. The Plan included a diagram (Figure 1) that illustrated the evolution of achievement dependent upon growing capacity.

 

 

CSTS 2000 Strategic Plan Key Strategies

 

Phases	Building a Community of Scholars	Providing an Integrated Education	Achieving Impact on Society	Developing Organizational Capacity
Start Up Phase 1997-2000	Establish the Center as a significant resource for SCU faculty	Introduce new inter-disciplinary learning opportunities	Reach beyond the University and initiate promising collaborations	Create infrastructure for the Center
Building Phase 2000-2002	Strengthen faculty participation through internal rewards and recruitment of recognized scholars	Expand learning opportunities through integrated courses, STS minor, and research positions	Demonstrate the Center’s capacity through notable community events and partnerships	Expand Center staff and resource base and establish presence on campus
Operational Phase 2002-2004	Conduct significant STS research and inquiry through innovative models of scholarship	Enrich SCU student experience through wider access to leading edge STS thinkers, innovative new undergraduate and graduate courses, and action learning through the Center’s relationships	Produce measurable results of the Center’s influence on public understanding, business decisions, and public policy	Establish the Center as a vital contributor to SCU and the community
Optimizing Phase 2004-Beyond	Achieve global eminence for seminal thinking and as a valued resource for students, scholars, and decision makers	Attract talented faculty and students to SCU and deliver a unique, integrated course selection along with industry and community learning experiences in Silicon Valley	Serve as a recognized resource and mediator for difficult STS issues, regionally, nationally, and globally	Achieve stability and become financially self-sustaining

 

ACCOMPLISHMENTS TO DATE

 

The Center for Science, Technology, and Society has successfully completed the tasks and milestones earmarked for the Start Up and Building Phases. The Center’s presence on campus and within the broader community has been established through expanded staff, ongoing programming, and identifiable space. Moreover, the Center is now viewed as a resource for faculty and students alike and has earned the loyal participation of faculty leaders across departments and schools. The Center’s most notable public accomplishments are its hard-earned reputation for delivering first-rate conferences and its increasing opportunities for significant global partnerships.

 

CENTER’S COMPETITIVE POSITION

 

The Center is one among more than fifty science, technology, and society entities in the United States and around the world. (A matrix of similar organizations is included as Appendix B, which includes student offerings and professorships.) The hallmark of the Center’s uniqueness rests on Santa Clara University’s “center of distinction strategy,” which provides an explicit purpose embedded within the mission of the University as a whole. Secondly, the Center is located in the heart of Silicon Valley, considered one of the world’s preeminent technology regions, with an uncommon Advisory Board, including many of its pioneers. A third distinguishing characteristic is the Center’s moral position, which advocates scientific and technological innovation for the common good -- consistent with SCU’s values of competence, conscience, and compassion. Furthermore, through its action-oriented approach, the Center strives to influence decision-making leaders. In this role it is pragmatic and not merely research oriented, in line with SCU’s recognition of the value of service. Finally, the Center is truly inter-disciplinary and is not assigned to or affiliated with a specific department or school, and this boundary spanning orientation also extends to its inclusion of outside audiences beyond the academic community.

 

CENTER STRENGTHS

 

The recent Center evaluation confirmed that the Center is well regarded on campus, as well as in the community. In its short period of existence, the Center has amassed a large reservoir of good will, and people have high hopes and lofty expectations for its future. Notable strengths include:

1. Consensus about the rightness of the concept: topic, locale, and fit with a Jesuit University
2. Effective and respected leadership
3. Eminent Advisory Board
4. Active faculty involvement
5. Strong personal relationships, with many influential people committed to the success of the Center
6. Widespread sense of ownership
7. Impressive commitment to service motivates the key participants
8. Highly capable, dedicated staff
9. Proven achievements, particularly the Tech Awards participation and organization of major conferences

CENTER WEAKNESSES AND CHALLENGES

 

The evaluation also revealed some areas of weaknesses. Respondents in structured interviews identified:

1. Lack of clarity about the mission, focus, and priorities
2. Need to communicate and market the Center more effectively
3. Uncertainty about governance and ultimate decision-making authority
4. Demands and expectations for activity and growth exceed the current capability of the limited Center staff and resources

Looking into the future, the Center needs to overcome its small scale and capacity for impact in order to fulfill its promise. Based upon analysis of what has been accomplished and learned, the Center is now entering the Operational Phase (2003 – 2004). The most significant challenges that the Center will face include:

1. Raising adequate funding to support ambitious development plans
2. Increasing both faculty and staff capacity
3. Distinguishing its uniqueness and establishing its value
4. Defining its role both internally and externally

The Key Strategies outlined in the next section represent the essential next steps for the Center. A detailed plan with specific actions to be taken, measurements of success, time frame, and responsible person(s) or owner(s) can be found in Appendix A. The strategies not only build upon the accomplishments of earlier phases, but also confront head on the identified weaknesses and challenges.

 

 

OPERATIONAL PHASE

KEY STRATEGIES OUTLINE

(2003-2004)

 

This will be a critical juncture in the Center’s development. The greatest danger will be to languish in the Operational Phase, failing to break through into the Optimizing Phase. As suggested in the planned actions and indicated owners, the Center will need the combined energy, talent, and resources of its varied constituencies in order to be successful.

 

I. BUILDING A COMMUNITY OF SCHOLARS – Strengthen faculty participation

and conduct significant inquiry through innovative models of scholarship.

 

     A. Build core SCU faculty and scholarly capacity.

     B. Foster STS research and scholarship.

     C. Formalize the symposia program.

     D. Expand the Community of Scholars beyond SCU.

 

II. PROVIDING AN INTEGRATED EDUCATION – Enrich SCU student

experience through wider access to leading edge STS thinkers, innovative new

undergraduate and graduate courses, and action learning through the Center’s

relationships.

     A. Infuse STS into the SCU curriculum.

     B. Strengthen the Information Technology and Society minor program.

     C. Identify and develop new STS in-depth learning experiences.

    

 

III. ACHIEVING IMPACT ON SOCIETY – Produce measurable results of the

Center’s influence on public understanding, business decisions, and public policy.

     A. Convene world-class conferences.

     B. Build on the success of The Tech Awards.

     C. Develop partnerships and alliances to influence business, government,

     and other leaders.

     D. Communicate the Center’s messages to its various constituents.

 

IV. DEVELOPING ORGANIZATIONAL CAPACITY - Establish the Center as a

  vital contributor to SCU and the community.

     A. Increase staff capacity.

     B. Enhance governance effectiveness.

     C. Increase the Center’s endowment and operational funding base.