cafes
CAFES Proposed Strategic Plan March 11, 2015
Prepared by: Tecker International, LLC 301 Oxford Valley Road Suite 1504B Yardley, PA 19067 www.tecker.com
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Introduction
The CAFES Strategic Plan is a work in progress. This Plan serves as a record of strategic thinking to date. It documents areas of emerging consensus. Its primary purpose is to serve as a basis for the development of strategy to achieve the desired outcomes and conditions. Strategy is not about doing a lot of “stuff;” it’s about doing the right “stuff.” Options and alternatives will be identified and explored in consultation with key stakeholder groups. The resulting choices will consitute a path to the CAFES envisoned future.
Core Ideology
Core ideology describes an organization’s consistent identity that transcends all changes related to its relevant environment. It consists of three notions: core purpose, mission and core values. Core purpose describes the reason for being. The mission describes who we are, what we do and how we do it. Our core values are the enduring principles that guide the behavior of the organization.
Core Purpose:
Provide a dynamic learning environment leading to meaningful contributions to society.
Mission Statement:
The College of Agriculture, Food & Environmental Sciences fosters teaching, scholarship and service in a Learn by Doing environment where students, faculty and staff are partners in discovery.
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Core Values: CAFES core values are shared with Cal Poly University. The descriptions of how each value manifests itself in the behavior of the college are fine focused for its mission.
Learn by Doing
Demonstrated by experiential, learner-‐centered and multidisciplinary education
Excellence Demonstrated by achievement and integrity in scholarship, innovation, leadership and service
Knowledge Demonstrated by the creative pursuit of theoretical and applied expertise relevant to society’s needs
Student Success Demonstrated by students who are prepared, confident and equipped to pursue their full potential
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Envisioned Future
An Envisioned Future conveys a concrete, yet unrealized vision for the organization. It consists of a Big Audacious Goal (BAG): A clear and compelling catalyst that serves as a focal point for effort, the intersection of what a group is passionate about, what they do best and what they can mobilize the resources to accomplish. The Vivid Description describes how the world could be different for key stakeholders as a result of Cal Poly CAFES achieving its vision for the future.
Vivid Description
We envision a world where: 1. CAFES attracts and retains the best and brightest professionals in instruction, research, support staff and administration 2. CAFES maintains a high level of commitment to sustainability 3. The CAFES community benefits from the best available technology, equipment and facilities to support excellence 4. CAFES provides opportunity for collaborative multidisciplinary learning enabled by unfettered access to the body of knowledge resident in the university 5. CAFES graduates are highly sought after in the workplace for their outstanding critical thinking and problem solving skills 6. CAFES students enjoy a well-‐rounded, holistic, hands-‐on education 7. CAFES is globally respected for collaboration with academic, industry and other partners in applied research, outreach and professional development 8. CAFES is globally recognized as the gold standard for Learn by Doing 9. CAFES is known as an exemplar of the teacher-‐scholar model *Numbers are for reference only and do not imply any order of priority
Big Audacious Goal
Be the intellectual and experiential hot house, cultivating and nurturing people who creatively solve problems in agriculture, food, health and the environment.
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Key Drivers of Change
Conditions, Trends and Assumptions
Conditions, Trends and Assumption statements developed by the group constitute a comprehensive environmental scan. This assessment of the college’s current and anticipated context will help in purposefully updating the strategic plan on an annual basis. The annual review of conditions and assumptions will be the starting point for determining and ensuring the ongoing relevancy of the goals, objectives and strategies documented in the plan. The Key Drivers of Change are those conditions, trends and assumptions about the future that have been identified as most likely to make the college’s tomorrow different than today. Objectives and strategies will need to be developed, monitored and adjusted with sensitivity to the influence of the confluence of these dynamics on the character of the CAFES environment. Note: Numbers are for reference only and do not imply any order of priority
Demographics: 1. Cost of living makes it difficult to attract and retain faculty and staff 2. There will be increased competition for students, faculty and staff
Business/Economic Climate: 1. There will be more skill development training through reciprocal connectivity and training between industry and faculty, staff and students 2. The mix of agricultural products may change but the opportunities for students will continue to grow in the agricultural base of California 3. Issues of labor supply, cost and safety will continue to impact agriculture and agriculture-‐related industry 4. The pace of change in the business and economic climate is increasing and is expected to continue to escalate, be less predictable and more volatile 5. Agriculture as an industry will continue to consolidate; a smaller population of producers will generate a larger proportion of products 6. Consumers’ interests will increasingly drive the agriculture industry 7. A smaller population of younger workers is available to replace older workers 8. The current workforce is remaining in place longer 9. Food security will increase in importance as a result of global population growth Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-‐8120 • Fax (215) 493-‐8125 • www.tecker.com
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Legislation/Regulations 1. Legislation and regulation will create new challenges for producers and processors and increase career opportunities in regulation and enforcement 2. There will be an increased focus on food safety issues 3. The “One Health” initiative will continue to drive change in legislative and regulatory arenas related to safety, health, sustainability and the interrelatedness of the eco-‐system 4. There will be increased concern about the balance of good science and public opinion in the shaping of public policy
Technology & Science 1. Increased stress on natural resources will be a key driver of change in the agricultural system and the adoption of new approaches and technologies 2. There will be an increase in the rate of change in technological and scientific advances 3. There will be an increase in the variety of instructional technologies available to support learning 4. Precision technologies will increasingly influence agricultural inputs, activities and outputs
Higher Education 1. Decreasing public funding will cause increased need for alternative funding sources 2. Parents and students are questioning the value of higher education and its return on investment 3. The demand for seats at Cal Poly will continue to impact selection criteria and as a result affect the composition of our student population 4. The desire to maintain diversity and high admission standards will continue to challenge Cal Poly policy 5. Business and industry is paying increased attention to the distinction between credential and competency 6. Increasing attention is being given to recognition of relevant experience in designing curriculum
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Positioning
Positioning considers (a) the trends affecting your field of endeavor, (b) what you envision as a desirable future, and (c) the core competencies, capacity and strategic position of the organization. Positioning is about who you want to be and what you want to be known for relative to others in the same field. Positioning requires an organized response to the environment, based upon a particular set of goals that seeks optimal benefits to the organization's stakeholders. Positioning involves building on strengths and building up weaknesses in order to pursue the greatest possible advantage of opportunities. Positioning is intended to distinguish the organization from others.
Cal Poly CAFES will be distinguished by undergraduate and master’s level education that prepares students for successful careers, lifelong learning and leadership. The Learn by Doing educational philosophy embedded in its instruction, research and service initiatives will be empowered by: • CAFES emphasis on competence as well as credential • CAFES comprehensiveness as an institution and the breadth of courses it offers • CAFES location in a coastal area with a diverse ecological environment and strong industry base • CAFES international presence and the active participation of students, faculty and staff • CAFES collaboration across all areas in the university and college, as well as with government, industry and nonprofits • CAFES culture that thirsts for excellence, creativity, innovation and entrepreneurship
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Goals
The following represents longer-‐range goals that CAFES will pursue for the next three to five years. These goals are outcome-‐oriented statements that represent what will constitute the organization’s future success. The achievement of each goal will move CAFES toward the realization of its vision. GOAL 1: Students
CAFES graduates will be confident lifelong learners prepared to achieve personal and professional success in a global society. GOAL 2: Faculty and Staff
CAFES will attract and retain exceptional teacher-‐scholars and staff. GOAL 3: Industry and Community
A mutually beneficial relationship will exist among CAFES, industry and the community. GOAL 4: Leadership
CAFES will be globally respected for its visionary leadership, innovation and expertise.
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Goals, Objectives & Strategies Objectives serve two purposes in a process for planning strategically. First, they further clarify the direction and focus of a goal during the three-‐ to five-‐year timeframe of the plan. Second, they serve as metrics that provide a basis for measures that allow for monitoring and adjustment of strategies in response to changes in the environment or experience in implementation. Note: Numbers for objectives are for reference only and do not imply any order of priority
GOAL 1: Students
CAFES graduates will be confident lifelong learners prepared to achieve personal and professional success in a global society.
Objectives: 1. Increase our emphasis on student ability to think critically, problem solve and be self-‐ motivated 2. Increase written and verbal communication skills 3. Increase opportunities for students to develop the intellectual, emotional and behavioral competencies expected of a skilled professional Strategies: Immediate
a. Learning opportunities will be designed to enable multidisciplinary teams to work on real issues that require diverse experience and expertise to solve
Intermediate Range
b. Redesign senior project requirements to encourage real world problem solving opportunities with internal and external organizations c. Develop alternative funding sources to ensure all students have the opportunity to participate in an international internship experience d. Ensure sufficient attention to technical competencies in curriculum e. Reorient department curricula to allow courses from other CAFES departments to apply toward a student’s major f. Develop new and existing programs, centers and institutes that provide students with interdisciplinary learning and applied research g. Increase and integrate online learning opportunities for on-‐campus, off-‐campus and community learners h. Develop more and more diverse student leadership opportunities i. Create greater opportunity for real world business-‐oriented enterprise experience Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-‐8120 • Fax (215) 493-‐8125 • www.tecker.com
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j.
Ensure that learning environments and infrastructure are state of the art and optimize the student’s learning experience
Longer Range
k. Develop a required critical thinking module for all CAFES students and integrate applied critical thinking into courses as appropriate l. Develop GE courses within CAFES
GOAL 2: Faculty and Staff
CAFES will attract and retain exceptional teacher-‐scholars and staff.
Objectives: 1. Increase the alignment of faculty and staff compensation to the cost of living 2. Increase faculty and staff morale 3. Increase resources to support the teacher-‐scholar model 4. Increase diversity of backgrounds, experience and perspectives in our work force 5. Increase faculty and staff leadership development opportunities
Strategies:
Immediate a. b. c. d.
Increase collaboration across campuses, CAFES and within departments Enhance faculty start-‐up packages Strengthen/develop mentoring/on-‐boarding Improve clarity and consistency of RPT process for new faculty
Intermediate Range e. f. g. h. i. j. k. l. m. n.
Study and rationalize the workload model of all departments in CAFES Invest in infrastructure and personnel Increase competitive compensation Develop wellness package for faculty and staff Increase support staff (technical) Identify opportunities for new centers and institutes Increase/provide research support (infrastructure – staff and graduate students) Develop and enhance external partnerships Expand international engagement Optimize the cooperative use of facilities so faculty and students can function at their highest levels
Longer Range
o. Provide support for trailing spouse/partner Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-‐8120 • Fax (215) 493-‐8125 • www.tecker.com
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p. Establish endowed professorships q. Increase and recruit faculty/staff from diverse backgrounds r. Provide a metric for additional “doing” like clubs and other faculty and/or staff engagement and recognize and reward the relative contribution
GOAL 3: Industry and Community
A mutually beneficial relationship will exist among CAFES, industry and the community. Objectives: 1. Increase communication between CAFES and industry/community 2. Increase the number and variety of learning experiences at industry locations and the number of industries connected to the college 3. Increase the number and quality of industry relevant work-‐ready graduates
Strategies:
Immediate
a. Build on established relationships between CAFES and industry and community b. Redesign and pilot more robust cooperative experiences
Intermediate Range c. d. e. f. g. h.
i. j.
Enhance function of advisory councils Increase experiential education learning opportunities for faculty, staff and students Enhance industry partnerships in applied research Develop industry partnerships to fund endowed positions Identify industry partners to sponsor teaching facilities or other facilities Engage industry advisory groups in conversation about how to ensure quality post-‐secondary education for high school graduates with agriculturally related skill sets and experience but less opportunity to attain traditional Cal Poly admission standards Create opportunities to have visiting professionals on campus Create the necessary infrastructure to host visiting scholars and industry leaders
Longer Range
k. Enhance relationships with other educational institutions l. Expand extension and outreach programs
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GOAL 4: Leadership CAFES will be globally respected for its visionary leadership, innovation and expertise. Objectives: 1. Increase the outreach and impact of CAFES areas of expertise 2. Increase opportunities for and promotion of innovation and experimentation 3. Increase engagement with other organizations to address emerging issues in agriculture, food and environmental sciences 4. Increase faculty and staff leadership opportunities Strategies: Immediate a. Identify and expand areas in which CAFES currently has influence b. Be a full and active participant in Cal Poly’s Center for Innovation and Entrepreneurship
Intermediate Range
c. Empower and encourage faculty and staff collaboration with internal and external organizations to solve relevant problems d. Provide opportunities for industry professionals to participate on CAFES multi-‐disciplinary project teams e. Create opportunities for internationally recognized experts to make their knowledge and experience available to the CAFES learning community f. Ensure that college policies encourage, support and reward innovation and experimentation g. Develop a risk management program that increases the probability of success and removes barriers to innovation
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Appendices
Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-‐8120 • Fax (215) 493-‐8125 • www.tecker.com
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Key Events
Appendix A
Action Plan Resource Requirem
Responsibility
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