CAFES Working Draft Strategic Plan
CAFES Working Draft Strategic Plan December 10, 2014
Prepared by: Tecker International, LLC 301 Oxford Valley Road Suite 1504B Yardley, PA 19067 www.tecker.com
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Introduction
The Cal Poly College of Agriculture, Food & Environmental Sciences Strategic Plan is a work in progress. This Working Draft Plan serves as a record of strategic thinking to date and 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 constitute a path to CAFES’ envisoned future.
Working Draft Core Ideology
Core ideology describes an organization’s consistent identity that transcends all changes related to its relevant environment. Core ideology consists of three notions: core purpose, mission, and core values. Core purpose describes the organization’s 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. Working Draft Core Purpose: Provide a dynamic learning environment leading to meaningful contributions to society. Working Draft 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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Working Draft Core Values: The 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 the CAFES’ 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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Working Draft Envisioned Future
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 marshal the resources to accomplish. The Vivid Description describes how the world could be different for key stakeholders as a result of the CAFES achieving its vision for the future. Working Draft Vivid Description: We envision a world where: 1. CAFES attracts and retains the best and brightest professionals in instruction, research, administration and support staff. 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 “unboundaried” access to the totality of 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. ** Notes: (a) ** indicates candidate for “Big Audacious Goal” (b) Numbers are for reference only and do not imply any order of priority
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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 (see Appendix A). This assessment of the CAFES’ 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 CAFES’ 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 staff. 2. There will be increased competition for students. 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 commodities 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-‐related industries. 4. The pace of change in the business and economic climate is increasing and is expected to continue to escalate, be less predictable, and be more volatile. 5. Agriculture as an industry will continue to consolidate; a smaller population of producers will generate a larger proportion of product. 6. The consumers’ interests will increasingly drive the agricultural industry. 7. A smaller population of younger workers needed to replace older workers is requiring current workforce to remain in place longer. 8. Food security will increase in importance as a result of global population growth. Legislation/Regulations: 1. Legislation and regulation will create new challenges for producers and processors and increase career opportunities in regulation and enforcement. 2. Increased focus on food safety issues. 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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3. “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. Increasing 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. Increased rate of change in technological and scientific advances will continue. 3. Increased variety of instructional technologies available to support learning will continue. 4. Increased use of technology in precision agricultural input and activities will continue. Higher Education: 1. Decrease in public funding causing increased needs for other funding sources from students and external interests, including industry, non-‐profits organizations, and other government agencies. 2. Parents and students are examining the value of higher education and perceived 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. Increased attention to the distinction between credential and competency.
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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 positon 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. The CAFES will be distinguished by undergraduate and master’s level education that graduates students ready for work. 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, and CAFES’ location near a coast with a diverse ecological environment and industry base.
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Working Draft Goals
The following represents draft 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 recognized as a local, regional, and global leader in agriculture, food, and environmental sciences.
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Working Draft Goals and Objectives 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.
Draft 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
GOAL 2: Faculty and Staff CAFES will attract and retain exceptional teacher-‐scholars and staff. Draft 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.
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GOAL 3: Industry and Community
A mutually beneficial relationship will exist among CAFES, industry, and the community. Draft Objectives: 1. Increase communication between the University 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.
GOAL 4: Leadership
CAFES will be recognized as a local, regional and global leader in agriculture, food, and environmental sciences.
Draft Objectives: 1. Increase strategic investments in leadership-‐related initiatives. 2. Increase the variety and effectiveness of learning processes. 3. Increase resources directed to innovation and sustainability. 4. Increase links with other organizations addressing emerging issues in agriculture, food, and environmental sciences.
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APPENDIX A WORKING DRAFT STRATEGIC ISSUES Strategic Issues are overriding issues of fundamental importance that cut across multiple goal or outcome areas. They address key questions that CAFES leaders must ask and answer, illuminating choices of strategy that the organization must make and the challenges that will need to be overcome in moving toward future goals. They articulate the questions that will need to be asked and answered by CAFES over the next three to five years. They require study and thoughtful conversation and are not easily or quickly answered. Strategies will be developed with special sensitivity to these issues. Where solutions are not immediately discernable, the strategic plan will describe a path to discovering the most appropriate response. The results of those contemplative discussions will be adjustment or affirmation of the strategy as it unfolds. The commitment to carefully examine these issues in an informed fashion in an evolving environment is what distinguishes CAFES “process for planning strategically” from a more traditional and static “strategic plan.” The following strategic issues were identified as especially critical through the planning sessions to date: Note: Numbers for objectives are for reference only and do not imply any order of priority
1. How do we assure Learn by Doing remains relevant as technology continues to evolve? 2. How can we sustain Learn by Doing amid current cost pressures?* 3. How can we attract and retain quality faculty and staff in a high cost of living area with the current CAFES salary constraints?* 4. How can CAFES balance a need for a greater reliance on industry and other diversified outside funding sources without detrimentally impacting academic integrity? 5. How does CAFES assure Learn by Doing remains recognized as an institutional cornerstone? 6. How can CAFES integrate applied research and critical thinking skills into Learn by Doing?
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APPENDIX B Working Draft Environmental Scan
Conditions, Trends and Assumptions
Conditions, Trends and Assumption statements help to purposefully update the strategic plan on an annual basis. Since the outcome-‐oriented goals that will form the basis of the long-‐range strategic plan will be based on the vision of the future, an annual review of the environment will be an appropriate starting point for assessing and ensuring the ongoing relevancy of the plan
Demographics: Current Conditions: 1. Cost of living makes it difficult to attract and retain staff Trends: 2. Population shift (rural to urban) 3. Increased desire for green and healthy lifestyles Assumptions about the Future: 4. There will be increased competition for students 5. Population will increase and diversity will increase 6. Globalization of business and education Business/Economic Climate: Current Conditions: 1. Faculty have too much of an academic focus and lack practical application in industry 2. Misalignment of faculty service requirements with community needs/outreach 3. Ambiguity of faculty knowing community needs and vice versa Trends: 4. Fewer internships and less community interaction opportunities due to lack of outreach from university to community 5. As technology increases there is a lack of relevant training for students Assumptions about the Future: 6. There will be more skill development training through reciprocal connectivity and training between industry and faculty, staff and students 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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7. The mix of commodities may change but the opportunities for students will continue to grow in the agricultural base of California 8. Issues of labor supply, cost and safety will continue to impact agriculturally related industry 9. 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 10. Agriculture as an industry will continue to consolidate; a smaller population of producers generating a larger proportion of product 11. The consumers’ interests will increasingly drive the agricultural industry 12. Smaller population of younger workers needed to replace older workers is requiring current workforce to remain in place longer 13. Food security will increase in importance as a result of global population growth
Legislation/Regulations: Current Conditions: 1. Legislation and regulation will create new challenges for producers and processors and increase career opportunities in regulation and enforcement Trends: 2. Increased influence of special interests and the vocal minority conflicting with institutional knowledge 3. Increased focus on food safety issues Assumptions about the Future: 4. Critical resource issues will drive policy 5. “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 6. Increasing concern about the balance of good science and public opinion in the shaping of public policy. Technology & Science: Current Conditions: 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 Trends: 2. Increase in the rate of change in technological and scientific advances 3. Increase in the variety of instructional technologies available to support learning 4. Increase in policy driving science and technology solutions (local to global) 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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5. Increasing consumer perceptions/acceptance of changes Assumptions about the Future: 6. Environmental limitations will drive technology tools and economics will drive science and technology 7. Increased use of technology to precision focus agricultural input and activities Higher Education: Current Conditions: 1. Infrastructure challenges such as a lack of research labs, the urbanization of CAFES’ agriculture land and the cost of maintaining current infrastructure 2. Major changes in academic structure 3. Decrease in public funding causing increased needs for other funding sources from students and external interests including industry, non-‐profits and other government agencies 4. Parents and students are examining the value of higher education and perceived return on investment. Trends: 5. Costs are increasing while funding is decreasing, causing more time to be spent on finding funding 6. The demand for seats at Cal Poly will continue to impact selection criteria and as a result affect the composition of our student population 7. The desire to maintain diversity and high admission standards will continue to challenge Cal Poly policy 8. There is a decrease in the natural resources of water, land forests and rangeland Assumptions about the Future 9. Learn by Doing will see a unit reduction as the cost increases and it is lab intensive 10. Increased attention to the distinction between credential and competency
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