CAFES! Working!Draft!! Strategic!Plan!!!! · Cal!Poly!CAFES!!!!!2 Tecker’International,’LLC’ 301Oxford!Valley!Road,!Suite!1504B!•!Yardley,!PA!1906!7•!(215)!493S8120•!Fax!(215)!493S8125•!!

CAFES Working Draft Strategic Plan January 30, 2015

Prepared by: Tecker International, LLC 301 Oxford Valley Road

Suite 1504B Yardley, PA 19067 www.tecker.com

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Tecker International, LLC 301 Oxford Valley Road, Suite 1504B • Yardley, PA 1906 7• (215) 493-‐8120 • Fax (215) 493-‐8125 • www.tecker.com

Introduction

The CAFES Strategic Plan is a work in progress. This Working Draft Plan serves as a record of strategic thinking to date. It documents areas of emerging consensus. The 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 “stuff”; it’s about doing the right “stuff.” Options and alternatives will be identified and explored in consultations with key stakeholder groups. The resulting choices will constitute a path to the CAFES envisoned future. Working Draft 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 our 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 the Cal Poly community. 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,7 and equipped to pursue their full potential

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Working Draft 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 marshal (organize, gather, position, 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. Working Draft Vivid Description Do you want each of these to end with a period? We envision a world where:

1. The CAFES attracts and retains the best and brightest professionals in instruction, research, administration and support staff

2. The 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. The CAFES provides opportunity for collaborative multidisciplinary learning

enabled by “boundary-‐less” boundaryless access to the totality of the body of knowledge resident encompassed by? in the university**

5. The CAFES graduates are highly sought after in the workplace for their outstanding critical thinking and problem solving skills

6. The CAFES students enjoy a well-‐rounded, holistic, hands-‐on education 7. The CAFES is globally respected for collaboration with academic, industry

and other partners in applied research, outreach and professional development

8. The CAFES is globally recognized as the gold standard for Learn by Doing** 9. The 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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Working Draft Big Audacious Goal Be where Learn by Doing and multidisciplinary innovation intersect to

develop human capital to creatively solve complex problems in agriculture, food and the environment.

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Key Drivers of Change

Conditions, Trends and Assumptions Conditions, Trends and Assumptions 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 college’s tomorrow different from 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 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

agriculture-‐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 more volatile. 5. Agriculture as an industry will continue to consolidate; a smaller population of

producers will generate a larger proportion of product. 6. Consumer interests will increasingly drive the agricultural industry. 7. A smaller population of younger workers will be needed to replace older

workers and is requiring current workforce to remain in place longer (awk) 8. The importance of food security will increaseas a result of a growing global

population.

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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. Increased focus on food safety issues 3. “One Health” initiative will continue to drive change in legislative and

regulatory arenas related to safety, health, sustainability, and the interrelatedness of the ecosystem

4. 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. Increased rate of change in technological and scientific advances 3. Increased variety of instructional technologies available to support learning 4. Increased use of technology to precision focus agricultural input and activities Higher Education: 1. Decrease in public funding causing increased need for other funding sources

from students and external interests including industry, non-‐profit organizations and other government agencies

2. Parents and students are examining the value of higher education and perceived return on their investment

3. Demand for seats at Cal Poly will continue to impact selection criteria and as a result impact the composition of our student population

4. 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 this organization from others.

CAL POLY CAFES will be distinguished by undergraduate and masters level educational opportunities that graduates students ready for work. The Learn by Doing educational philosophy imbedded 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 breath of courses it

offers. • CAFES location near the west 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 outcomeoriented 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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Working Draft Goals and Objectives And 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 to 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 (awk) 3. Increase opportunities for students to develop the intellectual, emotional, and

behavioral competencies expected of a skilled professional

Draft Strategies:

1. Redesign senior project requirements to encourage real world problem-‐solving opportunities with internal and external organizations -‐ H

2. Ensure sufficient attention to technical competencies in curriculum – H 3. Re-‐orient department curricula to allow courses from other CAFES departments to apply toward

a student’s major – H 4. Develop new and existing programs, centers and institutes that provide students with

interdisciplinary learning and applied research -‐ H 5. Develop student leadership opportunities – H 6. Create greater opportunity for real world businessoriented enterprise experience -‐ H 7. Ensure that learning environments and infrastructure are state of the art and optimize student

learning experiences -‐ H 8. Develop a required critical thinking module for all CAFES students and integrate applied critical

thinking into courses as appropriate -‐ M 9. Develop alternative funding sources to ensure all students have the opportunity to participate in

an international internship experience -‐ M 10. Develop GE courses within CAFES -‐ M

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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 workforce 5. Increase faculty and staff leadership development opportunities

Draft Strategies:

1. Enhance faculty start-‐up packages -‐ Critical 2. Strengthen/develop mentoring/on-‐boarding – Critical 3. Improve clarity and consistency of RPT process for new faculty – Critical 4. Increase competitive compensation – High 5. Develop wellness package for staff – High 6. Increase/support staff (technical) – High 7. Increase/provide research support (infrastructure – staff and grad students) – High 8. Increased collaboration and cooperation between CAFES departments and across the Cal Poly

campus – High 9. Develop and enhance external partnerships – High 10. Expand international engagement – High 11. Provide support for trailing spouse/partner – Middle 12. Establish endowed professorships – Middle 13. Develop and support new centers/institutes – Middle 14. Increase and recruit faculty/staff from diverse backgrounds – Middle 15. Invest in infrastructure and personnel 16. Optimize the use of facilities so faculty and students can function at the highest levels possible.

Middle Added during discussion:

17. Provide metric for additional “doing” like clubs and other faculty engagement. Reward that behavior. May be part of attracting and retaining,

18. Study and rationalize the workload model of all departments in CAFES. 19. Study morale issues including and beyond compensation.

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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

Draft Strategies:

1. Build on established relationships between CAFES/industry and community – Critical 2. Enhance the function of advisory councils – High 3. Increase experiential educational learning opportunities for faculty/staff/students – High 4. Industry partnerships in applied research – High 5. Industry partners to fund academic positions (endowed positions)/mutually beneficial

relationships with industry – High 6. Industry partners to sponsor teaching facilities or other facilities – High 7. Explore opportunities of having visiting professionals on campus – Middle 8. Enhance relationships with other educational institutions – Middle 9. Expand an extension and outreach programs – Low

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GOAL 4: Leadership CAFES will be globally respected for its visionary leadership, innovation and expertise. Draft 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

Draft Strategies:

1. Identify and expand areas in which CAFES currently has influence -‐ Critical. 2. Empower and encourage faculty and staff collaboration with internal and external

organizations to solve relevant problems-‐High 3. Ensure that college policies encourage, support and reward innovation and

experimentation.-‐High 4. Develop a risk management program that increases the probability of success and

removes barriers to innovation.-‐High

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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 outcomeoriented 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 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 the university to the community

5. As technology increases there is a lack of relevant training for students

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Assumptions about the Future: 6. There will be more skill development training through reciprocal connectivity and

training between industry and faculty, staff and students. 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 the agriculture

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 industry. 12. Smaller population of younger workers needed to replace older workers is requiring

the current workforce to remain in place longer. 13. Food security will escalate 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 ecosystem. 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.

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Trends: 2. Increaseed 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) 5. Increasing consumer perceptions/acceptance of changes

Assumptions about the Future:

6. Environmental limitations will drive technology tools ;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’s agricultural lands and the cost of maintaining current infrastructure

2. Major changes in the academic structure 3. Decrease in public funding causing increased needfor other funding sources from

students and external interests including industry, nonprofits 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 too vague.

8. There is a decrease in the natural resources of water, forests and rangeland Assumptions about the Future

9. Learn by Doing will see a unit reduction as the cost increases because it is lab intensive and costly

10. Increased attention to the distinction between credential and competency.

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Documents

CAFES! Working!Draft!! Strategic!Plan!!!! · Cal!Poly!CAFES!!!!!2 Tecker’International,’LLC’ 301Oxford!Valley!Road,!Suite!1504B!•!Yardley,!PA!1906!7•!(215)!493S8120•!Fax!(215)!493S8125•!!